The Seven Deadly Skills of Communicating BIZ

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WISDOM IN A NUTSHELL

The Seven Deadly SkillsOf Communicating

ByRos Jay

International Thomson Business Press 1999ISBN 981 4040 44 4

159 pages

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The Seven Deadly Skills Of Communicating Page 2

www.bizsum.com © 2001 - 2003 Copyright BusinessSummaries.com

The Big IdeaCommunication, as always, is one of the most important tools to make an

organization productive and successful. Communicating with your co-employees,staff and superiors cannot be avoided. Though indirectly relayed, your actionsgive out unconscious messages. If you keep some information to yourself, lack

of trust could be the meaning of this action, which is one of the causes of poorcommunication. Having poor communication in an organization develops lowmorale and negative attitudes among the people in it. In this case, productivity isaffected. Communication is very important because it becomes an essential toolto convince management to provide what the organization needs. This will in turnproduce successful and motivated people. Good and proper communication willnurture happy employees that would lead to a productive and motivatedenvironment. And this will give the manager an easier and rewarding job thatwould reflect his management skills.

Why Is Communication Important? Will it really make a difference with the way you communicate with othermembers? Would there be changes? Would members’ loyalty, motivation, andproductivity increase? The answer to all these questions is yes.Everyone involved will benefit from this.

• The Organization – would make them loyal, productive and motivated.

• The Manager – open communication between managers and managementwill make the job easier for him and he could give the support that thedepartment needs. Open communication with staff will also bring out the bestpotential in his people.

• The Department or Team – a team, who knows all the information that would

affect it, can work more effectively and would be able to make changesneeded to fit in with the organization.

• The Individual Staff – staff asked of his/her views and opinions bymanagement feels important and needed in the organization. It developshis/her work and stay with the company longer.

Above this: What is Communication?• From the Latin word “to share”. To be more effective, this is a two-way

process. Listening is as equally important as speaking. You may haverelayed a message effectively, but if the listener can’t respond,

communication fails.• People must be able to reply, and give their opinions to make them feel that

they are a part of the communication process and not just an informationchannel.

• You should have something to say. You should know what to say and not tosay.





Information that is confidential – There are things that should not be discussedwith the staff. But there are times that management finds it inevitable not to followthis rule. In some cases, you need to let them know some confidentialinformation so as to avoid speculation. Encourage and allow them to askquestions for you to know their concerns.

Confidential information has two categories:1. Personal Information – You should NOT pass on information about the lives

of the staff.2. Commercial Information – You should NOT pass on information about the

company that would lead to damage if others (specifically competitors) wouldknow about it.

Also, have a good reason why you can’t tell them yet. Let them know theimportance of confidentiality and why you can’t give them the full details.

INFORMATION THAT IS INSIGNIFICANT & WASTE OF TIMEThis is not just for the managers but the staff as well. As previously stated,productivity, motivation and also loyalty can be achieved among the members ofthe organization if they know what is happening around. However, telling themthe details is not necessary because it is time consuming. And if you tell themonly what is important, you will eliminate the possibility of speculation..3 important rules also are:1. Tell them as much as you can.2. Tell them as soon as you can.

3. Never lie to your staff.

They would remember that for the longest time. And remember, people havelong memories.

With these, seven core skills of good communication are given. These will lead toa productive and motivated member of an organization.

1. DEVELOPING A CORPORATE PERSONALITYCompanies do always have a corporate personality. This is often seen in the

external image of it, but the internal image is also equally important.• The corporate personality is reflected by the personality of the people in the

organization.

• Apathy and unhelpfulness are just two things that make corporate personalityfail. If these happen, people from the organization can either adapt theattitude or they leave the company. People who chose to stay will be capableof working the same way as others, though obstruction and apathy is notreally their working style.





• Organization wherein backstabbing is present produce a non-team player.

• Organization with a positive environment produces the same kind of people.

• Certain as it is, corporate personality starts from the top. People from the topcreate an image that would eventually make the other members of theorganization follow or leave.

• People from the top have the power to influence the working style of thepeople in the organization.

• Treat your people with importance; they would give the same to yourconsumers. Treat them dismissively; they will also give the same, most likely.

• Your internal image does not differ much from your external image.

• Your external image follows your internal image, not the other way around.You can’t correct a poor external image without working on your internalimage first. For example, you can’t be caring to your consumer, if you will notcare for your people/staff first. Your internal image would definitely reflect inyour external image.

