commn skills

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The Crash Course in Communication

Talking is very easy, but communication, that means an exchange or communion with theother person, requires the greater skill. An exchange which is the communion demands onthe way we listen and do speak skillfully, and just not talk mindlessly. Interacting with thefearful, angry, or the frustrated people will be even more difficult, because we are lessskillful when we are caught up in such kind of emotions. Do not despair or resign yourself tothe lifetime of miscommunication at the work or at home! Good communicators can honedas well as born. Here are few of the tips to get you started.

This will remind us how difficult it is to communicate effectively in any of the organization.The problem is not that we have got the bad people, the problem is that we have got thepoor systems. This guide will teach how to overcome the communication barriers and alsohone the communication skills.

The Communication is the skill and like any other skills it also requires the practice. It isimproved through practice which differentiates the skill from other forms of the knowledge.Understanding a theory of the communication and the effective presentation will not makeyou brilliant communicator or the presenter but should make you aware of how tomaximize a impact of the presentations.

Most important thing to remember is a message which you intend to communicate is most

likely to be misunderstood by the listeners. Therefore, in addition to the carefully preparingand presenting the message, stay alert for any of the signs which your audience are mis-interpreting it. It is up to you, a presenter, to continually check if your message have beenreceived, understood, interpreted correctly and is filed in the receivers mind.

Next >> Effective Communication Skills

Effective Communication Fundamentals

Communication is the complex two-way process, involving encoding, translation and thedecoding of the messages. The effective communication requires a communicator totranslate their messages in the way which is specifically designed for the intendedaudience.

Creating and delivering the effective presentation requires basic understanding of acommunication process. Most of the business presentations require a clear and anunambiguous communication of the message in the way which can be clearly understoodby a recipient.

Tps for Effective Communication

Be honest while communicating. Dishonesty will somewhere show up along a line.

Take interest in the people you are communicating with. Remember the people aremore attracted towards those who have interest in them, and pays more attention towhat they say.

Think before you speak or put pen to paper: what message you trying to convey?What outcome do you want to elicit?

Be direct and not aggressive. Lot of flannelling around can make the people loseinterest and miss a vital point.
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Don't use the jargon and acronyms, and also the technical expressions, unless youare sure about that your listeners do understand

Write the way as you will speak. Do not fall into a trap of using the long words justbecause it is written down.

Take time. Whether in the speech or in paper, rushing will make you seem nervous,unconfident and like downright scared.

The Interpersonal Communication Skills

Ability to ask the questions and listen are vital to the good interpersonal skills. In fact theempathetic listening is a number one skill which can help to build the relationships.

Ten Tips for Good Interpersonal Skills

Listen to the person first. Communication is the two-way process; getting all yourmessage across depends on understanding a other person.

Be interested in people you will be communicating with. Remember that the peopleare more attracted towards those who have interest in them, and therefore will paymore attention to what they will say.

Relax. The bad body language like hunched shoulders, fidgeting, the toe-tapping orthe hair-twiddling all give a game away.

Smile and use the eye contact. It is a most positive signal which you can give.

Ask the questions. It is great way to show the people that you really are interested inthem.

If the other person has different point of view towards you find out why they havesuch point of view. More you understand reasons behind their thinking more you willbe able to understand their point of view or can help them understand your point ofview.

Be assertive. so that we can try to value their input as your own inputs. Do not bepushy and do not be a pushover. Try for a right balance.

When you will be speaking try to be enthusiastic in appropriate context. Use voiceand the body language to show this.

Immediately don't try to latch to something which someone has just now said ... "ohyes it happened to me" and immediately go on and telling your own story. Makesure that you ask questions about them first and then be careful while telling yourstory so as not to sound like a competition.

Learn from the interactions. If you have a good conversation with someone try tothink why it all went well and remember key points for the next time. If it did not gowell - again try and learn something out of it.

Body Language

We all do communicate with one another through our look as well as what we do say andhow do we sound. In fact what our body is doing while we are talking (i.e. the bodylanguage) could often play much greater part in the communication than we do think.

Most obvious form of the paralanguage is the body language or the kinesics . This is alanguage of the gestures, expressions, and the postures. In North America, for the instance,we commonly use arms and shake hands and say good-bye, point, count, express an
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excitement, beckon, warn away, a threaten, etc. In fact, we will learn many subtlevariations of each of the gestures discussed above and make use of these gesturessituation. We will use head to either say yes or to say no, to smile, frown, and winkacknowledgement or flirtation. The head and the shoulder in combination may shrug toindicating that we do not know something about the topic.

The eye contactThe eye contact helps to create the better interaction and the rapport with the listeners.Always try to look at listener at the end of the sentence to reinforce a message in thatsentence.

The gestureThe gestures can help to give your voice the extra energy and the confidence Try togesture on some of the key words this will give the words a greater emphasis.

The PresenceAdopt Anchor Position whenever you do want to keep the body language calm andcontrolled. While sitting do keep the small of back into back of the chair. This will help andsupport your posture and do maintain the energy and the confident style. Aim to keep thebody language open and be relaxed all the times. Physicalattitude can affect thepsychological attitude.

The Movement and the SpaceBe sensitive towards the peoples space and try not to intrude into it. To achieve the reportwhen speaking to others try to match up the levels like either both are sitting or standingwith a body angled in towards other person.

Presentation Skills

Remember nobody is born as natural speaker. Of course we can bawl the heads off andmake heck of the noise when we were been born - but it is is not quite same!

Greatest speakers today have not just become great overnight! They do have spent lot oftime practicing reviewing and reading about the way to improve getting the specific one-to-one feedback on how to improve and also having lots of specialized training and thecoaching.

