Basic Supervision_v609 060306

Human Relations,

Communications

And

Follow-up SkillsBasic Supervision

Table of Contents

1. Introduction

32. Section One : Human Relations Skills

63. Section Two: Communications

104. Section Three: Communicating Effectively

175. Section Four: Effective Follow-up

256. Solving Communication Problems

30Introduction

In our business, we depend on the goodwill of our customers. So we want to emphasize courtesy, friendliness, and operations efficiency. We want to put focus in the way our staffs treat others. It spills over into the way we treat each other too. It is always believed that if we treat each other with respect and courtesy we'll all do a better job for the customer.As a manager / trainer, it is your responsibility to work through your staff to provide impressive customer service for each customer. And to get the best from your staff, you need to:Treat them well and make them feel important, in other words, communicate respect for them as individuals;Be clear. Provide simple, specific directions, and check to be sure they've understood;Be ready to listen. Invite their opinions and thoughts; listen attentively when they speak to you;Let them know how they're doing. Give feedback on performance that reinforces what they are doing right and corrects what they are doing wrong.That's what Basic Supervision is all about. It is designed to give you the skills you need to work effectively with your staff in one-on-one situations. Situations such as training - where your ability to communicate can make the difference between a cooperative, motivated and competent person and one who consistently underperforms.

Introduction

The Three Types of SkillsThere are three types of people skills that can help make you a more effective manager / trainer, They represent levels, really, because each one builds on the one before it.At the most basic level is Human Relations Skills. These are fundamental to good relationships in every area of life and are the practices you must use to insure good working relationships,Next are Communication Skills. These are specific techniques you can use to ensure that your message is understood, to encourage others to speak openly, and to ensure that you get accurate information when someone speaks to you.Finally, there are the skills you'll use to Follow-up on performance. These are specific techniques you'll use to encourage people to try hard and to let them know what they are doing right, what they need to improve, and how to go about it.The following illustration portrays how these sets of skills build on one another.

Introduction

In Basic Supervision, we'll discuss each set of skills, one by one, as they build upon one another.

What You'll Be DoingThere are has four separate segments:Segment One: Human Relations SkillsSegment Two: CommunicationsSegment Three: Communication SkillsSegment Four: Follow-up SkillsSegment One overviews human relations skills as the foundation upon which everything else rests. And we'll give you some pointers on how to put these to work for you every day at Sony Ericsson Service Centre.Next, in Segment Two, we discuss what happens when people communicate so that you'll have a better understanding of how information is sent and received by speakers and listeners.In Segment Three, we'll talk about communication skills and some of the things you can do to be a better communicator.Finally, in Segment Four, we'll talk about how you can conduct effective follow-up on performance and we'll give you some tips on improving performance.

Section One : Human Relations SkillsThe following topics are covered in this section: Respect and courtesy as the foundation of good human relations skills.The importance of good human relations practices.Tips and guidelines for practicing human relations skills.

Another Look At Human Relations SkillsHuman relations skills come down to basic good manners. Following are some examples of good human relations practices.

Greeting a person in the morning"Hi, Tom. It's good to see you. How's school?"

Using the person's name"Sarah, would you come here a moment, please?"

Saying "please" and thank you""Roy, can I have your advice on this problem, please."

"Jess thanks for working that extra shift."

Asking rather than telling"Jane, would you tidy up the customer service area, please?"

Remembering these simple practices can make an important difference in the way staffs feel about you and the job.And keep in mind that good human relations practices can benefit everyone at the service centre. "Please" and "Thank you", for example, can be more than expressions of courtesy. They can also be a signal that a message has been received.And finding out about people's interests and concerns can promote the kind of trusting relationship that allows you to find out about and solve small problems before they become major ones.

Section One: Human Relations Skills

But good human relation is more than a set of practices. It's an attitude. An attitude that says that you care about how others feel; that you are prepared to treat others the way you would want to be treated.Basic to good human relations is the ability to imagine how someone else might be feeling in a given situation. If you don't know how they feel, you can't treat them the way they want to be treated.Check out the following situations and identify how the person is probably feeling.

1. Terry is a new employee. This is her first day.

How does Terry probably feel?

Intimidated, unsure of herself. An "outsider", not a member of the team.Analysis:Think about when you were new, You didn't understand what people were doing or why they were doing it, Everything was unfamiliar, and you weren't sure where you fit in the scheme of things. That's the way a new staff person feels too. Be aware of it, and go out of your way to say a few friendly words. Make the newcomer feel welcome and part of the group.2. 2.Sam is newly trained electrical service technician and has been tasked to perform a major electrical rework on the PCB module of the phone.

