Its all about communication

1. It’s All AboutCommunication Regional IT Institute Supervised By: Dr. Stephanie Jones By: Mohamed Yehia Mohamed Magdy Karim M. Behiery HaithamSalheen

2. To be covered What you do What a manager do A Shift in Mindset and Skills Interpersonal Communication Contemporary Organization ABCs of Constructive Communication Domestic Examples and Analysis References

3. What you do Meeting’s Effectiveness Letters Planned Meetings Unplanned Meetings Memos Faxes Phone Calls Attitude Emails Complaints Voice Mails 3

4. What you do Work on tasks or projects _____% Discussions with the boss _____% Conversations with peers _____% Discussions with employees _____% Give employees instructions _____% Give employees feedback _____% Interview _____% Lead or take part in meetings _____% Make presentations _____% Compose memos, letters, e-mail _____% Telephone calls _____% Other activities _____% 4

5. What a manager do 1 Defining required results 2 Directing and coaching employee 3 Monitoring the employee’s Performance 4 Reporting progress and/or problems 5

6. What a manager do ManagementTheprocess of producing resultsthrough other people Desired Results 1 Defining required results 2 Directing and coaching employee 3 Monitoring the employee’s Performance 4 Reporting progress and/or problems 6

7. A Shift in Mindset and Skills M a n a g e r W o r k e r Manager Oversee other team members performance with good relational and communicator skills Worker Task-oriented with technical and/or operational skills 7

8. A Shift in Mindset and Skills Remember Communication is the most important skill in life Manager Mindset Manager success largely depends on how well he/she and his/her employees work together to accomplish goals, and so manager’s main focus is to do things that will equip and encourage his/her employees to produce the desired results 1 2 3 4 8

9. Remember Establish rapport Instill trust Foster cooperation Form alliances Persuade Mediate conflict Communicate clearly Communicate constructively Manager Skills Manager need not to be the best expert with tasks and/or technicalities, but should be the best communicator, his/her most interest should be interpersonal communications - skills that build and maintain relationships A Shift in Mindset and Skills 9

10. Interpersonal Communication Inter means among or between, so, Itis not one-way communication but It is an exchange that occurs through dialogue between two people or through discussion among several, with participation by everyone involved. 10

11. E-mail, voice-mail, and other new technologies should be used to enhance interpersonal communication ASAP Interpersonal Communication Technology Time Intensity , NOW! No one can afford to waste time through incomplete, inaccurate, or ineffective communication û Diversity Age, ethnic, gender, political preferences, religious beliefs, lifestyle, …. Liability Build with employees relationships that encourage them to first bring their concerns to you. 11

12. Contemporary Organization Interaction in a Contemporary Organization Fluid Flattened Feedback 12

13. Contemporary Organization Interaction in a Contemporary Organization Fluid Flattened The multiple levels of a traditional structure have been reduced and replaced with self-managed teams or cross-functional work groups. The “chain of command” is neither as long nor as rigid. Feedback 13

14. Contemporary Organization Interaction in a Contemporary Organization Flattened Fluid Because a contemporary form is more “open” it is encouraged to communicate informally between and among interdependent groups, and so everyone will have more avenues for advancing ideas and the ideas of employees on his/her team. Feedback 14

15. Contemporary Organization Interaction in a Contemporary Organization Flattened Feedback In a contemporary organization, the manager resides at the center of the team or work group and everyone works within the context of delivering products and services to customers. Fluid 15

16. ABCs of Constructive Communication  û Destructive Communication Constructive Communication Triggers conflict, breeds dissension and divisiveness. It results in resistance and, on occasion, outright rebellion and creates enemies rather than allies. It doesn’t take skill to put people down, anyone can do it but the price is high especially for a manager. Builds up employee morale, teamwork, and positive relationships between people who then are not only willing, but eager to work in concert. Takes a skill to do it, sometimes it takes more time, but it reaps notice-ably better responses and results. Whenever interacting with people - whether employees, colleagues, or the boss – anyone can “push down” by putting people down, or can “pull up” by communicating constructively. Conclusion 16

17. ABCs of Constructive Communication Build Bridges Approach Trust Commonality 17

18. ABCs of Constructive Communication BuildBridges Trust Commonality Approach Approach is the manner of addressing both a person and the subject. It’s the preface to a communication, something that sets the stage. From a speaker’s approach, a listener forms expectations of what’s coming next. 18

20. Be well prepared

21. Allude to some benefit the listener

22. Approach any person respectfully

23. Treat the subject reasonably

24. When appropriate, smile sincerely

25. If the subject isn’t pleasant, consider the most positive quality you can project to the person under the circumstances 19