• You need to identify your own corporate personality. Find out what your

people think of you. How? Ask them by making a survey.• Explain to them the purpose of your survey.

• Survey everybody from the organization and make sure to make itanonymous – people would not like to be identified. If possible, make thesurvey in a form wherein your people’s handwriting would not be identifiedeither (e.g. by checking boxes; comments should be optional). After which,analyze the results in large groups.

• After analyzing results, identify your preferred personality based on thepeople’s responses to the survey.

• Changes in the organization depend on how you will change the attitude ofthe people in it.

• Remember: Change starts from the top!• Managers should give the reason for the proposed change.

• To make changes, announce it to your people why you are using such toshow that you mean business. Train your managers and be aware thatmiracles don’t happen overnight. Change takes time to make it more lasting.

2. WRITTEN COMMUNICATIONThough it is much better to speak to your people directly, there are times whenwritten communication is inevitable.

•

Written communication is more formal, authoritative but is not alwaysappropriate.

• Written communication can be of advantage because you can communicatewith a number of people, give exact information and avoid lengthy discussion.Choose words carefully, make it more formal, and have a permanent recordof information.





• There could also be some disadvantages. People can’t ask questions fromyou; facts are not established promptly; leakage of the information given inwriting; and, you wouldn’t know if it would upset the recipient.

Memos:

• It can be informal and less weighty, but still, information was given.• Though information was given, memos can be either thrown away after

reading or regarded as a non-confidential information;Notice boards:

• Some people don’t read what’s in it.

• Some people just pass by without noticing it.Letters to Staff:

• Formal and Personal

• Private

• Recipient will know that the matter was given importance

• Seriously treated

• Can keep a record of the informationE – mail:

• Very personal but in a less formal manner

• Not kept permanentlyFaxes:

• For public reading (non-confidential)

• Can be kept permanentlyInternal Newsletters:

• Rarely used though it is an equally important way of communication.

• People do not take internal newsletters seriously.

• In producing a newsletter: identify what you really would like to achieve(objectives) and think and decide of the topics and the mode of thenewsletter.

• Give your people a reliable person to run the newsletter.

• Motivate your people by setting a good example that the newsletter is equallyimportant as the other methods of written communication.

• Newsletter is not the method to disseminate important matters to your people.

WRITING EFFECTIVELY:Situation – states the position for the recipient to know what is it all about.Complication – states the reason why the situation is complicated and what

made you decide to write.Resolution – when there is complication, you need resolution to solve it.Action – a good step for you to make the other person do what you want themto.Politeness – end every communication with a polite manner.

• For newsletter articles, it is better to start with the punch line. State what thearticle is all about and give the rest of the details. Who, where, when andwhy.





• 4 different styles:Keep it short – make it as brief as possible without leaving any important

information.Keep it simple – use simple words, sentences and paragraphs.Beware of appearing rude – check it first. There might be some sharp

words that could make the reader think that you are rude.Beware of being ambiguous – reading information is different from hearingit. People may read with different emphasis and may get the messagedifferently from what you want to give if read aloud.

3. VERBAL COMMUNICATIONSome people find it easier to relate verbally. It could be easy but at the sametime be less effective. Because we find it easy, we just don’t think about what weare saying, we also don’t say things the way that we intend them to be.Compared to Written Communication:

• More informal• Can get a prompt response

• Can ask question, clarificationWhen is it not appropriate?

• When you want formality

• If it needs permanent record

• If it is for legal reasons

• Don’t want long discussionDifferent Methods:

• Telephone – though informal, it could be private. You can get promptreaction and can adjust words and tone with phone conversation. You can

control your temper compared when talking face-to-face. However, using thetelephone may not be appropriate if you want to keep a record of yourconversation.

• One on one meeting – as private as the telephone but you talk to the personface-to-face. Also considered a formal method because you take the time toschedule it, which means, importance is given to it. Conversation isconfidential because it is just between two people and can make a permanentrecord by following it up with a letter.

DEPARTMENT OR INTER-DEPARTMENTAL MEETINGSThe most effective way of direct communication—information can be immediately

gathered and debated upon through interactive discussion.To achieve goal of the meeting:

• INFORM – for clarification, recognition of importance.

• DISCUSS –argue, debate, and interact to come up with a solution.

• DECIDE – decision-making process on what has been discussed.Group meetings make a person feel that he is important and that he is part of theteam.





PRESENTATIONS:When you need to say something by informing or persuading people, this iscalled presentation.

• Unlike other media, wherein two or more people speak, this medium could beone-sided.