How does Sam probably feel?

Nervous. Eager to do well.Analysis:You know how it is when you've first learned something: you feel good about your new skill, but you're not sure you have it down pat. You know you can do well under normal conditions, but you don't know how well you'll perform under pressure. Will you forget something? Will you get flustered? Mainly, you're hoping to prove that you really can do a good job. Other people feel that way too. Let them know you believe in them and that you're there to help.


3. Annie is one of the best staff in the service centre. The service centre manager has announced he wants to test everyones knowledge on repair processes. Annie has trouble memorizing facts. The service centre manager is planning to post everyone's score in the repair backroom.

How does Annie probably feel?

Worried about not looking good to other fellow colleagues.Analysis:Here's a case where Annie has to do well in an area she thinks is a weak one for her. And, she's accustomed to being a top performer. Think about an area you're unsure in. How do you feel about people whose opinion you respect seeing you do less than perfectly in that area? Be sensitive to how people might feel about having their weaknesses exposed.4. George has only been working for a week. Today when he came to work, the service centre manager smiled and greeted him by name. He even asked how George's mother was feeling after her bout with flu.

How does George probably feel?

Great! More a part of the group.Analysis:How do you feel when someone in authority takes time to get to know you? How about when they go out of their way to greet you by name and smile when they see you? Crew people feel the same way. That kind of attention is the single most important thing you can do to make a new person feel welcome and motivated, You'd be surprised at how much loyalty and commitment you can build in crew people by simple acts that show that you believe they are important.


Key Point SummaryUp to now, you have learned about the importance of human relations skills. Use the following summary to review key points we've covered so far.Human relations skills are the skills that help you keep all your relationships on track. They are fundamental to every interaction with staff member and customers. Here are some of the things you can do that show good human relations practices: Greet people. Call them by name. Make eye contact. Ask, don't tell. Say "please" and "thank you". Be sensitive to how others might be feeling.

Section Two: CommunicationsIn this section, we cover the following topics: The importance of effective communication.

The communication model:

SenderReceiverMessageFeedback.

Another Look At The Communication ModelBefore we can develop effective communication practices, we need to understand how communication works. The following examples are identifications of:

The senderThe receiverThe messageThe feedback1.Mary, the line supervisor details, "Gary, customer complains that the phone is not able to send SMS. Please verify."

Gary, the technician says, "Noted. I will verify the SMS sending feature of the phone. Thank you."

Who is the sender? Mary Who is the receiver? Gary What is the message? To verify the customer complaint on phone not able to send SMS. What is the feedback? To verify the SMS sending feature of the phone.

2.Bill, the service centre manager says, "Dan, could you pack the work bench and keep the tools please?"

Dan nods and heads toward the work bench.

Who is the sender? Bill Who is the receiver? Dan What is the message? Pack the work bench and keep the tools

What is the feedback? Nodding. Walks toward to the work bench

3.Customer Service Officer Nancy says, "Debbie would you wipe down the tables, please?"

Debbie says, "Which ones?"

Who is the sender? Nancy Who is the receiver? Debbie What is the message? Wipe down the tables What is the feedback? Which ones?

Section Two: Communications

When Communication Goes WrongCommunication breakdowns occur when we assume that one-way communication from speaker to listener is sufficient. In fact, as we have seen, successful communication must be two-way.How can you tell when communication has broken down? What are the signs that you're not getting through to a person and s/he's not getting through to you?Look for some or all of the following symptoms of poor communication: Hurt or angry feelings as a result of an exchange between you and another person. Mistakes made after you feel you have thoroughly trained the person. Finding that a task is not done that you've asked someone to do. Repeating instructions or announcements an unreasonable number of times.Communication goes wrong when the message is not crystal clear to both the sender and the receiver. A filter or barrier has gotten in the way when the speaker fails to send the message she/he intends or the receiver fails to listen accurately. Often communication failure results from a combination of the two.Let's take a look first at how a sender might fail to send a clear message.John, the service centre manager told Ellen to "clean up the work station", If you were Ellen, what would you do in the lobby?Ellen picked up trash from the tables and straightened them up. John was disappointed. He had wanted her to pack the work bench, keep the tools and turn off the power supply to all equipment. What went wrong here? Simple, John did not communicate clearly. He should have been specific about each task he expected Ellen to perform. A vague sentence like "Clean up the work station" can have different meanings to different people.