26. ABCs of Constructive Communication Trust Commonality Approach Build Bridges Building a relationship takes time, attention, and skill. It also often entails bridging differences. And sometimes you have to meet people halfway Building bridges leads to productive working relationship 20

27. ABCs of Constructive Communication Trust Commonality Approach BuildBridges When, a manager understands employees’ goals, he/she can cooperate with them to help them attain their goals. And when they understand the manager’s concern about a problem, they can cooperate with him/her to get it solved. Bridges hold up only if they’re constructed on a firm foundation. The same is true of relationships. A cooperative, productive working relationship is based on a twofold foundation of trust and commonality. 21

28. ABCs of Constructive Communication Build Bridges Commonality Approach Trust It’s a vital component of constructive communications. The firm belief that someone or something is reliable, that you can depend on them or it. 22

29. ABCs of Constructive Communication Trust Commonality Approach Build Bridges How to gain trust? It’s important that you interact in trustworthy ways. You convey the unspoken message, “You’re safe with me.” Don’t punish people with the past. 23

30. ABCs of Constructive Communication BuildBridges Trust Approach Commonality We prefer dealing with people who are “like” us. It’s easier to understand one another when we share some things in common: a common language, similar backgrounds, common interests. We’ll cooperate more readily with those with whom we have things in common. 24

31. ABCs of Constructive Communication BuildBridges Trust Approach Commonality What we should do? One of your challenges is to discover and develop commonalities. 25

32. ABCs of Constructive Communication BuildBridges Trust Approach Commonality What commonality can make? Commonality unites people. People function more effectively as teams. Commonalities reduce conflict. 26

33. Domestic Examples and Analysis What you do In some organizations in Egypt, employees as well as managers do not feel that they are fully utilized because of unclear roles, distractions, interrupts, interfering, and lots of politics. What a manager do In many cases, middle level managers are more like politicians. Also, sometimes the managers forget to benefit from the team leader and goes directly to juniors, this type of actions waste the manager’s time and creates some conflict at the junior staff members, and most of the time the manger forgets to inform the team leader about the updates. 27

34. Domestic Examples and Analysis A Shift in Mindset and Skills Lots of young managers, are willing to learn, listen and be cooperative, but sometimes it is hard for them to accomplish their goals due to the interruption form higher management, changes from the clients, unstable economy. Interpersonal Communication Technology latest technologies are used on a large scale in Egypt, but sometimes employees missuse them, like for example using the companie’s email to useless jokes to the entire company, this behaviour wasts a lot of other employees time. 28

35. Domestic Examples and Analysis Interpersonal Communication Time Intensity In many organizations in Egypt time is very critical, but unfortunately in some critical situation the response is not as it should be. Diversity In Egypt, football is the most popular game, and sometimes some people are narrow-minded to take it so personally when their favorite team loses, in some organizations it is forbidden that a sales person talks about football with a potential client. Liability In very rare cases an employee sued an organization, but this doesn’t mean that managers shouldn’t listen to their team members. 29

36. Domestic Examples and Analysis Contemporary Organization Many companies in Egypt are more flattened, fluid, and many managers seek feedback, specially in high tech companies. ABCs of Constructive Communication Many young managers are well educated and talented in communication, they know how to approach their team members, how to build bridges with them, how to have mutual trust, but sometimes some employees construct bad directed common specially in not so high educated employees, managers should take care about that and try to benefit from this commons. 30

38. Arredondo Lani [2007] Communicating Effectively – 24 lessons for day-to- day business success, McGraw Hill, New York

39. Booher Dianna [1994] Communicate With Confidence!: How to Say It Right the First Time and Everytime, McGraw Hill, New York

40. Cohen Steven P. [2007] Negotiate Your Way to Success, McGraw Hill, New York

41. Covey Stephen R. [2004] The 7 Habits of Highly Effective People, Free Press, USA

43. Quick Thomas L. [1992] Successful Team Building, AMACOM, USA

44. Scholtes Peter R. [1997] The Leader's Handbook: Making Things Happen, Getting Things Done, McGraw Hill, New York

45. Scholtes Peter R., Brian L. Joiner, and Streibel Barbara J. [2003] The Team Handbook Third Edition, Oriel, Madison

46. Streibel Barbara J. [2007] Plan and Conduct Effective Meetings: 24 Steps to Generate Meaningful Results, McGraw Hill, New York

47. Streibel Barbara J. [2002] The Manager's Guide to Effective Meetings, McGraw Hill, New York