It will take time and also effort to read absorb and apply. It will also takes time and effortsto attend the training courses or the seminars and get a good professional training. If wewant to differentiate yourself at the work by becoming great presenter however then it issomething which is certainly worth investing the time in.

There is the simple structure into which nearly all the presentations must fit. This

comprises of the three clearly identifiable parts - Introduction followed by the main bodyand finally the conclusion.

Often this is expressed as:

Tell what you are going to tell them

Tell them

Tell what you have told them.
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The good guide for breakdown of the presentation is 10/80/10 rule - where the introductionand the conclusion are each allotted of 10% of a presentation time with a main bodycomprising of about 80%. For example the 30 minute presentation should have 3 minutesfor introduction and conclusion each and the main body lasting for 24 minutes. This formulamay be applied for any length of the presentation - as it do reflects the good breakdownfrom audiences perspective.

Time Management

Our life revolves around the passing of the time. To waste the time is to waste the part ofthe life. The time cannot be paused, bought, or can be changed, but we can do learn to useit in better way. Time is one of the scarcest resources and unlike the money or the energy,is irreplaceable. By learning the effective time management, you will learn to take controlover your life.

Taking the control over life involves taking control over time by planning. Planning will taketime itself, but the initial time investment frees a much more time later on. Like the mostother things, an effective planning is the skill which starts off being difficult, but soon willbecome a habit.

Balancing the Work and Family

The successful people are very clear about what is important for them. They know how toset the priorities and concentrate on doing things that will give them a great satisfactionand happiness in the life.

Why the relationships are so important.

Practice the moderation in all the things.

Balance the work and family life.

Recognize when your life will come out of balance.

Time Management Principles

Time management explains the attributes which are needed for the effective timemanagement, and also the benefits of beginning with the limited range of the tactics,before extending these into the overall time management strategy.

Identifying a Time LossThis will explains the importance of carrying out the objective review of how do you

currently spend the time and identifying what proportion of the time is spent in the areaswhich are not essential for achieving the goals.

Urgency and the ImportanceThis will describes how to use urgency/importance grid to classify the tasks which youcurrently perform, and how to optimize an amount of the time which you do spend on eachof the type of task.
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The Effective Decision MakingIt describes the various techniques which can contribute to the more effective decisionmaking.

Setting the GoalsThis will discuss of adopting the proactive approach in the order to anticipate the eventsand be in the position to identify and define the goals clearly.

Defining the ObjectivesThis will explains how to analyze the goals to define the series of objectives and need to

rank the objectives in order to identify means and actions which are needed to achievethem.

Time Saving Techniques

Dealing With The InterruptionsThis will explains how to evaluate what the interruption represents as the demand on thetime and how to deal with the non-urgent interruptions in the polite but an effective way.

Knowing When to Delegate

This will explain how to overcome a reluctance to the delegate, and also how to decidewhich tasks are most suitable for the delegation.

Delegating EffectivelyThis will give details about the practical aspects of the delegating work, the importance ofproviding the ongoing support and the feedback, and a need to evaluate a outcome andapply the lessons learned when delegating the work in future.

Managing The Incoming CallsThis will describes how to screen the incoming calls when you do not want to be disturbed,and a various tactics for keeping the incoming telephone calls as short as possible.

Managing The Outbound CallsThis will explains the use of the outgoing call log to help the plan and structure the calls,and maintain efficient time management approach for making the outgoing calls.

Organizing The WorkspaceThis will explains how to deal with the incoming paperwork in the efficient way, and how toidentify the manual and the electronic filing systems which meet the needs of a way you dowork.

Communicating EffectivelyThis will discusses the various time saving techniques which you can use to improve theefficiency with regard to the written communications. This includes: speed-reading, the

business letters and the email.

Practical Time Planning
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Understanding the OverloadDescribes most common sources of the work-related stress, and provides the objectiveassessment of an extent to which you would be suffering from the overload at work.

Negotiating the WorkloadInability to say 'No' to the requests can be significant contributor to the stress and theoverload. This section explains how to decline the requests when it will be appropriate todo so.

Planning The Day

Make schedule or plan all your tasks according to the workload and the performance cycle.This will save your time in thinking what to do next.

Using The Activity NetworksThe activity networks, have become established as one of a most popular resourceplanning techniques that are available.

The Critical Path AnalysisIt will show how to identify a critical path within the networks of the activities and how tocalculate a total float and a free float available.

The Effective Resource Planning

This describes the resource planning, which is concerned with an effective scheduling of allthe resources available in the order to deliver outputs which are required.

Preparing The Planning DiagramsIt discusses various ways which the resource planning information may be summarized forpresenting to the senior management.

Eliminating the Time Wasters

The Time-wasters will surround you all the sides and will tear away at your minutes and

hours, holding the back from producing a critical results which are vital to the success inthe career.

Eliminate a time wasters in life;

The Law of an Excluded Alternative;

Identify a major time-wasters;

Practical ways to overcome and avoid them if possible.

Maximizing the Productivity

It is only what you do produce to what you put in determines the success. Over the time,the results-orientation goes hand-in-hand with the big payoffs in the life.

Work with full capacity;

Develop an ability to get the results;

Concentrate on the high-value tasks;

Increase a quality and the quantity of the results.

Team Work
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The Organization Charts

Traditionally an authority is been delegated down from a top officer of organization to theExecutive Vice Presidents who will in turn delegate the responsibilities to the levels ofDirectors until the responsibility is been accepted by the front-line Managers ultimately whoare responsible for the workers performance in the department. Below this hierarchicalstructure of the organization, individual manager, "boss" personally decides who is there in

a department and what will they do. A manager provides his/her workers all the informationand the resources provided from the level above.

