What To Say to Build Relationships
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The document provides guidance on building relationships through effective communication. It discusses presenting yourself positively, managing information by properly analyzing situations, presenting ideas clearly, acquiring and transferring knowledge, resolving conflicts constructively, and questioning decisions respectfully. Continuous self-improvement is key to strengthening relationships over time by refining one's communication skills. Maintaining professionalism in all interactions serves as an important foundation for building trust within relationships.
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What To Say to Build Relationships
- 1. What To Say: To Build Relationships Mitchell W. Manning, Sr.
- 2. What To Say: To Build Relationships How to use this presentation 1. Review the presentation 2. List key points and questions 3. Discuss with others 4. Decide your next steps
- 3. Relationship Development Continuous Improvement Design Execute Monitor/Control Design – determine what is really important Execute – translate into learning and doing Monitor/Control – translate into performance Continuous Improvement – Feedback Loop
- 4. Keys to Relationships • Behavioral Skills are the true keys – Presenting Yourself – Managing Information – Presenting Your Ideas – Acquiring and Transferring Knowledge and Skills – Conflict Resolution – Questioning Decisions and Actions
- 5. Presenting Yourself • My job is… • This is what I’m good at… • This is how I work best… • These are my values…(I value/believe…) • This is the contribution I plan to make… • These are the results I expect to deliver… • This is how I expect to be held accountable…
- 6. Process for Presenting Your Self Write your success stories for sharing using this outline... • The situation (or task assignment) • Your observation • Your decision • Your action • The result of your action • How I feel about… • What I learned,,,
- 7. Managing Information Become expert at processing information. Question Process to Use What’s happening? Situation Appraisal What’s wrong? Problem Solving What are the options? Decision Making What can go wrong? Potential Problem Analysis What can be improved? Potential Opportunity Analysis
- 8. Managing Information Become expert at processing information. Situation Appraisal What’s happening? • Identify Concerns • Set Priority • Plan Next Steps • Plan Involvement
- 9. Managing Information Become expert at processing information. Problem Analysis What’s Wrong? • Describe Problem • Identify Possible Causes • Evaluate Possible Causes • Confirm True Cause
- 10. Managing Information Become expert at processing information. Decision Analysis What are the options? • Clarify Purpose • Identify Options • Evaluate Each Option • Assess Risks • Make Decision
- 11. Managing Information Become expert at processing information. Potential Problem Analysis What can go wrong? • Identify Potential Problems • Identify Likely Causes • Take Preventive Action • Plan Contingent Action
- 12. Managing Information Become expert at processing information. Potential Opportunity Analysis What can be improved? • Identify Potential Opportunity • Identify Likely Causes • Take Promoting Action • Plan Optimizing Action
- 13. Presenting Your Ideas Become expert using SOPPADA to present your ideas. Subject – I want to tell you about... Objective – This is why... Present Situation – This is how it is... Proposal – This is how it can be... Advantages (top 3) – These are the benefits... Disadvantages (top 2) – These are negatives... Action – This is how to do it...
- 14. Acquiring and Transferring Knowledge and Skills: Tell - • What (in under 30 seconds) • Why (in under 90 seconds) • How (action planning) • Example • Application • Evaluation (project management) • Summary and Next Steps
- 15. Addressing Performance Issues: Evaluating Others • Agreement • Plan • Process
- 16. Conflict Resolution Process: become expert at observing, orienting, deciding and acting to resolve conflict Observe Act Orient Decide
- 17. The Origin of Conflict Identify the origin of conflict before attempting to resolve. Facts Methods Values Objectives
- 18. Behavioral Choices for Conflict Learn to use the best choice to resolve conflict. Confront Compete Collaborate Avoid
- 19. Work Behavior Conflict Learn to address the origin of work conflict. High Low Shared Goals and Sense of Control and Values High Accountability Low
- 20. Stakeholder Conflict Company & Shareholders - Profitability - Growth - Reputation Individuals - Trust Employee Groups - Security -Equity Balance - Fairness -Consistency Synergy - Recognition -Teamwork and Collaboration Leverage - Contribution - Growth - Pay & Benefits Customers - Price/ Value - Service - New Products - Quality
- 21. Conflicts from the Hierarchy of Decision-Making Executive •Direction •Goals •Critical/Sensitive Management •Systems and Processes •Major Impact/ Buy-In Individual Employees •Functions and Tasks •Routine/ Operational
- 22. Conflict Intervention Meet with the stakeholder Describe what they did Tell them why it is important Ask them how they feel Ask them what they will do differently Confirm their commitment to change Agree on a schedule for follow-up Thank them for their commitment
- 23. Conflict Prevention Share thoughts, feelings, and rationale Maintain and enhance self-esteem Listen and respond with empathy Clarify and Agree to Next Actions
- 24. Questioning Decisions and Actions 1. Why are you doing this? making this commitment? 2. What are your objectives and desired outcomes? intentions? 3. How will you know it has been successful? 4. What have you done to prepare? 5. What can happen? worst case/best case/most likely case? 6. How do you plan to make it work? keep it working? 7. How important is it to you to be successful?
- 25. Things you can share and learn to build relationships: Interests Skills/Abilities Values Personality attributes Desired lifestyle Needs & wants Experiences Vocation
- 26. Professionalism and Relations: Let professionalism be your calling card and signature. • Decide what it means to you • Examples of professional behavior – Arrive at work on time – Dress appropriately – Stay current in the field – Accept responsibility for mistakes – Complete tasks on time – Respect organizational norms – Keep personal business out of the office – Avoid gossip and the grapevine
- 27. Conclusion I hope you can put What to Say to immediate use to build relationships. Hopefully, my thoughts, and your attention, have stimulated your thinking, confirmed your experiences, and given you new ideas for building important relationships. Best Wishes, Mitch Manning Sr. manningmitch@aol.com
Notes de l'éditeur
- Purpose – research in the area of career planning points to the need of building a strong understanding of oneself before making a career choice. As far back as 1909 when Frank Parson began talking about vocational counseling and how to choose the career wisely, he said that the first step should be to have “a clear understanding of your aptitudes, abilities, interests, ambitions, resources, limitations, and their causes”. More recently in a research conducted by the Harvard Business School Club of N.Y., it was found that there is a high correlation between self understanding and career satisfaction (Burton & Wedemeyer, 1991). In addition, self assessment helps you identify where you are now in terms of skills and the background you will need to achieve your career goals. Types - Self assessment will help you identify your abilities (what you can do), your values (what is important for you), your interests (what you enjoy doing), and your personality type or traits. Examples – following transpareny