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Building RelationshipsThrough

Effective Communications

Building RelationshipsThrough

Effective Communications

Jeff ShimerJeff ShimerJeff ShimerJeff Shimer

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Dr. Death?Dr. Death?Dr. Death?Dr. Death?

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Janet the Janet the

““Nice Auditor”Nice Auditor”

Janet the Janet the

““Nice Auditor”Nice Auditor”

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Hierarchy of NeedsHierarchy of Needs

SurvivalSurvival

SecuritySecurity

BelongingBelonging

ImportanceImportance

Self-actualizationSelf-actualization

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Which Do You Want To Be?Which Do You Want To Be?

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Linear CommunicationsLinear Communications

Linear communication typically includes:

Reports

E-mails

Letters

Voice mail

SenderSender ReceiverReceiver

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Interactive CommunicationInteractive Communication

Interactive communication typically includes:Phone callsGroup meetings

1 on 1 meetingsTeleconferences

Video conferencing

MessageMessage

FeedbackFeedback

ReceiverReceiverSenderSender

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The Communication Cycle of an Effective LeaderThe Communication Cycle of an Effective Leader

MessageMessage

FeedbackFeedback

RelationshipRelationship

Filter

Filter

Filter

Filter

ReceiverReceiverSenderSender

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Strength-Centered ComplimentsStrength-Centered Compliments

ThingsAccomplishments or ActionsPersonal Traits

What To Compliment:What To Compliment:

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Credible PraiseCredible Praise

For the highest credibility, combine the noting of specific accomplishments

with recognition of the person’s personal qualities, strengths and

traits that made those accomplishments possible

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Strength-Centered ComplimentsStrength-Centered Compliments

Accomplishment or ActionPersonal TraitEvidenceAsk a Question

How To Compliment:How To Compliment:

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Showing AppreciationShowing Appreciation

“One strength or quality I see in you is… The reason I say that is…”

Or “You did ___ very well because…. The strength you have shown here is…”

Ask a question to get them talking

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CushionsCushions

Build RapportSoften Resistance Show Respect

Avoid “But”Avoid “But”

& “However”& “However”

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The 5 R’sThe 5 R’s

RapportRapport

Relate FindingsRelate Findings

RecommendRecommend

Review Purpose Review Purpose

ReassureReassure

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Selling Your IdeasSelling Your Ideas

A Quick Quiz

Ask Questions

Talk in Terms of Their Interests

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Levels of ListeningLevels of Listening

Ignore

Pretend

Selectively

Attentively

Empathetic

List

enin

g

List

enin

g

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LADDER to ListeningLADDER to Listening

Look at the Other PersonAsk QuestionsDon’t InterruptDon’t Change the SubjectExpress Emotion w/ ControlRespond Appropriately

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The Difference...The Difference...

Listening to Learn

Listening to RespondListening to RespondVS.VS.

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Thank YouThank You

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People Support a World They Help Create

People Support a World They Help Create

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Strengthen RelationshipsStrengthen Relationships

Don’t criticize, condemn or complain Give honest, sincere appreciation Arouse in the other person an

eager want Become genuinely interested in

others Smile

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Strengthen RelationshipsStrengthen Relationships

Remember names Be a good listener Talk in terms of the other person’s

interests Make the other person feel important

and do it sincerely.

Maintaining AccountabilityMaintaining Accountability

TheProcess

TheProcess

Usersof the

Process

Ownersof the

Process

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Holding People AccountableHolding People Accountable

Put it limboNo decisions are made

Put it limboNo decisions are made

Establish accountabilityAccountability is assigned to

another person

Establish accountabilityAccountability is assigned to

another person

Buy it backDelegation is negated

Buy it backDelegation is negated

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Empowerment AnalysisEmpowerment Analysis

“Should

Be”

Perfo

rman

ce S

tandar

ds

“Should

Be”

Perfo

rman

ce S

tandar

dsControl LimitsControl Limits Control LimitsControl Limits

Subtle DeviationsSubtle Deviations

Obvious DeviationsObvious Deviations

Cycle of Accelerated LearningCycle of Accelerated Learning

Habit Habit

Skill Skill

Attitude Attitude

Knowledge Knowledge

Need toWant toCan do

Will doShow me how

Need toWant toCan do

Will doShow me how

Right with strong coachingRight with strong coaching

The knowledge trapThe knowledge trap

Fundamentals Concepts Principles

Fundamentals Concepts Principles

PracticePractice

More coachingFeedbackFollow-upAccountabilityMeasurementRecognition

More coachingFeedbackFollow-upAccountabilityMeasurementRecognition

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Today’s Business RealityToday’s Business Reality

TimeTime

QualityQualityCostCost

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Tyranny of the UrgentTyranny of the Urgent

UrgentUrgent Not UrgentNot Urgent

ImportantImportant

Not ImportantNot Important

ICrisis

DeadlinesMeetingsRepairs

II PlanningClarifying Values

RelationshipsVision

Process- Improvement

IIIPhone calls

InterruptionsMail

ReportsDrop-ins

IVTrivia

“Escapes”Junk Mail

Busy Work