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TRANSCRIPT
Secrets of Great Communication
GROWTH PLANNING EXEC COACHING STAFF ENGAGEMENT MANAGING CHANGE
PEOPLE ORGANISATION AND DEVELOPMENT INTERIM MANAGEMENT
Benefits of Good Communication
• If you communicate well:– Increased team work– Clearly understood goals– Early sight of problems & pitfalls– Culture of openness, become a beacon– Respect of others– Enhanced relationships at work and
home
Secrets of Great Communication• Secret No. 1
– We’re all born with the ability to be great communicators
• Secret No. 2– We can all be great sales people
• Secret No. 3– We are all be great in teams
• Secret No. 4– Meetings don’t have to be a waste of time!
Our communications tool kit
• Core communication skills– ‘What’ we do
• Managing our communications– ‘How’ we do it
• Awareness of others’ needs– ‘Whom’ we do it for
Core communications skills: what are they?• Listening• Talking (pace, tone and volume)• Questioning• Body language• Sincerity• Congruence
Talking & Listening
• Talking– Relax & breathe deeply– Match pace, tone and volume– Pause appropriately– Chunk your words up
• Active Listening– Demonstrates understanding– Nodding– “I understand.”– “So what you’re really saying is…”
Some potentially destructive things to say / do…
• “And your point is?”• “Whatever!”• “Talk to the hand!”• Interrupting• Talking for the sake of it
Do you have any personal bug bears?
The question is…
• Open and closed questions• Types of question:
– Seeking information– Identifying a problem– Clarifying what somebody wants– Securing commitment to act– Ensuring the right outcome
Body language tips
• Match (don’t copy!) your audience• Practise:
– Handshake– Eye contact
• Be aware of:– Personal space / touching– Pointing– Crossing arms
• Definite no nos:– Yawning– Feet on desk!
Managing our communications• Planning and preparation• Negotiating• Giving feedback• Appearance• Cultural awareness
Planning and preparation
• Know your objective– What outcome are you seeking?
• Consider your audience– What will they be looking for?– How will they be feeling?
• Take time to prepare well– Appropriate not excessive
• Contingency plans
Negotiating
• Assertive not aggressive• Aim to build long-term
relationships• Positive ending to the exchange
Giving Constructive Feedback• Make it constructive or don’t make it at all• Describe what you’ve seen, don’t judge• Focus on the behaviour, not the person• Strike a balance
– ‘Feedback sandwich’
• Keep it short and sweet
Awareness of others’ needs
• Establishing rapport• Showing empathy• Be aware of people’s
communication preferences• Avoid being an energy sapper
– control your emotions• Give thanks• Telling stories – be an
entertainer
Establishing rapport
• Share confidences• Say ‘thank you’• Mirror body language• Match tone, pace, volume• Encourage, coach & support• Praise loudly, blame softly
Showing empathy
• Put yourself in their shoes – what are their key issues?
• How are they feeling about it?• Use suitable body language &
words / phrases
How do customers buy?
A customer:1.Recognises the need2.Searches for information3.Evaluates alternatives4.Purchases5.Stresses about whether it was the right
decision!
I think I might have a problem
• Establish rapport– Client-centred
vocabulary, e.g. profit or surplus?
• Ask open questions– Distinguish symptoms
from causes
How could I solve this problem?• Brochure, web site• Factual responses to questions• Help line• Follow-up ‘phone calls to answer
queries or clarify what your product can do
• Features and benefits
What’s the best way to solve my problem?• Evaluation of alternatives• Benefits, specific and detailed• Fire the imagination
– Imagine what it would be like if…
• Demonstrate credibility– Use examples, tell knowledgeable stories about how
your product has solved their problem– Be realistic about your product
Let’s get on with solving this problem• People buy people
– Build the relationship using your core skills– Meet their values
• Have you answered all their questions?• Call to action – ask for the sale• Make it easy to purchase
– Communication preferences
Did I make the right decision?
• Post-purchase anxiety• Follow-up• Check whether any questions• Provide information on post-sale support• Keep in touch
A simple process to build buy-
in• Engagement workshop:– 2 – 4 hours– Share the challenge / objective– Where are we now?– Where do we want to get to?– Selected team of staff, suppliers,
customers, partners
Where are we now?
• Balanced view – good and bad• Agree on what’s going well
– Use this to motivate
• What are the critical issues and concerns?– Use this to explain why change is
needed
Where do we want to get
to?• How is our strategy affected by the changes needed?
• How do our products, services, finances and markets need to change?
• What do staff need to do differently to make the changes a success?
• How will all of the above changes sort out the issues and concerns?
Tips on building buy-in• Listen• Show that you value all ideas• Steal and build• Refrain from judging people• Encourage solutions, not just issues• Encourage quiet members to participate• See it from their point of view• Recognise that everyone has something to
contribute
The ingredients of marvellous
meetings• Clear objectives and structure• Right people• Roles• Ground rules & behaviours• Format• Notes / actions
The secret’s in the prep…• Plan and prepare
– Objectives– Agenda
• Circulate in advance
– Chair person– Note-taker– Start and end time– Why A.O.B.?
Get the format right• Suitable format
– Board room– Standing– Theatre– Cabaret
• Choose your seat and that of others tactically!
• Fixed timings
Good meeting behaviours• Set the ground rules
– ‘silence is agreement’– One at once– Chair person is the referee
• Stick to the point• Short and sweet
– Fixed timings
• Encourage participation• Be flexible in your style
Secrets… what secrets?
1. We’re all great communicators2. We can all sell3. We can all be great at team
work4. Meetings are a great way to get
things done
Who are Business Doctors?• Planning your growth• Helping you develop as a leader /
manager• Organising, motivating and
developing your staff• Getting hands-on to help you make
the changes happen