As the work becomes more and more complex, managers will often finds that more workcan be achieved quicker with less effort and less time, if the workers do communicate andcoordinate with each other as well as with their boss. This group of workers under themanager will form a team.

A TeamTeam is a group consisting small number of people with the complementary skills who arecommitted to some common purpose, performance goals, and the approach for which theywill hold themselves mutually accountable.

Team Charter and Mission

Charter for the team is written document which will formally defines a scope or the limits ofa team and will confers authority to team what the team is officially been allowed to do.Some of the charters also define outcomes expected from the group, such as a greatervolume of the work produced, improvements in the efficiency, a better ratings for customersatisfaction, etc.


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Team's mission is team's own purpose of why does it exists. It may be a written documentor just informal. If the group lacks mission, teams approach might tend to be fragmented aseach of the member will try to fill up the void of meaning by introducing person agenda oftheir own Thereby diffusing a team momentum toward the specific achievements.

The clear and the commonly accepted reason for why a team is together provides team the"touchstone" for a way the team identifies the issues to work on, it establishes thepriorities, handles the conflicts, and makes the decisions.

The Team Size:

A conventional wisdom is that the teams will be most effective when they are small in size,usually not having more than 15 members in the team, and often will be between 5 and 10.Most effective teams achieve the balance between a diversity from the larger group and adedicated focus which is more easily achievable in a small groups. Conventional thinking islarger and diverse the group is, it is more difficult (and the longer it takes) for them tocome to the common agreement.

Self-directed Work Teams and the Flat Organizations:The self managed teams will often use the different words to reflect changes to scope ofthe authority. Rather then having traditional manager who will direct people, self-managedteams will have coordinator who will facilitates work performance. This coordinator iselected from within the group to represent a group.

Less the number of managers flatter is the organizational structure, with a less layersbetween the top officer and a front-line workers.

Necessary foundation for the self-managed teams is a widespread personal individualadoption of the Continuous Process Improvement approach towards work. Ultimately theself-directed work team will thoroughly have to monitor and correct the work in the timelymanner.

Team Interpersonal Skills

Engage With the Understanding

Recognizing the teamwork foundations

Understanding the communication styles of the team member

Creating the strategies for building up a team communication

Share the Constructive Feedback

Tuning into the communications cues

Planning and delivering the feedback

Handling the feedback effectively

Participate Actively In the Meetings

Planning for the productive meetings

Conducting the meetings effectively

Evaluating the meeting success

Resolve For the Consensus

Choose the conflict-resolution strategies
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Accepting the team diversity

Applying all the team decision-making techniques

Solve the Team Problems

Implementing six-step problem-solving model

Applying all the problem-solving tools and the methods

Applying all the problem-solving model

Online Effective Team Communication

Some of the suggestions given for communicating effectively online with the teammatesand instructors:

Start communicating with teammates as soon as the team is been established andmust keep communicating.

Always be specific about why did you find the teammates ideas useful orinteresting. If disagree with some aspect of the comment, do so in the respectful andin a considerate way.

If you do not understand some of the aspect of teammates submission or thecomment, ask for the clarification.

If the comments from the online teammates bring out the strong reactions from you,give some time yourself to consider their point of views before giving any response.

The Team bonds will be strengthened when the team leader arranges to get a teammembers together periodically in the person. If not possible, try to incorporate themore casual meetings or the topics unrelated to work periodically.

Do Express appreciation for the ideas and the finished task's

Try to respond to the conference postings and the email within a 24 hours(maximum of 48). Set up the policies or the specific times to check the conferencepostings as the group. which will avoid someone missing out on the day of importantmeeting or the topic.

When you cannot send the complete reply in the timely manner, at the minimum letteammates know you got their message, and that the more will do follow for yourreply.

The Communicate do concerns honestly.

Avoid the references to the private discussions you may also have the off-line withthe team members.

Improving the Teamwork

A most guaranteed way of improving the teamwork is by applying the principles of theperformance management to a group's behaviors. This does involves these many basicsteps:

Identifying what will the teamwork behaviors lead for the better performance (calledTARGET behaviors)

Finding which of the teamwork behaviors that are currently being used (calledCURRENT behaviors)
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Undertaking the gap analysis between the target and the current teamworkbehaviors, and also taking action to bring the current teamwork behaviors closer toa target

The Target Behaviors

One of the way to recognize the target teamwork behaviors is to complete a ITPQ (the IdealTeam Profile Questionnaire) instrument. This could be completed by a teams, peer groups,the customers, the staff, the senior management and some others to provide the widerange of views of which would make a team successful. This information will enables a

team to:

Identify and also manage the conflicting expectations between them, say forexample, the management and the customers.

Take the wide perspective while setting up the behavioral goals for themselves,which must improve the quality of those goals.

Facilitate the dialogue within a team and also with others outside a team on how toimprove the performance.

The Gap Analysis

Once target and the current behaviors which are been identified, the team need to work

out how to change their current behaviors to be more in line with a target. This will involveof assessing a behavioral gap and producing the action plan for a team to be implemented.

The Current Behaviors

A Current behaviors might be influenced by the factors, such as shown below:

An organizational culture

Preferences for the team members

The Current circumstances

Feedback from the people outside a team

And the many other factors

One of the way to identify the current behaviors is to complete MTR-i (which isManagement Team Roles - indicator) instrument. This is been completed by a individualswithin the team, and it will identify the roles which they are currently performing those canbe aggregated to show the collective team behaviors.