Mary does electrical soldering and made a mistake of using leaded solder for a lead-free soldering job. Supervisor Larry (who needs support to clear some urgent backlog of mechanical repairs) says to Mary, "I think tomorrow we'll take you off and put you with the mechanical team for a few days, okay?"Mary says, ' 'Give me another chance. I can do a good job on soldering."What happened here? Well, Mary's strong feelings about her performance have allowed her to misinterpret Larry's message. Larry is simply telling her she will work another station tomorrow because he needs her there. Mary hears the message as a lack of trust in her ability. In this example, Mary's strong feelings act as a filter which distorts Larry's message.The following situations identify the filter or barrier that interferes with communication.1.Barb is the supervisor and Dan is a new technician. He's looking a little lost.

Barb: (Hurried) You don't seem too busy,

Can you perform SERP on this handset?

Dan: (looking confused) Huh?

Barb: (more slowly) SERP. Go ahead. I'll

come back in a few minutes.Identifications of the filter(s) or barrier(s) as follows;

Sony Ericsson Slogans used by Bard. New technician cant understand what he was talking about. (Language Problems) Making assumptions / poor human relation.


2. Donna, a technician, arrives just in time to begin work. For the last week, she has had in-laws visiting. With two extra adults and three extra children in the house, she has been staying up later and getting up earlier than usual. Barbara, the Service Centre Manager, is scheduled to train her on hand phone customisation using EMMA III. They begin the session and Barbara illustrates how to use EMMA III to detect the phone identity. Donna is sleepy and finds it hard to concentrate.

Barbara: Remember, press and hold the C button until the USB sign comes up (Noticing that Donna seems distracted) Donna, which button must you hold?

Donna: (Startled back to awareness) I'm sorry. I wasn't listening.

Barbara: Donna, this is important. Please pay attention from now on. Okay?

Donna: Okay.

In this brief scene:Identifications of the filter(s) or barrier(s) as follows:

Not sensitive to the condition of the staff. (Perception) Fatigue Doanna / strong feelings Barbara

3. Jack, a technician, needs to sit for an exam later on in the evening. He has worked very hard on it. Today, while working, he is also going over the notes in his mind. The phone is ringing on his desk when John issues the instruction.

John: Jack, please collect 28 K750i from the store.

Jack: Okay, got it!Jack collects 28 K700i instead. Identifications of the filter(s) or barrier(s) as follows:

Noise, not concentrating

(Distractions/Preoccupation/Lack of feedback)


Key Point SummaryIn this segment, you have learned about how communication works. Use the following summary to review key points we've covered so far.

The Importance of Effective CommunicationBuilding on human relations skills is the beginning of effective communication, Good communication is critical in your service centre for several reasons: It results in better operation efficiency. Because there are fewer mistakes made and the employees attitude is positive, the customers receive fast, friendly and efficient environment. It is the key to good morale. When everyone feels free to express their feelings and ideas, they feel good about working at service centre. It promotes high productivity. When communication is open and complete, mistakes are caught early or prevented, and people feel encouraged to do their best work. It develops the efficiency of the whole team. When everyone pools their Ideas and talents In an open exchange, the coordination of skills and abilities promotes the highest efficiency.


The Communication Model

In the communication model: The sender is the speaker.

The receiver is the listener. The message is the set of directions, information, or instructions the sender gives to the receiver. Feedback Is the response of the receiver to the sender. It can also be a response from the sender to the receiver about their feedback. It can be verbal or non-verbal. Filters and barriers are obstacles to communication. Filters distort the message, Barriers block communication altogether.


The following chart summarizes some of the filters and barriers:

Filters/BarriersExamples

DistractionsNoise, activity

PhysicalFatigue, illness

PreoccupationProblems, worries

Vague messageUnclear description of task

AssumptionsReceiver believes s/he understands the message even though she/he doesn't OR Sender assumes receiver knows more about the message than they really do.

Language problemsUses words that the staff person doesn't understand or uses speech patterns or accents that are hard to understand

Strong feelings / personal stake in outcomeFeels she/he is being treated unfairly

Section Three : Communicating Effectively

In this segment we cover topics and skills developed in Segment Three: Communication Skills.Topics include:

Communication as a set of skills built upon the human relations skills foundation.Sender skills you can use to assure that your message is clear and understandable.Receiver skills you can use to assure that you have clearly understood someone else's message.Skills you can use to get good feedback from receivers to assure that they understand your message.