• Good medium when you do not want any interruptions because you can tellwhen they will react.

• Can relay clear information without interventions from listeners.COMPANY MEETINGS:

• Medium wherein you like the whole organization to hear what you have tosay.

• Can be used when you have important news to impart.

• Can be used to make your people know that they are equally important.(Some people are sensitive if they are one of the last to know).

When you have chosen what medium to use, now is the time to relay your

message as effective as you can by considering the following.CHOICE OF WORDS:

• Keep it simple and understandable.

• Choose frequently used words.

• When you need to say something that could upset the listener, think of kindwords and ways to explain it.

• Think about the matter in advance, so that when words come naturally, youwould have said in an appropriate way.

TONE:

• Make your tone appropriate to the occasion.

• People can misunderstand you because of your tone. They might not even

participate in the discussion.• An abrupt tone can make a person feel upset or may sound not sincere.

• A relaxed and friendly tone can develop a good conversation. It couldencourage them to participate and share their views, and criticism could bedealt with less seriously.

• Tone of voice can change the meaning of what you really want to say. Yourwords may be nice, but your delivery contradicts it.

BODY LANGUAGE:

• Should mean the same as your words and tone.

• Confidence is noticed on your eye contact and movement.

• Relax. Always make a mental check-up on your movements.

LISTENING:

• It is not just hearing what the other person is saying, but absorbing andunderstanding what has been said that is important.

• Pay attention and keep eye contact to make the person feel that the messagecomes across effectively.





4. COMMUNICATING WITH SENIOR MANAGEMENTFor a manager, having an open and clear communication with top managementis one of the important factors for a successful department.

All things in the department will be manifested if the communication with topmanagement is effective and clear.

• Identify the problem – you can’t give a solution to something until youidentify it. Identify its nature.

• Deal with the problem – solution will depend on the nature of the problem.Make a permanent record of it.

• Clearing the blockage – things are sometimes inefficient because ofcommunication blockage. Remind people, put it in writing and have a wordwith the person.

• Getting past the obstruction – Try talking to other people, you can also give

a copy of your report to others if the topic is relevant to them so that therewould be others to back you up.Remember: you should not be the cause of the blockage, hear out others’opinion, it’s one way of motivating your people.

MAKING YOUR POINT AT MEETINGS:For your point to be heard and understood, you need to prepare on what youneed to say in each agenda and express it well.

• Less is more – less talk, more listeners. You can get people’s attention bynot manipulating the meeting.

• Practice eye contact

• Talk slowly, if possible pause from time to time• Stress your points

• If needed, ask for the chairperson’s support- they could be of help instressing your points.

GIVING PRESENTATIONS:This is one of the duties of a manager - though some of them have the fear ofspeaking in front of top people because they are aware that they are beingevaluated. To overcome these fears, confidence is the key. And to exudeconfidence, there should be:

• PLANNING – set your objectives. Know the subject, participants, what you

want to impart and set your schedule. • RESEARCH – gather data, talk to people who could give relevant information

and then put them in writing.

• STRUCTURINGPosition – prepare your audience for your presentation. Guide them of what theycan expect and stress out your ideas.Problem - identify and state the problem. Explain why resolution is needed.





Possibilities- not often used in a presentation because some problems needdirect solution. But in some cases, you need to think of options to resolve theproblem. Proposal – the final stage wherein you state the decision. But be sure to explainfirst why you chose that decision over the other options.

Writing - speaking in front of a group is a no-no. It could be irritating andinsulting.Creating notes- write your speech and summarize it in the way that you want tosay them. Write it in a small paper for easy handling while speaking in front of thegroup.Visual Aids – can help you add impact for better understanding of what you aresaying. If the visual is not appropriate to what you are saying, don’t use it. It canbe distracting. When you make a visual, it should have impact that wouldreinforce the subject, should be clear, easy to remember, and could support yourstatements.Delivery- can be practiced in front of a mirror. Use a microphone.

Remember: when delivering a speech, don’t mumble, hesitate, swallow yourwords and avoid eye contacts.

WRITING REPORTS:Having an impressive and effective report is just like giving a brilliantpresentation.

• Planning, research, structure - set your objectives, gather data andinformation and design your presentation

• Don’t use jargon words - use words that they can understand• Use active and simple words

• Be sure of your English accuracy

VISUAL PRESENTATION:After completing the report, include the following:

• Title page (w/ author’s name and date)

• Table of contents• Number in each page

• Summary – these are for people who want a short explanation of the topic;because they don’t have the time to read it. This is also for someone whowants to get the facts immediately.