Leadership Skills

Leadership quality incorporates many of the diverse skills and the qualities, and for manyof the people it does not come naturally. Good leader is a one who can find balance inmanaging, disciplining, delegating, instructing , encouraging, and sympathizing. Good

leader do strives to accomplish the goal common among most of the leaders: to make thepeople believe in your vision, make them follow you, and do whatever it do takes to get a

job done.

As the manager/leader, all the eyes are on you. You will be representing the company; dochoose your words carefully, be confident leader, and do make your presence knownwithout being haughty or condescending. No person wants to feel like as if they are at abottom of totem pole, so as the leader, do relate to your employees, try to be on their level,and do set examples. The people like to emulate the leaders, and if you are conscious of all


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your actions, the people will follow your lead and will strive to reach the top. All the partieswill profit.

Since the leadership is not inherent in most of the people, a wise leader must work withothers to help them out to develop their own leadership skills and the style; educationisthe key factor to the successful leadership. It is not easy task to get everyone to worktogether amicably for good of the common goal, but this can be done. Good leader do setsa tone for each and every project and will helps to motivate a team to do the best it can do.Good leader also know to give credit to people who have done good job.

Leadership Qualities

A leader should have:

Vision of where he/she is going.

Ability to do communicate well to the his/her followers.

The shepherds heart for his/her people who work under.

Understanding of a role of management as it will relates to the leadership.

Deep desire to go on learning new things.

Resolve to handle pain which comes with the leadership.

Anointing of Spirit of the God in his/her life.

Leadership Development Model

We do live in a paradoxical world. At one level, we are been expected to learn the entirelife, many of us who are spending 16 or more years getting the formal education. But nowhere in this process anyone did teach us how to learn to recall the things, so if even weare exposed to the sound ideas, most of them have been forgotten.

To make the matters worse, very few of us know how to turn the useful theory into a realworld skills. Traditional training model still which is commonly been used is that if you dopractice once, you will know how to do the things. A real world will not work like that, you

should have to practice many times before the skills are been mastered.

A model stresses that the leadership skill development is learning how to master theprocess of skills development. To do that, we need a proper mixture of the feedback, themotivation, the practice and the theory.

We will provide the Skills Development Model so we can more quickly develop theexpertise. It will minimizes the frustration by using the combination of sound theorycombined with the repeated practice to have the individuals perfect skills and thebehaviors.

Leadership Development Model Description

Theory

The skills development is only as good as a theory behind it. In the other words, before youcould do practice, you should know and understand intellectually what should have to bedone.
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Let us say you do have a new fax machine. You just have explained a little bit of how amachine will work, bits, bites, the group 2 and group 3, dedicated lines and the digital. Infact, you just have explained a process to your trainee. Do you say, Here, you know do it,and simply walk away or actually show them all? Sometimes, it is better to show peoplewhat to do with the demonstration before a dreaded words, You try out.

Practice

Some of the leadership skill development efforts will require few minutes; others do take

hundreds of hours. In a hundreds of hours category, we are becoming persuasive speaker.Even those with the great aptitude blessed with the large dose of the talent should practiceendlessly to get really good.

On other hand, learning how to make the positive first impression it do takes less than 30minutes since theory is not that complicated. However, one should still practice fewnumber of times to get good at doing it.

Motivation

The standard assessments are very good at measuring some of the things, but they cannotmeasure the motivation. In our development model, the person who is serious about theleadership skill development should be internally motivated to perfect a component skills

required to be the transformational leader. It is unrealistic to expect any of the teacher orthe coach to motivate a apathetic or a lazy to excel the leadership development.

Feedback

The management professor have once mentioned that, "development of the leadershipskills do requires feedback." Unfortunately, the behavioral feedback is commonly not donein most of the training programs.

There exists two ways to get the feedback: do it yourself or let others to do it for you. Butwe recommend skilled coaches who can provide the positive and negative feedback.

Self-Mastery

This is a term for perfection to "become all that you can be." This is the special state of themind when the skill developed runs largely in a unconscious.

Leadership Passion Propulsion

Passion is known as a great motivator. It is this which gives a ultimate meaning to all youractions. Being fiercely passionate about the goals and the targets helps to give you theedge and will helps you a inch closer to the leadership position.

Step 1 - Define the passion in you:

What fires you up? For some of the people, answer to this question is been very obvious.For others, it is little more difficult.

If you are facing it difficult in giving definite answer set aside the 30 minutes to answerthree of the following questions:

How I want my life to be like when I am 60?
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What I should have to accomplished 5 years from now?

What three things I want to do if I had only 6 months to live?

Each of the question will do have several answers. Choose a top three answers for each ofthe questions above.

Out of these nine goals which you have identified, pick out the three goals which do lookmost important to you. Obviously, these three goals are the things which are veryimportant to you. You should be naturally passionate about achieving them: If not, then youshould need to set the goals which are on the grander or the more beneficial scale!

Step 2 - Harness the Passion Energy

Once you have set out the inspirational goals, work out for what you should need to do toachieve these goals.

Identify a key information and the training you need to achieve them effectively, and alsothink through the tools which you may need and the people of whom you need supportfrom on your way.

Make the professional, rational, well thought-through the plan. And then do use this plan toturn the goals into reality.

Ten Skills of Leadership

Getting and Giving the Information is probably important competency required of theleaders. If you cannot communicate effectively, then none other leadership skill will docompensate for this lack. First and the foremost thing is, you should be able to exchangethe information effectively and accurately.