Another Look At Communicating Effectively

Sender SkillsGood sender skills are critical. They insure that many filters and barriers are avoided or minimized. They also guarantee the most efficient transfer of information from you to the receiver.Following are additional tips for delivering clear messages.

Use simple language you're sure the person understands,Be sure to maintain eye contact while delivering your message. That way you can watch for indications of confusion.Smile and look pleasant while giving your message to encourage the other person to want to listen carefully.Keep the message simple. Don't tell the person to do a whole series of things at one time.Speak slowly enough for the person to understand each part of your message.If you sense confusion, clarify your message.

Section Three : Communicating Effectively

For each of the following, tell how you can improve the sender when she/he delivers the message.1.Service Centre Manager to new employee: "Make sure you are punched out before you leave."How could the speaker Improve his/her sender skillsAvoid jargons with a new person. Improve human relations skills.Example: "Joe, do you remember how to use your time card to punch out? Please make sure you do that before you leave. Thanks."2.Supervisor to Customer Service Officer: "Put the phone into ESD bag, issue the customer invoice, send the phone to service department and update the logs."How could the speaker improve his/her sender skills?Separate the message into smaller units. Improve human relations skills.Example: "Sue, would you issue the customer invoice, please? When you're through, come see me. I have a couple of other things I'd like you to do. Thanks!"3, Manager (walking away and speaking angrily): "Mary, I want you to be done over there by the time I get back. You got that?"How could the speaker improve his/her sender skills?Maintain eye contact; speak in a more friendly tone.

Improve human relations skills.

Example: Manager (walking over to Mary and speaking to her) "Mary, I'm going to be outside for a few minutes, How long will it take you to finish here?"

Section Three: Communicating Effectively

Receiver SkillsListening is one of the most important skills you need to learn. Listening is the ability to pay attention while another person reveals important information that tells you: Whether she/he understands what you have said or demonstrated. How she/he feels about an assignment, the job at Sony Ericsson Mobile Communications, other people, etc. What she/he needs from you in order to feel motivated to perform better.Benefits of good listening include: An open, honest relationship with other people, An understanding of other's ideas and attitudes, The ability to get the best from other people.Listening is not just sitting in silence while a person talks, It is much more. It involves: An attitude of interest and concern. Alertness to unspoken attitudes and feelings. Nonverbal behaviours that indicate attention such "as nodding, smiling, maintaining eye contact. Questions and statements that encourage the other person to give more information.


Below are some examples of listening skills being used: 1. Technician:I don't want to work in the spare

parts dept tomorrow. I've been

doing it every day this week.Manager:You don't want to work in spare

parts tomorrow?The listening skill : Reflection2. Technician:Can we go over the procedure

again?Manager:What parts are you unsure of?

What is the listening skill?The listening skill:Open-ended question

3. CSO:There's no one to back me up when I'm at the front counter. I've got to serve customers, send faulty phones to the repair team and answer phone inquiries.Manager:You're saying you have to

handle the whole thing alone.The listening skill:Paraphrase


Getting Good FeedbackThe final set of communications skills are those which help you get good feedback from the receiver. Good feedback assures you that, as the sender, youve been understood.

Keep in mind that you always get some kind of feedback, It can come in the form of a nod, a smile, an "uh-huh", an "okay". It can even come while you are sending your message. It can come in the form of the listening techniques we've reviewed -- a question, a paraphrase, etc. to verify your message. Or it can come in the form of a statement or an action which demonstrates that your message has been understood.It is the "Uh-huh's" or non-verbal feedback that you need to improve upon. These types of responses sometimes don't give you enough information to determine whether you've been understood.So you use a feedback question. In other words, you give feedback in response to feedback that asks for more information.Here's how it works:Sender: Carol, please get some LCD for K508i, (message)Receiver: Okay, (feedback)Sender: Do you know how many to get? (feedback question)Receiver: One tray, I think, (feedback)

Tips for Getting Good Feedback Watch body language and facial expression to uncover unspoken attitudes toward your message. You see a look of annoyance even though the person says "yes" to your request. Respond to the unspoken feedback with questions designed to bring attitudes out in the open. You ask, "Is there any problem with that?" in response to the look of annoyance.

Section Three: Communicating Effectively Be non-judgmental in your response to the feedback. When the person explains that he feels your direction is unfair, you say something like, "I'm sorry you feel that way. I'd be happy to talk it out with you later."The following are examples of feedback questions to get additional feedback from the receiver.

1.Sender: Bill, please come talk to me about

next week's schedule at the end of your

shift.

