Management Styles
Supervisory Approach
Management - Misc.
Communication-Verbal/Listening
Communication - Non-verbal
Creative Process
Creativity
Staff Motivation
Problem Employees
Personal Crisis -Indicators
Work Related Values &
Work Environment
Meetings
Presentations
Marketing Assessment
Prospecting
Customer Service
Management Files - main mage
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COMMUNICATIONS
Listening | Coping With The Non-Listener | Behavioral Exercise / Review
Speaking
— When stressed relax throat, voice & body. Then deep breaths by inhaling
slowly through your nose. Hold your breath.
Then exhale slowly through mouth.
— Listen to voices. Note tempo, volume and pitch.
— Listen for variations throughout a conversation.
— Avoid using meaningless words or expressions which are often added
to the beginning, middle or end of sentences.
Often they just fill spaces.
e.g. "you know," "right?," "like..."
— Avoid phrases that diminish an individual's "verbal image."
e.g., "You know what I mean," "I guess," "but...,"
"you probably won't believe this," "sort of"
These words/phrases are ambiguous or lack in convection/strength.
— Beware of phrases and abrasive words that shut down the line of communication:
"You don't understand," "what are you trying to say" "you're wrong"
Listening
— Ineffective listening can have some powerful results, both personal &
organizational
— Reasons:
- Important information can be missed / lost
- Can result in frustration, embarrassment and confusion
- Can intensify crisis and conflicts
- Can result in lost business time and revenue
- Can result in an inability to interpret and implement
— When people speak - do not translate what is said into what you wish were said.
— Try to:
- Concentrate on the precise words spoken or obvious
clues will be missed.
- Do not disregard clues --those non-verbal
communications that are the most honest messages.
- Look for "mystery clues" --those non-verbals that contradict the
verbal message.
— Non-verbal clues will usually be the accurate "reading."
** Also see Non-Verbal Communication and Cultural Diversity.
Coping With The Non-Listener
— Remember, effective listening does not come naturally to many.
— Improve the situation by clarifying in your is mind what you want to convey.
— If your ideas are crystallized, the listener likely to be more receptive.
— When you set up a meeting, give an idea of what you want to discuss.
— The listener should then be ready to listen.
— Keep the conversation concise and to the point.
— Carefully pick a time during the day when the person less distractions & more
likely to listen.
Behavioral Exercise / Review
— During conversations track the amount of time you:
- Listen - phone conversations may be the easiest.
- Question - put the actual times into percentages.
- Speak.
— Note the type of conversation.
— Look for patterns and potential reasons.
— Would shifting the percentages for each create any improvements? What?
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