Understanding the Group Needs and Characteristics

It is very essential that we do first understand ourselves and our own needs and thecharacteristics. Only then we can know and understand the other people's needs and

characters. This understanding will hopefully come naturally as we mature, creeping overus like a ivy winding about the tree. By directly exploring and encouraging the discovery ofthese kinds of personality traits, we can do accelerate maturing of the leader, adding thefertilizer to ivy and the tree. About Understanding the Group Needs and the Characteristics

Knowing and Understanding the Group Resources

Recognize the knowledge and the use of the group resources as the major techniquein bringing the group together and creating a commitment to the common goals.

Recognize that the resources are theoretically limitless, and that the leader's andthe group's the ability to recognize and utilized the diverse resources tremendouslyaffects what a group can accomplish.

Involve more and more people in active leadership by giving each of them a partaccording to his or her resources.

Evaluate a impact availability of the resources has on doing the job and maintaininga group.

Controlling a Group

Recognize how his own behavior will influences and can control others.

Distinguish between the controlling group performance and setting an example.
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Identify the control as the function of group, or of the facilitator, and advantages anddisadvantages of each having this responsibility.

Identify the different techniques for controlling the group performance and thesuitability in a different situations.

Deploy the group resources to best interests of a group while encouraging thepersonal growth.

Evaluate the leadership performance in terms of the group performance.

Counseling

Counseling is the private talk with someone which helps the individual to solve a personalproblem. As a leader, people will do come to you with the problems. Because you are theleader, you will spot the people with problems. You cannot turn them away or will just letthem suffer, because a ignored problem, if serious, almost inevitably will become a groupproblem. Counseling is been considered pretty difficult. The professional counselors, likethe vocational counselors, clergymen, lawyers, bankers, teachers, psychiatrists and others,sometimes you will spend years learning how to counsel in their fields. People often will paylarge amount of money to be counseled.

Setting an Example

Setting an Example is the personal behavior independent of any external influences. While

very simple competency on its face, none is more important. Fail to demonstrate thiscompetency to the members of your group, and you will be doomed to the negative results.No matter how good the line you talk, if you do not match it with your behavior, you will notget any respect and will find it increasingly difficult to get a group to work with you.

It might be more difficult under some of the circumstances to set the positive example, butthat will not stop you! Setting an Example is where your backbone will show. If you havethe character, if your character has the integrity--that is, if who you are on outside is beenlined up with who you are on inside--you will accomplish a far more than you may imaginepossible. For this kind of the leader, as long as he do takes care of all his follower's needs,enjoys respect, loyalty, and love.

Representing a Group

Representing Group is accurately communicating to the non-group members a sum of thegroup members ideas, feelings, etc., and vice versa. A leader should represent his team onthe great variety of the issues. Some of these issues and a need for the decisionrepresenting a group interests will be known well in advance; and others will not be.

Under any of the circumstances, to faithfully represent a group, you should:

Fully understand nature of the problem.

Know how a decision was been reached and be able to communicate this to others.

Accurately and responsibly do communicate from and back to a original group.

Realize that the other groups might derive their entire picture of the other group

through you, the representative. You should be consistent, possess the integrity, andbe fair to all the parties.

Problem-Solving

Effective use of the problem-solving will do more than any other competency to advanceboth getting a job done and keeping a group together. It is the "umbrella" competency in
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all its effect on the variety of issues. The problem-solving is useful both in the groupsituations and in the one-on-one.

Evaluation

Evaluation attitude is the predisposition to continually examine and analyze all our efforts.Evaluation is very critical component of cyclical learning process. It will not occur justformally at conclusion of the activities, but also informally as well, by all been involved,throughout a project or task. An Evaluation Attitude is one of the principals which form abasis of White Stag Leadership Development Program.

One who will apply this attitude or the technique will be aware continually of the objectivesof his learning's and will do attempt to measure his growth towards them.

Sharing the Leadership

Sharing a Leadership translates on one level into the "styles" of the leadership. Dependingupon the job and a group, certain ways for a leader to work with a group will be moreappropriate than the others. It will also identifies some generic roles groups have which canbe distributed among all the members.

Sharing the leadership is a key function of the leader. Ability to extend herself, toaccomplish the jobs greater than a person alone can handle, is one of a key elements of

the society's success today. Never has the society been so productive.

Corporate Communication Skills

The Corporate communication will involve much more than just motivating the employeesand then dispensing the good PR. It does represent the tool to be leveraged and theprocess which is to be mastered. A Power of Corporate Communication shows themanagers and the executives how to communicate effectively with the fellow employees

from a mailroom to boardroom, and also between the organizations and across theindustries. Fully accessible and nonacademic refreshingly, it will create the easy-to-followmap of world of corporate communication, with the workplace-tested approaches foraddressing the common challenges. Written by the two leaders in the today's corporatecommunication field Paul Argenti is an author of 1994's Corporate Communicational Powerof Corporate Communication is replete with the careful analyses and the real-worldexamples and the case studies from a leading organizations also including Sony, Coca-Cola,and the GE.

The effective corporate communication does requires the carefully formulated and theimplemented program, one which will both craft the corporation's image and a protectwhich image when the problems arise. A Power of the Corporate Communication is themost straight-talking guide of today's for mastering an art and leveraging a power of thecorporate communication.

The key components of a corporate communication function. Methods to manage themultiple constituencies and the deliver consistent, the relevant messages Crisiscommunication tactics, and a dangers of creating the "spin" as opposed to facing theproblems head-on.

The Successful communication program is a central to everything the organization do
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accomplishes, or will hope to accomplish. Let a Power of the Corporate Communication doprovide you with a tools which you need to establish and maintain the program and buildthe corporate communication program which provides you with the strategic advantage.

