How to Communicate With Diplomacy & How to Communicate With Diplomacy & TactTact

A Presentation AtA Presentation At

The National 44 The National 44thth ABMTS 2013 Conference ABMTS 2013 Conference

for for

the Association for the Improvement of Minorities in IRS the Association for the Improvement of Minorities in IRS

(AIM-IRS)(AIM-IRS)

ByBy

Colleen L. Keeton-SimsColleen L. Keeton-Sims

AIM-IRS-ATL Chapter, PresidentAIM-IRS-ATL Chapter, President

&&

Collette L. Keeton,Collette L. Keeton,

AIM-IRS-ATL Chapter, CAMP Director & Co-Scholarship ChairAIM-IRS-ATL Chapter, CAMP Director & Co-Scholarship Chair

Opera

tional D

efinit

ions

Opera

tional D

efinit

ions

Mind the 12 C

Mind the 12 C’’s- s- By using By using

the right choice of voice,

the right choice of voice,

openness, progression, & lift

openness, progression, & lift

to…to… Communicate:

Communicate: 1 C 1 C

With:With: 2 C’s

2 C’s Diplomacy:Diplomacy: 7 C’’s

7 C’’s And:And: 1 C 1 C Tact:

Tact: 1 C 1 C

Come Come Correct!Correct!

In Communicating With

In Communicating With

Diplomacy & Tact

Diplomacy & Tact

Com

munic

ati

on

Com

munic

ati

on

Inte

ract

ion

Inte

ract

ion

Ass

ess

ment

Ass

ess

ment

Assessment Available at: http://www.shsu.edu/~staffcouncil/documents/CommunicatewithDiplomacyandTact_000.pdf

Frienem

y: Frie

nem

y:

Agre

e to

Disa

gre

e

Agre

e to

Disa

gre

e

Friend—Agree

Friend—Agree

AmicableAmicable

CollaboratCollaborat

ee

UnlimitedUnlimited

Enemy—Enemy—

DisagreeDisagree

DifficultDifficult

ConflictConflict

LimitedLimited

Animations source: http://www.lifeshore.com/smiley/

Types o

f Typ

es o

f

Com

munica

tion

Com

munica

tion

AIMAIM

NationalNational

RegionalRegional

ChapterChapter

IRSIRS

Headquarter

Headquarter

ss

Departments

Departments

Teams or Teams or

GroupsGroups

www.aimirs.org and www.irs.gov

Types p

. 1Typ

es p

. 1 Electronic Messages

Electronic Messages

MeetingsMeetings

Conferences

Conferences

MemosMemos

Letters Letters

Other Correspondence

Other Correspondence

Common Communications

Common Communications

That Require Diplomacy &

That Require Diplomacy &

TactTact

Types p

. 2Typ

es p

. 2 In-Person

In-Person

PhonePhone

OnlineOnline

HearingsHearings

TribunalsTribunals

AuditsAudits

Make or Break

Make or Break

Communications With

Communications With

Lasting Impressions

Lasting Impressions

Image Source: http://www.comprofessor.com/

Types p

. 3Typ

es p

. 3DemeanorDemeanor

Formal Formal

InformalInformal

ArenasArenas

SocialSocial

NetworksNetworks

Membership

Membership

ss

Image Source: www.reply-mc.com

Types p

. 4Typ

es p

. 4 Interactive

Interactive

Communications

Communications

Non-Non-

verbalverbal

IndirectIndirect

Dynamic Dynamic

Communications

Communications

SAVESAVE

FaceFace

ReputationReputation

The DayThe Day

CompanyCompany

Relationship

Relationship

ss

K-F-D Communication Model Extension Activity

Types p

. 4Typ

es p

. 4 Speaking

Speaking

3 P3 P’’ss

Body Body

LanguageLanguage

AgendasAgendas

PersonalPersonal

ProfessionProfession

al al

PoliticalPolitical

Media Media

PublicPublic

Agenda Theory Model Chart Source: http://www.agendasetting.com/index.php/agenda-setting-research

FilteredFiltered

Communications

Communications

Types p

. 5Typ

es p

. 5ToneTone

PositivePositive

NeutralNeutral

NegativeNegative

Emotions In

Emotions In

MessagesMessages

EmoticonsEmoticons

Feeling Words

Feeling Words

Emotional Emotional

LiteracyLiteracy

Intelligences in

Intelligences in

messagesmessages

9 Multiple 9 Multiple

Intelligences

Intelligences

EIQEIQ

IQIQ

Warning Word

Warning Word

ChoicesChoices

ConcernsConcerns

QuorumQuorum

VoteVote

ReasonsReasons

Informationa

Informationa

ll

PersuasivePersuasive

Political or

Political or

DivisiveDivisive

MessagesMessages

Image Source: http://www.fg-a.com/

Electronic MessagesElectronic Messages

ConsiderationsConsiderations

FormatFormat

PlatformPlatform

PurposePurpose

Who?, What?Who?, What?

Where?, When?Where?, When?

Why?, How?Why?, How?

Types:Types:• Professional or Company-Professional or Company-

cccc• Comments & Feedback-Comments & Feedback-

replyreply• Private-bccPrivate-bcc

• With Attachments With Attachments • Discussion BoardsDiscussion Boards• Flames Flames • PersonalPersonal• LegalLegal

Discuss:Discuss:

Image Source: http://www.fg-a.com/

Electronic Message ScenarioElectronic Message ScenarioFrom: Manager, Supervisor, Boss, etc.Sent: Day of the Week, Date, 2013 TIME: AM/PMTo: Employee cc: NB bcc: All BOD, EB, RB and those in DNNTK statusSubject: Concern

Your last set of communications, job-tasking, long [who has time to read it!], incoherent e-mails and overall performance on the job are suffering. I also noticed that you do not look well and that you got to the scheduled meeting late yesterday.