Receiver Looks alarmed and upset.

What might the sender ask to get more feedback?

Is there some reason you can't do that?2.Sender: Cary, I'd like you to pick up the

lot please.

Receiver: Huh?What might the sender ask to get more feedback?

Have you been outside to pick up the lot before?3.Sender: James, do you know how to

calibrate the loading on the torx

screwdriver?

Receiver: Well, I think so.

What might the sender ask to get more feedback?Can you explain the proper procedures to me? What is the first step?


Key Point SummaryCommunication skills are the second building block of the people skills foundation. These are the skills we use to avoid or minimize the filters and barriers which interfere with effective communication.

Sender SkillsAs a speaker, you are 100% responsible for sending a clear message that the receiver will understand. How do you do that?Call the person by name.Make eye contact.Speak clearly.Speak loudly enough.Be specific.Use familiar terms

Use good human relations skills

Receiver SkillsAs a receiver of messages, you are also 100% responsible for making sure you understand what the sender is telling you. The skills you use as a receiver are called Listening Skills. They are summarized in the following chart:

Listening Skills

SkillDefinitionExample/Purpose

Listening attitude/ posturePosture and facial expression that show interest,Reassure speaker of interest.

Concentration on what's being saidListening, instead of thinking of what you'll say next.Allows full understanding of message.

Awareness of non-verbal messagesWatching as well as listening.Allows more information.

Open-ended questionWho, what, when, how, why questions,"How did that happen?"

Used to get more information.

SilenceNo immediate response to speaker's words.Encourages speaker to say more.

ReflectionExact repetition of speaker's words to verify understanding."You won't be in tomorrow?"

ParaphraseRestatement in your own words to verify understanding"You're saying you can't workweek-ends."


Getting Good FeedbackNot all people you deal with will know or use listening skills. So it is up to you to make sure they understand what you have said.Their feedback should tell you: What the receiver understands the message to mean. How s/he feels about the message. What action she/he will take in regard to the message.If their initial feedback does not give you this information, you must ask a feedback question.A feedback question is one that asks the receiver to state what she/he understands your message to be.

Section Four : Effective Follow-Up

Read more about follow up skills. In this section we cover topics and skills to develop.

Topics include: Follow-up as the final layer of our people skills foundation.Positive follow-up on performance

Negative follow-up on performance

Corrective follow-up on performance.

Another Look At Effective Follow-upEffective follow-up is one of the most important skills you can learn. You can't be a good manager until you know how to get the best performance from people.In giving follow-up, you use both human relations and communication skills, Until you've mastered those skills, your follow-up can never be truly effective.When giving follow-up remember to:

Use a friendly tone of voice.

Keep your facial expression pleasant. Talk about "facts"; that is, what you have observed the person doing. Avoid talking about how you feel about what the person is doing. Be specific when giving follow-up, Catch people doing something right! And let them know about it!Now that we understand the principles for giving effective follow-up, let's look at some examples of how to put them into practice.

Section Four : Effective Follow-Up

Examples of giving follow-up with behaviour vs. personality statementsExample #1:

Poor:Dennis, you're just too careless.Better:Dennis, please carry fewer things at a time. That way, you won't drop any of them.Example #2:

Poor:

Nancy, why don't you learn to

follow directions?Better: Nancy, perhaps you didn't hear

me properly when I told you to

back up Kevin. Would you,

please?Example #3:

Poor:Marcia, you're just too slow.Better:Marcia, you're getting a little behind with filling the orders, Let me give you an idea. Try to memorize each order before you go and get it. Here, let me help you.Examples of encouragement

Example #1:

Poor:Now, I'd like to see some improvement in these areas that we've discussed.Better:Joan, I've seen how efficient you are at identifying causes for faulty phones. I'm sure, with some effort and practise, you'll do just as well on SERP calibration.Example #2:

Poor: It just isn't that hard. You can do it if you'll just try a little harder!Better:Give yourself time, Tom. Remember, it took you some time to get the hang on completing a soldering rework. It's the same for any new repairs.

Section Four: Effective Follow-Up

Examples of Being SpecificExample #1:

Poor:Bill, you're not observing the work centre rules here.Better:Bill, please be sure to put on ESD clothing and check that you have fully discharged yourself before entering the work centre.Example #2:

Poor:You need to solder properly.Better:Next time, Nancy, please be sure to that electrical joints are cleaned and flux applied before you begin the soldering work..

