Contenu connexe


Communications Skills Guide

  1. Communication Skills The Basic Foundation Skills Pocket Skills Guide
  2. ©Rothwell Douglas Ltd. 2016 2 Communication by its very nature is two-way. Therefore, unless you own responsibility for improving communication, you risk being the victim of others’ inadequacies. Introduction
  3. ©Rothwell Douglas Ltd. 2016 3 Introduction This pocket skills guide is designed to quickly take you on a journey through the basics. As you work through this pocket guide, pay particular attention to skills or techniques you are less familiar with or need to improve efficacy - any deficiency here will undermine your ability to master the advanced high level communication skills. It is only by using the techniques and perfecting your skills through practice that you will experience their real value and impact on others.
  4. ©Rothwell Douglas Ltd. 2016 4 Communication The means of sending or receiving information to convey the intended meaning and trigger the appropriate response. Meaning can be conveyed… Verbally, non-verbally, in written format or visually. Communication, whether face to face or not, is interpersonal and as such involves conscious or unconscious intentional and unintentional elements. The desired outcome of any communication process is understanding – however misunderstanding can occur at any stage and therefore it is essential to understand the barriers that get in the way of effective communication.
  5. ©Rothwell Douglas Ltd. 2016 5 Effective Communicators… 1. Understand their audience 2. Chooses an appropriate method(s) of communication 3. Hones their message to ensure the meaning and intention is clear 4. Will seek feedback to ensure the message is understood, correct any misunderstanding or confusion and check it has triggered the right response 5. Will use clarification and reflection as key techniques to achieve effective communication
  6. ©Rothwell Douglas Ltd. 2016 6 Barriers vs Signs of Effective Listening Listening to someone attentively and wholeheartedly is one of the greatest leadership skills… Barriers to effective listening include: Signs of effective listening include: • Comparing yourself to the speaker or others • Thinking about what you are going to say next • Drifting off or waiting to talk • Making up advice for someone rather than attending to what they are saying • Jumping in and taking the conversation to where you want it to go • Mind reading or finishing someone’s sentence • Closing people down • Being interested to understand the views and perspectives of others • Seeking to understand by checking your understanding • Making a connection that builds trust and encourages more open, honest communication • Eye contact, head nodding and non-verbal sounds to encourage the speaker • Reflecting back to check the accuracy of your understanding • Reflecting back emotions that are being conveyed • Asking questions to indicate your interest and desire to know more
  7. ©Rothwell Douglas Ltd. 2016 7 Questions to Understand – the facts, realities, issues, barriers, possibilities What, When, Why, Where, Who, How Asking pertinent questions is one of the most powerful ways of demonstrating you VALUE what others are saying. Take care not to question in a way that feels interrogative or causes the speaker to clam up – it helps to prepare key question in advance if you want to have a valuable conversation
  8. ©Rothwell Douglas Ltd. 2016 8 There are 3 main categories of questions: 1. Structural fact finding – who, what, when, where etc. 2. Motivational, providing insights into motivation, values, direction and intent – Why, tell me more… 3. Options, alternatives and new thoughts – exploring beyond what is currently known or understood and aids discovery Prepare your questions to aid communication and improve understanding e.g. establish the facts so that you have a shared understanding of the reality. Seek to understand any motivational issues and barriers and actively explore alternative options to identify the best. 3 Main Categories of Questions
  9. ©Rothwell Douglas Ltd. 2016 9 Empathic Listening “If I could be you and you could be me for just one hour, If we could find a way to get inside each others’ minds, If you could see through my eyes instead of your own eyes, I believe you’d be surprised to see that you’d been blind” - From “Walk a Mile in My Shoes” Joe South
  10. ©Rothwell Douglas Ltd. 2016 10 Empathic Listening Take on the posture of someone intently listening. Square on, open posture, lean forwards, maintain eye contact and relax (SOLER) Limit your talking to reflecting back and checking your understanding – demonstrate you are genuinely interested Pay attention to feelings, emotions and connect with them Switch off your judgement process and listen for ideas, themes and insights – listen with respect, consideration and compassion Remain objective, test your assumptions and focus on the implications for others Sit comfortably with silence to allow deeper thoughts to flow
  11. ©Rothwell Douglas Ltd. 2016 11 Giving Feedback – Using the BIA Model “Feedback is information about the past or present (behaviour), delivered in the present, which is designed to influence the future” (Seashore and Weinberg) Feedback is not criticism. Criticism is a subjective judgement. Feedback is an objective reflection. Criticism can offend and/or deflate; feedback is designed to improve performance outcomes and be beneficial.