"If it is left unaddressed, issues of the corporate communication could come back to hauntthe company, and when addressed, they could extend the success.

Organization Communication

The communication is widely been accepted as the strategic business tool. Just as theaccountant should know how to apply the math skills to the financial management and thegeneral counsel should apply the knowledge of law to protecting a business's interests,today's communicator should know how to use the skills to solve the business problems.

How Do You Know Whether The Organization Uses The Communication Strategically? AskYourself The Questions Below:

Does the organization have the strategic communication plan which will explain how thecommunication activities will help it to succeed? If not, then you are likely to get theminimal return on the investment in the things like the company intranet, newsletter, and

even the e-mail. The Corporate communication should be funded for a reason: to help acompany to achieve the goals. If you do see no evidence which the communication has thepositive impact on a business, you are likely wasting the time and the money.

If you have the communication department or the staff person, are these goals aligned witha company's goals? Communication goals should focus on the business outcomes, not thetactical outputs. The outcome-oriented goal is to educate the employees about acompany's top three objectives for a year. The output-oriented goal is to produce the 12issues of a company newsletter this year.

Does the communication staff considers the "customer" to be leader of the business? If acommunication function does exists solely to satisfy the employees, the customers,

reporters or any of the other audience, staff's energies are been misdirected. The businessleaders set the goals and the priorities. achieving them will require efforts of theemployees, the loyalty of the customers, and sometimes a cooperation of the other groups.Influencing those groups in ways which helps the business is the job of a strategiccommunicator.

Is the communication among the people and the groups in organization is managed well? Ifthe systems do not exist to enable the communication and the processes do not work, thenthe communication is not the strategic tool. The business would not tolerate the shoddyinventory control system or the broken manufacturing process. Why must it tolerate thecommunication processes which do not work?

Is The communication two-way activity in the organization? To be used most effectively,the communication can't be top-down. The business leaders should engage the employees,customers, suppliers, the shareholders and the other groups in the dialogue. In addition,people in these of the key groups should be able to initiate a dialogue, not just respondwhen been prompted.

Notice here that none of the questions above asks about the grammar or spelling. They arejust the tools of trade, but unless the business does apply these tools to help it to succeed,buying them is foolish
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Corporate Benefits

In the global economy of today, English is an international language of the business. 750millions of people do speak English in professional setting, and over about one billion moreare in a process of learning it as second language. The clear and confident Englishcommunication skills now are, more than ever, critical for a success of the globalorganizations.

A CommuniCorp International do understands this vital need and has also designed theservices to provide the results and a long-term benefits for the corporate clients.

Boost the Employees Confidence

Can you do afford to have your staff suffer from the lack of confidence?By providing a non-native English speakers an ability to speak up clearly, articulate thethoughts, and precisely express the ideas, we do increase a self-confidence of each of theclients. A client-sponsoring the organization, in turn, benefits from the increasedproductivity and the greater passion for the success.

Increase The Customers' Satisfaction

You do spend lot of the time and resources for acquiring and retaining the customers. Do

you have a luxury to upset even single of these customers by having the disastrousmisunderstanding?Exemplary the customer service is the foremost goal of a modern global corporation. If thecompany do have a multinational employees or the non-native English speaking executivesin the client-facing roles, clear in the communication is vital.

Avoid The Worst Nightmare

Did you ever imagined that a single miscommunication could damage the company beyondrepair?Single incorrectly spoken or the mispronounced word could cost the company valuable timeand the money. By training effectively the employees and the executives to communicateclearly, your firm would benefit by avoiding a huge losses, worst of which was beenexperienced by an aviation industry.

Creative Cooperative Teams

Two things will define a successful work team: A good problem-solving skills, and the strongcollaborative ability. What will hold so many teams back from achieving up these qualities?Many times it is quite natural human tendency to feel that "my way is a only way."Flexibility is a first requirement for the good team player. With this quality firmly in theplace, the team members can listen better, build up on each other's ideas better, and then

finally make the better decisions. The great team is more than a sum of its parts-as long asthe parts do know it.

The attendees are then led through the series of the exercises which let them experience abasic principles of the creativity and the cooperation:

Communicate well. A Good communication do involve both sending and receiving theinformation clearly. We are the good "Receivers" get a more mistake-free messages if wedo keep all our attention focused outward. We are the good "Senders" if we make the habit
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of checking in, to ensure that our message was clear.

Share even the bad ideas. Second inviolable rule, and the must for brainstorming thesessions. Since all the creative people do have many lousy ideas before they could get thegood one, it does stands to reason that a faster you dig sooner you will hit the pay dirt.

Your team does not have to act on the lousy ideas. But each member do have to sharethem.

Accept and handle the conflict. Like the stress, conflict is inevitable. Like the stress, it canalso be both the positive and the negative. Positive dynamics of the conflict does includeincreased energy and the attention. The negative ones include the resistance and thedefensiveness. Remaining flexible during the times of conflict is a key. Although this willnot come naturally to most of the people, simple secrets exist to help us to do it.

Focus on the partner Not yourself. The indispensable trait of a good teams is thecooperation. and the indispensable trait of a cooperation is the outward focus, thewillingness to be as interested in the other peoples thoughts and the ideas as in your own.Whole team ultimately may decide to go with an idea you brought up in first place, butduring brain-storming session this is not a point. Listening to the team members is a point.Put in another way: having the ideas will make you good team player; clutching themfiercely to the chest will not.