You have a letter of referral (write-up) attached to this message since as stated above your performance is ineffective and needs improvement at best. A signed copy will be placed in your box. If you need any assistance feel free to contact me or any of the supervisors on the board.

NB=National Board; BOD=Board of Directors; Executive Board; Regional Board and NNTK= Do Not Need To Know

What Type of Electronic What Type of Electronic MessageMessageIs This?Is This?

Poll/VotePoll/Vote Simulated ResultsSimulated Results

o 1. Netiquette1. Netiquetteo 2. Etiquette2. Etiquetteo 3. Flame3. Flameo 4. Informal4. Informalo 5. Unprofessional5. Unprofessional

Now That’s A Fire!Now That’s A Fire!

Dam

age C

ontro

l

Dam

age C

ontro

l

FireFire StartersStarters

Torch Torch

BackgrounBackgroun

dd People

People

PlacePlace

ThingsThings

FireFire FightersFighters

Images from Instragram.com http://www.lifeshore.com/smiley/

and http://www.animationlibrary.com

Torch Torch

EnjoymentEnjoyment

Relationshi

Relationshi

p Burningp Burning

Hostile Hostile

Environmen

Environmen

t Supporter

t Supporter

Possessive/

Possessive/

Obsessive Obsessive

With With

Divisive Divisive

BentsBents

Fire Fire

Onlookers to

Onlookers to

WatchersWatchers

Approachabl

Approachabl

ee

Healthy Healthy

Workplace

Workplace

AdvocateAdvocate

Shares Shares

Freely: Freely:

Compliment

Compliment

s, s,

Credibility,

Credibility,

Ideas, Ideas,

Strategies,

Strategies,

Techniques,

Techniques,

Policies, Policies,

Protocols,

Protocols,

etcetc.

Take

It To T

he

Take

It To T

he

Bank! Typ

es o

f

Bank! Typ

es o

f

Bank A

ccounts

Bank A

ccounts

Relationship

Relationship

ss

Strong Strong

PositivePositive

GrowingGrowing

EmotionalEmotional

EBA’s - TrustEBA’s - Trust

High EIQs High EIQs

Whole-Whole-employeeemployee

Covey, S. (2000). 7 Habits of Highly Effective People Mini-Book.http://ebookbrowse.com/theemotionalbankaccount-pdf-d301987202

Image Source: www.lifehappens.org

Take

It To T

he

Take

It To T

he

Bank! Typ

es o

f

Bank! Typ

es o

f

Bank A

ccounts p

.

Bank A

ccounts p

.

22 PassionPassion

ProficiencyProficiency

CompetencCompetencyy

CredibilityCredibility

Company’s Company’s best best interestinterest

ReputableReputable

DecencyDecency

HonestyHonesty

ProgressivelProgressivelyy

LoveLove

Professional

Professional

Microsoft Clip Art Gallery Image

PersonalPersonal

Change

Change

Change Cycle

Change Cycle

Change Change

AgentsAgents

Are the Are the

change! change!

Are part of

Are part of

the the change! change!

Are Are

changing changing

by ever by ever

evolving!evolving!

Coskun & Krdzalic, (n.d.)

Questio

ns

Questio

ns

Middle Image Source: www.marysrosaries.com/End Images Source:

ReferencesReferencesagendasetting.com. (n.d.). Agenda setting theory. Retrieved from

http://www.agendasetting.com/index.php/agenda-setting-theory

agendasetting.com. (n.d.). Agenda setting research. Retrieved fromhttp://www.agendasetting.com/index.php/agenda-setting-research

agendasetting.com. (2006, October 11-13). Manage your reputation!. Retrieved

from http://www.agendasetting.com/2006/Manage_Your_Reputation.pdf

Carnegie, D. (2011, March 1). 6 rules for communicating with diplomacy and

tact. Retrieved from http://blog.dalecarnegie.com/leadership/6-rules-for- communicating-with-diplomacy-and-tact/

Coskun, M. & Krdzalic, A. (n.d.). The characteristics of change agents in the

context of organizational development. Retrieved from https://gupea.ub.gu.se/bitstream/2077/10532/1/gupea_2077_10532_1.pdf

Covey, S. (2008, December 5). Most important habit?. Retrieved from http:// www.stephencovey.com/blog/?cat=38

Covey, S. R. (2000). The 7 habits of highly effective people..

ReferencesReferencesGallopin, L. (2008, December 28). Know-feel-do= bottom line of communication. Retrieved from http://www.reply-mc.com/2008/12/28/know-feel-do-bottom-line-of-communication/

Jensen, W. D. (2003, October). Chapter 3: The simplicity survival handbook.

Retrieved from http://www.yale.edu/fin-bus/resources/docs/SurvHandbookChap3.pdf

Myrick, S. (n.d.). Feeling words / emotion words list. Retrieved from http:// eqi.org/myrick.htm

Vrla, K. (n.d.). Communicating with diplomacy and tact. Retrieved from http://www.kelliv.com/articles/All%20Dental%20Conferences

%20Kelli %20Vrla%20Communicating%20With%20TACT%20Handout%20BONUS %20RECAP%20GREAT%20STUFF.pdf

Westside Toastmasters. (n.d.). Chapter 2-the order of a business meeting.

Retrieved fromhttp://westsidetoastmasters.com/resources/roberts_rules/

chap2.html