Better suggestions to Follow-up on the following examples

1. John is frustrated with himself for dropping a tray of phone covers on the floor. What can you say to encourage him?John, be patient with yourself. We all make mistakes when we rush too much. Slow down just a little and you'll do fine.Rationale: Encouragement helps crew people feel good about themselves so they can perform at their very best. No one does his/her best when they feel discouraged. So when a person makes a mistake, tell them how to avoid it in the future, and then help them to feel positive.2. Tony just can't seem to remember to suggestive sell. What can you say to him that pinpoints his behaviour, not his personality?Tony, you're not suggestive selling when it's appropriate. Let's talk about when to suggestive sell and when not to.Rationale: It is critical that Tony understands that he is not doing what he is supposed to without getting the idea that there is something wrong with him. He can change what he does. He can't change who he is as a person.


3.Ben has done an excellent job on everything but has always had typo when filling job sheets. What can you say to him that gives specific follow-up on his performance?Ben, please be sure to check your text entries on your job sheet. Once you get that down you've got it made. Everything else is excellent.Rationale: If you want people to improve, you have to let them know exactly what they need to do differently. Otherwise, they have nothing to work with. And to reinforce behaviour you like, tell them exactly what they're doing right. You can be sure they'll do it again.

Statement about Personality / BehaviourFor each of the following are identifications of whether the statement is about behaviour or personality

1. "We can't have lazy, slow people working in this service centre."Is this a statement about personality or behaviour? Personality2."Next time mop over there too."Is this a statement about personality or behaviour? Behaviour3."Please try to be more careful in the future."Is this a statement about personality or behaviour? Personality4."You're not cut out for working with customers."Is this a statement about personality or behaviour? Personality5."You apply just the right amount of flux for each soldering job."Is this a statement about personality or behaviour? Behaviour6."We need people with a good personality and a sense of humour, like you."Is this a statement about personality or behaviour? Personality


Key Point SummaryFollow-up means letting people know how they are doing. It is a form of feedback.Since it is such a critical part of a manager's responsibilities, you need to learn how to give the most effective follow-up possible. Follow-up that:Recognizes good performance,Targets areas of needed improvement,Identifies methods of improvement,There are three types of follow-up: Positive follow-up praises or congratulates a crew person for a job well-done. Example: Sue, you're doing a good job on attending to the customers. Negative follow-up criticizes an inadequate performance.Example:Ned, you aren't following the

instructions.Corrective follow-up identifies how the staff should be doing it.Example: Ned, you should be following the

instructions being brought down by

the service centre.We should never use negative follow-up and we carefully balance positive and corrective by remembering to praise performance whenever possible so that the staff feel that their good performance is noticed and appreciated.When giving follow-up, remember to follow these principles:Always discuss their behaviour, (what they do) not their personality (them as a person).Be encouraging. Let them know you believe they can do it.Be specific about what the crew person is doing right or wrong.

Solving Communication Problems

In this final section are the examples of what you've learned throughout Basic Supervision.

Identifying Communication Skills1. Recognize and greet people when you see them to promote high morale.

Joe, good morning, Nice to see you so bright and early!

2. Ask an open-ended question to get information.When did you first notice the problem, Anne?

3. Be specific about how to complete a procedure so that the person knows exactly what is expected of him.When you're preparing a solder joint, please make sure the electrical joints are cleaned and the correct flux applied before adding the solder paste to complete the soldering job.4. Use reflection to bring out attitudes and feelings that have not been expressed, verbally.Jim: I can't work tomorrow.Manager: You can't work tomorrow?5. Say "please" and "thank you" to promote good feelings and better cooperation.Sarah, please restock the ESD bags. Thank you.

Solving Communication Problems

This acts as a summary of the key points in Basic Supervision.

Human Relations SkillsSender Skills

I always call people by name when giving directions. I always say "please" and "thank you". I always greet people when I see them. I ask rather than tell. I have a sincere interest in the people I work with. I take enough time to explain procedures thoroughly. I speak loudly enough to be heard. I use a friendly tone whenever appropriate. I use words the listener understands, I always give clear and specific instructions.

Listening SkillsProviding Follow-Up on Performance

I always display a good listening attitude and posture. I always concentrate on what's being sold. I watch for non-verbal clues and messages. I use open-ended questions to get more information. I paraphrase to verify my understanding of messages. I use reflection to make sure I heard accurately. I know when to use silence to encourage the speaker. I use positive and corrective follow-up only. I am very specific in my follow-up. I always address behaviour, never personality. I am encouraging and let crew people know

I believe in them.

Basic Supervison Human Relations,

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