Corporate Communication Encodes and Promotes:

The strong corporate culture

A coherent corporate identity

A reasonable corporate philosophy

The genuine sense of the corporate citizenship

The appropriate and the professional relationship with a press

The quick, responsible ways of communicating in the crisis

Understanding the communication tools and the technologies

The sophisticated approaches to the global communications

Negotiation Skills

A complex sales situations should be navigated by the sales professionals who do knowhow to successfully handle the challenge. Negotiate Success do provides the provenmethods to overcome the objections without relying on the price as a solution. Thisprogrammed is the non-manipulative, The customer-focused process of ensuring both thesides win, which do leaves the company in the stronger position for the futureopportunities.

negotiation is the natural process in the business; both the sides must be fully preparedand if possible should enjoy the process. Through the good negotiation it is possible forboth the sides to come out of a deal happy.

The Successful Negotiators Plan
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Each of the negotiation will, if are done properly, be concerned with trading theconcessions against each other. There will be usually more issues and the variables thancould be used for such a trading than is immediately obvious. Good negotiator shouldconsider all the possible variables before meeting, calculate or do estimate what each willcost, then decide which he/she will prefer to use and which others would prepared to use ifit came to crunch.

It can't be emphasized too strongly which the essence of the good negotiating lies inobtaining the concessions from other party which will totally or largely compensate forwhich you have extended.

What variables can I use?

price

discount or rebate

bonuses

delivery times

financing arrangements

training

packaging

spare parts

deposit arrangements

balance arrangements credit terms

guarantees

There are many other variables and you will undoubtedly will be able to produce the corelist of the variables for most of your common negotiations.

What each one would cost us at different levels of the business? What will it costthem?

What each one would be worth to us? What worth would it be to them?

These are the two crucial questions in the effective negotiations because they will start the

thought process of: What is cheap for me to give but valuable for the one who gain? Also,What can I value which is cheap for them to agree to? Once you have answer to thesequestions quickly you will realize that a negotiating can be as art as it is a science.

Different Styles of Negotiation

There are variety of styles of negotiation, depending on the circumstances. Where will youdo not expect to deal with the people ever again, and you also do not need their goodwill, itmight be appropriate to play the hardball. Here you can seek to win the negotiation, whileother person losing out. Many people do go through this situation when they buy or sell thehouse, that is why buying a house can be such a confrontational and an unpleasantexperience.

Similarly, where there is great deal at the stake in negotiation, for an example, in the largesales negotiations, then it might be appropriate to prepare the detail, and use thegamesmanship to gain the advantage.


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These approaches usually are wrong for resolving the disputes within the team. If theperson plays the hardball, then this will put the other person at the disadvantage. Similarly,using the tricks and the manipulation during the negotiation could severely underminetrust, damaging the subsequent teamwork. While the manipulative person might not becaught if the negotiation is infrequent, this is not a case when the people work together onthe day-by-day basis. Honesty and openness are best policies in the team-basednegotiation.

Preparing for the Successful Negotiation

Depending on a scale of disagreement, the level of preparation might be appropriate forconducting the successful negotiation. For a small disagreements, excessive preparationcould be counter-productive because it do takes time which is better focused in reachingthe team goals. It could also be seen as the manipulative because just as it do strengthensyour position, it weakens the other person.

If the major disagreement needed to be resolved, preparing thoroughly for that is required,and worthwhile. Think through following points before you could start negotiating.

Goals:What you want to get out from the negotiation? What do you expect from the otherperson?

Trading:What you and the other person have which you can trade? What do you and theother person have so that the other wants it? What might you both be prepared togive away?

Alternatives:If you do not reach the agreement with him/her, what alternatives you have? Arethese things good or bad alternatives? How much it matters if you do not reach theagreement? Will the failure to reach the agreement cut out future opportunities?What alternatives may the other person have?

The relationship:What is a history of relationship? Can or should this history impact negotiation? Willthere be any of the hidden issues that might influence negotiation? How you willhandle these?

Expected outcomes:What outcome would people be expecting from the negotiation? What was theoutcome in the past, and what precedents been set?

The consequences:What are the consequences of winning or losing this negotiation by you? What arethe consequences of winning or loosing by the other person?

Power:Who has the power in the relationship? Who do controls the resources? Who standsto lose most if agreement is not ben reached? What power does other person haveto deliver which you do hope for?

Possible solutions:Based on all considerations, what possible compromises might be there?

How to Negotiate

While preparing for the important negotiation, be sure to invest a time which it takes toanswer the following questions:
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What are other team's "hot buttons? What kind of the facts, tactics, or the evidencewould they do perceive to be convincing, meaningful, or "powerful?"

What will they hope to achieve from a negotiation at company level, group level, andalso the personal level?

What could you learn from the other team's previous negotiations?

What are other teams needs and how you can gather the information on theirneeds?

Who are all interested parties for the negotiation?

Are there any of the penalties associated with a negotiation, such as the penalty forthe bluffing?

What are time limits associated with a negotiation both as disclosed andundisclosed?

Who wants the change and who wants to keep the things in the way as they are?

What are best means of communication between two teams?

What is the cost of stalemate for their team and your team too?

What options you have if you do fail to reach the negotiated agreement?

How well you have thought through the options?

Negotiation is not the art form - more you practice, better will you become at it. Do thehomework and feel confident. Know all your worth. Doing it right requires the preparation,studying the comparative situations, role playing and getting the other perspective.

How to Negotiate

Before reaching a negotiation stage of selling the business, lot of hard work must havebeen carried out on both the sides. A vendor should ensure his company is totally ready fora sale and any of the potential purchaser must have carried out a due diligence.