  12. ©Rothwell Douglas Ltd. 2016 12 Giving Feedback – Using the BIA Model Situation/Context/Task Outline the situation you want to provide feedback on, set the tone and seek permission Behaviour Describe the behaviour you observed, give a specific example (keep it neutral) Impact Explore the impact this had Alternative Suggest an alternative approach that would lead to a better outcome Engage/listen Invite a response and genuinely listen Regular, constructive feedback given at the time the behaviour occurs is key to high performance. A low feedback environment runs the risk of underperforming as the norm. The BIA Model
  13. ©Rothwell Douglas Ltd. 2016 13 Positive Outcome Thinking Many people perfect the habit of thinking about, analysing and communicating their problems. This keeps people focused on the past or present difficulties. When you adopt an outcome frame you focus on what you want to achieve, what you want to be different and better. To do this you step forward in time and imagine you have what you want and in this way solutions unfold.
  14. ©Rothwell Douglas Ltd. 2016 14 Positive Outcome Conversation Key questions to move to an Outcome Frame: What do you/we want? How will you/we know when you/we have succeeded? How will this improve things? What will you/we need that will help achieve the outcome? What is similar that is working well? What are your/our next steps?
  15. ©Rothwell Douglas Ltd. 2016 15 “When conflict is brought to the surface it can be worked through” • Conflict is often the outcome of diversity • Diversity is key to creative problem-solving • Conflict worked through can lead to breakthrough conversations • Diversity of opinion • Personality differences • Alternative world views and values • Background, education and experience • Processes, standards and protocols Conflict creates energy and direction which can be harnessed to break new ground or used as a negative force to maintain a position (exerting power or aggression) Working through Conflict
  16. ©Rothwell Douglas Ltd. 2016 16 Four Basic Techniques to Work Through Conflict HighImportance Forcing (to hold your own ground – but be aware of stand off and stalemate) Negotiating (to reach agreement on a complex set of competing issues)LowImportance Avoiding (useful when the issue is not important) Accommodating (Important to preserve the relationship) Low Impact High Impact Collaboration (to find the win-win) ConcernforSelf Concern for Others
  17. ©Rothwell Douglas Ltd. 2016 17 Adopting a Collaborative Approach A collaborative approach means individuals working together to a common purpose and mutual benefit. Communication through collaboration means… Understanding each other’s position • Putting yourself in your counterpart’s position • Asking questions rather than making assumptions • Assigning roles and responsibilities for mutual benefit • Ensuring communications are open, honest and informed • Being prepared to give as well as get – and that also means conceding for purpose Getting quickly to the substance • Separating out personal issues so that parties focus on their shared goals • Taking a lead in adopting common ground rules and processes to enable effective action Managing emotions • Taking the lead in understanding others’ values, needs and perspectives • Acknowledging feelings as legitimate • Allowing people to “let off steam” without being offended or defensive • Genuinely using symbolic gestures to take the ‘heat’ out of an issue
  18. ©Rothwell Douglas Ltd. 2016 18 Transforming the Experience of Work… Releasing Potential in People Empowering Effective Teams Driving Innovation in Organisations Connecting Expertise across Systems Email: Phone: 02083262739