• Appendices

5. COMMUNICATING WITH THE TEAMTo communicate effectively with a team, you need to develop a strong andpositive identity and a consistent attitude.

TEAM BRIEFINGS• Key to a good communication

• For people to cooperate more





• For teams to bond together

• Better understanding of staff on what is happening in the organization

• Loyalty for company increase • Can help solve problems

• Increase morale of employees

Team briefings should be:• Face to face

• Composed of 4-15 people• Headed by a team leader• On a regular basis

• Within team’s interest (relevance)Progress - provide team results of performancePolicy - deals with the changes in the system etc.People - briefing of members of the teamPoints for Action - action of members on a certain action

• Questions are welcome but not to the point of debating

• Provide people with information• Welcome comments and suggestions and take note of it

• Ask questions for clarification

• Finish on time

• Give schedule• Brief absent members

TRAINING AND MONITORING:Train your people on what you want them to do, how to do it, and what you wantto achieve. But before training them, be sure that you yourself is doing the rightthing. Training is essential for the system to run effectively.• Monitor them after training

• Brief your people every so often• Ask for their additional information

• Attend and observe briefing session

• Check them from time to time• People will feel important, they will feel that you believe in them• Motivates people because they learn new skills for better opportunity

MEETINGS:• People develop feeling of commitment

• They give their own contribution in decision making• Can gain respect if you have a formal meeting and they will demonstrate

commitment

• Make everyone involved and feel important especially on vital issues

• Designate different leaders every each meeting• Motivate them to develop the same meeting guidelines as yours• Have a consensus when making a decision

• Practice fair treatment. NEVER take sides





• Always stick to facts

• Acknowledge people’s feeling

6. COMMUNICATING WITH THE INDIVIDUAL

Loyalty and motivation of each staff is gained from the way you communicatewith them. And the attitude that they give you is the same as what they will givethe organization.

MOTIVATION:• The more they understand the job, the more they feel that they belong

• Meet with your team regularly and help them have attainable targets • Keep them posted on what’s happening in the organization

• Give them opportunity to share their ideas. Listen to them

• Say what you mean. Your action should not contradict your words • Trust them on their ideas and let them decide on what to do to meet your

expectations • Always be positive - don’t just look at their mistakes. Praise for their good jobs

and motivate them to correct their mistakes

• Be likeable - if they like you, they will be motivated to work hard

SELECTION:• Make a good first impression of the organization

• Exude professional image • Give the right approach- be friendly and polite

• Also give positive approach to unsuccessful candidates

APPRAISAL:

• This is for the employee not the organization

• This is to make them known of their performance• Make them feel relaxed by creating a positive mood

• Be open to their views and opinions• If criticism is needed, do it carefully

• Be open to their concerns. Be sincere and committed in hearing them

DISCIPLINE INTERVIEW:If you were able to motivate your people, there’s no need to discipline them.

• Give prompt attention if you are already aware of the problem• Keep it confidential• Be consistent – give fair treatment

BAD NEWS INTERVIEW:• Don’t force someone who doesn’t want to talk, it’s ok

• Don’t decide for them• Make them feel that their concern is important





• Encourage them to speak up

• Be open for emotional responses

• Be firm with your decision. Don’t let a tear change your stand

INDUCTION:

• The way you handle their first day will influence how they will treat theorganization on the next months and years.

• You’ll need some paperwork for few safety procedures

• Introduce them to the group and show them to their desk

• Brief them with company history

• Brief them with their work

• Debrief them and encourage them to ask questions.

7. COMMUNICATING UNDER PRESSUREHow you deal with pressure will also create an impression. If you handle it

negatively, they will most likely remember it for the longest time.

On the other hand, handling it positively will improve your relationship with yourpeople.

• Keep everyone informed – make them understand what’s happening around.• Gather everyone to give instructions – make sure everyone has the same

information to avoid conflict and discussion.

• Encourage them to ask questions if needed – they will be cleared ofmisinformation and will help them resolve the problem

• Involve people in key decision – it would motivate them to be morecommitted.

• Be available – they can be under pressure too, and they also need you to bewith them.

• Your staff needs to know and feel that you are with and for them. That theyhave your support.

• Always have a sense of humor – as the saying goes .

“ Laughter is the best medicine” Laughter can minimize conflict and arguments.It encourages everyone to work calmly and positively.

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The Seven Deadly Skills of Communicating BIZ