The Negotiations could be complex and the time-consuming, and more often than notbreak down, sometimes at the very late stage; this could be very stressful for both theparties. Saying all this if a right approach is been taken by both the parties from a outsetthere is better chance of deal being struck which both the parties are happy with.

Prior to research and the due diligence is been invaluable always during any of the

negotiation process. It will show vendor that you do have the true picture of their company;this could be used to strengthen the bargaining position. The good purchaser will attemptto discover any of the weaknesses in the company so this could be exploited, on other sidethe good vendor will do attempt to highlight a companys strengths.

The use of the basic psychology in a negotiation process is often been used: The commontactic is for a purchaser to try and understand an aspirations of a vendor. Most of thepeople become emotionally attached to business and could have the personal friendswithin staff. Understanding this is very important tool for the successful negotiator. Thegood tactic used by a vendor could be to highlight how well the particular sector is growingyear by year and how well an economy is doing and how well a purchaser will fair in future.

Negotiating Your Value

Each newjob offer or the performance review is the opportunity to negotiate the basesalary, the bonuses, the benefits, stock options and the various other incentives which willadd to thejob satisfaction and ultimately, provide a more financial security. You will needto take control over yourjob search before the new job offer and the plan ahead of the time
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for the annual performance review to reach the ultimate goal of the financial security andthe happiness. So are you all prepared to negotiate?

First step in negotiating is making a decision to reach the goal. Once have you made thedecision, there is need for you to plan your approach, gather all the supporting information,consider the alternatives and the viewpoints, do communicate specifically, and understandthe strengths and weaknesses. You should be able to respond effectively to a negotiatingparty, and knowing all your competition will enable you to bargain for your position moreefficiently and accurately.

Tips to Focus on During the Research and Negotiation:

Be PersuasiveIt is very hard to force your boss to increase the compensation, and by trying to doso could potentially damage the working relationship you currently have. Thinkabout a process as for trying to convince him which it might benefit an organizationto pay more to you.

Do aim high and be realisticMany researchers have found the strong correlation between the people'saspirations and results which they do achieve in the negotiation. At same time, youdo want to suggest the ideas for which your boss realistically could say yes.

Start with a right tone which you want

To let your boss to know that you will listen and will try to understand the views. Atsame time, you do expect boss to do same for you so you could work together toaddress this issue. Avoid the ultimatums, threats and the other coercive behavior.

Clarify the interestsYour compensation must satisfy the range of needs, not just the salary. Make sureyou do have thought about the other points of value for you as well -- like the profitsharing, stock options which vest immediately, the bonus, the greater workresponsibilities, the quicker promotion schedule, the increased vacation or theflexible hours.

Anticipate the boss's interestsJust like you, your boss do have needs and concerns. To make him to say yes, yourideas should have to address the things which are important for him.

Create several of the options

The joint brainstorming is a most effective way to find the ideas which satisfyeverybody's interests. It do works best when you do separate it from thecommitment -- first create the possible solutions, and later decide among them.

Focus on the objective criteriaIt is very easy to make someone to do agree with your proposal if he looks how thatproposal is firmly been grounded on the objective criteria, such as what similar firmspay people of like experience or what others in the company make.

Think through the alternativesIn case if you cannot persuade boss to say yes, you have to backup the plan. Part ofthe preparation is creating the specific action plan so that you know what will you doif you do have to walk away from a table.

Do prepare thoughtfully to achieve your goals

This is a only aspect for your negotiations which you can completely control on. Totake the advantages of all the above advice, you should have to invest significantamount of time and energy.

Review to learnOnly way by which you can really improve the ability to negotiate is explicitly tolearn from the experiences. After finishing the negotiations, you reflect on what youdid which worked well and what you may want to do differently. Ultimately you willbe successful in achieving the goal of the financial security and the happiness!
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Negotiation Strategies to Maximize Your Salary Offer

Best approach for the negotiation within the team is to adopt the win-win approach, i.e. theone in which both the parties feel positive about a situation when a negotiation isconcluded. This will helps to maintain the positive working relationship later on.

This will governs the style of a negotiation. Histrionics and the displays of emotion areclearly inappropriate because they do undermine rational basis of negotiation and will bringthe manipulative aspect to it.

Despite this, emotion can be an important subject of discussion. For a team to functioneffectively, the emotional needs of team members must be fairly met. If emotion is notdiscussed where needed, the agreement reached can be unsatisfactory and temporary. Beas detached as possible when discussing your own emotions. Perhaps it would be best todiscuss your emotions as if they belonged to someone else.

Take some time always to consider the salary offer. Ask for the least of 24 to 48 hours.Silence is the golden - or it could become so - when do you just let it hang up awhilefollowing the initial offer. Do not rush to fill a quiet void.

Weigh any of the offer against a company's expectations of you in a position rather thanyour own needs. A company has put itself on line with its offer. Rest assured they do have a

cap, but you might have some of the wiggle room based upon how much value a companyperceives you could bring them.

Prior to any of the job interview, compare the salaries for the similar positions. Websitessuch as www.salary.com offer the tools for the research. Knowing own worth and why acompany would want to hire you, gives you the bargaining power. The salary offer itself isthe testament to fact that a company perceives the value.

Write the "counter-offer" letter thanking the company for all its offer to you, recap why dothey say they want you, and will enthusiastically proclaim the desire to join their teamprovided they will reconsider an amount of their offer. Accept a risk involved with thisapproach and will be prepared to walk away if it will not work.

Know when it is no longer in the best interest to keep the negotiating and then move on tonext opportunity. Usually, if a situation does not feel quite right, it is not. You will not behappy working wherever you do feel you are a proverbial square peg in the round hole -especially if you do feel you were taken advantage of.
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