Communication Keep Your Cool Formula – 3 Easy Steps
Sometimes it helps to have a quick formula that’s easy to remember, easy to post where you can see it and easy to implement. In touchy communication situations when emotions might thwart clear thinking try these 3 steps:
1. Observation – Observe the pace, voice, eye-contact and posture of your listener. Pay attention to emotions, intentions, and any mental or physical distractions. Match and step it down if emotions are high.
2. Adaptation – Shift your style to communicate in the way your listener likes to communicate. A small adjustment now saves time, money and effort later.
3. Confirmation – Verify that the translation and comprehension of your message matches your intention. (and be honest about your intention-is it aligned to your highest self?)
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Conflict Resolution Tip – Listen with Your Eyes, Ears & Energy
The next time you communicate with someone, especially when you are trying to resolve a conflict, practice giving them 100% of your attention. It means using direct eye contact. And, it means listening to what they’re saying and to what they’re not saying. Pay attention to body language and listen to the tone, pitch and volume of their voice to catch their true meaning.
Richard Moss says, “The greatest gift you can give another is the purity of your attention.”
Giving 100% attention also means doing the difficult internal work of keeping your mind totally focused on them–not allowing yourself to focus on what you are going to say when they stop talking or wondering what you are going to have for lunch.
When you communicate, make the other person feel that, while they’re with you, they are what matters most.
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Communication – The Power of the Pause!
Misunderstandings in the Workplace – How to Clarify Expectations and Meet Goals
A common complaint from managers revolves around unmet expectations from direct reports and their teams. Similarly, workers complain that expectations are not clear and leave too much room for misunderstandings and assumptions.
Here is a look at some root problems and solutions:
Problem: Failure to clarify the desired results assuming the outcome is understood.
Management is often working within a larger framework with information that has not been made available to their direct reports. Think of this information as the missing pieces that complete the puzzle picture. The manager’s expected result is to reproduce the picture with all the parts as he sees it. Misunderstandings arise when the picture in the manager’s head does not match the picture they have painted for their direct reports.
Solution:
1. Clarify the expectations. Paint a picture in as many ways as possible-visually, verbally and vocally. Give a comparison to a known entity, if possible. “It should look like X with this adjustment.”
2. Clearly state the required details-the non-negotiable conditions.
3. Confirm interpretation and actions. Ask what was heard. Ask what that means. Ask what actions will be taken. Allow creativity and leeway to do the job as long as the end result is the same.
Problem: Systems and tools don’t function as needed and departments don’t work together.
Solution: (read more…)
Embarrassing Conversations-Handle with Creative, Empathic Solutions
Difficult conversations come in all shapes and sizes. Handling them effectively means you will need an arsenal of clever, creative, and direct solutions. The most challenging conversations seem to be the ones involving personal habits. Handling poor performance, unacceptable behavior or a firing are often easier than handling conversations about inappropriate clothing, bad breath or body odor. These conversations tend to go one of two ways-both come with the possibility of embarrassment for both parties.
The first response from the offender upon notification is gratitude. Clueless to their own awareness, your conversation suddenly creates an epiphany about their affect on others. The change is made and no further conversations are required. The alternate response is denial, defense and anger. The key is to keep a neutral, non-judgemental but empathic voice focused on the desired change. Refrain from downplaying or diluting the offense as this may appear as a reprieve. Allow some venting, request the change, repeat if necessary, and name the consequence if the change does not occur.
Challenging as these conversations are with co-workers they leap into another stratosphere when they involve customers. While managing an upscale home furnishings store in the south, it was not uncommon for customers to shop in casual, warm-weather clothing. On this particular day a woman came in and explained that her mother and aunt were going to stay outside and enjoy the sun while she shopped. What she failed to explain was that her elderly and obese relatives had stripped down to bikini tops and short-shorts and plopped themselves down on the curb blocking the walkway to the entrance. I mean no disrespect to the weight and chronologically challenged as this behavior would be just as unacceptable even for nubile teens. But the grey hair and rubbery rolls of exposed and sweat-glistened flesh created a visual assault seemingly offensive to some of our regular design clients, whom voiced their displeasure at having to view and alter their path to get around the sun bunnies.
Horrified, my staff paged me and pleaded for immediate action. I must admit I was a bit stumped as to how to best approach this situation. I could invite them inside to enjoy the air conditioning but on second thought, did I really want to showcase this spectacle sitting on a four-thousand dollar loveseat? No-I needed to come up with another solution. My staff was now staring at me wondering how exactly I was going to approach our sun-bathing beauties. I took a deep breath, put on a big smile and walked towards the curb squatters, still not quite sure what was going to come out of my mouth.
“Hello, ladies. I see you’re enjoying the sunshine and I wish I could join you. But, I can’t imagine this curb is too comfortable so I’m going to suggest you enjoy the lovely picnic table our neighbor has put out for his customers to enjoy. Let me give you a hand getting up.”
It worked like a charm and they were grateful for my extended hospitality. Lucky for us the neighbor location was fifty feet away on the other side of a slight ravine. Problem solved. Back inside the store my staff, whom had watched in amazement as I dislodged the offenders, begged me to tell them what I said. I told them. The lesson here is to keep smiling, align yourself in a relatable way (“wish I could join you”) and have a solution that suits everyone.
Post your funny, embarrassing story and solution.
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Misunderstandings in the Workplace – An Invitation for Conversation
What is it about communication in the workplace that invites challenge instead of cooperation? Is it ego, fear, ignorance, culture or human nature? I can hear you checking off all of those factors and maybe adding a few of your own. But the question remains… what can you do about decreasing misunderstandings at work?
Short of listing all the potential dreaded conversation scenarios and a list of possible come-backs, I’d like to invite you to explore another approach: An “Invitation to Conversation.”
The “Invitation to Conversation” is both a formula and a mindset. The approach is to look at a conversation as an invitation to join in and share an experience. If I invite you to an event, a party or out on a date you might picture a ceremony, festivities or a romantic evening. You also have the option to accept or decline my invitation. Either way, I expect a response.
If you apply this to business and you decline my invitation you have agreed to disagree. If you accept, you agree to engage in a conversation. Of course, if I don’t hear back that sets off another round of miscommunications. Unfortunately, this is all too common both in business and life.
The invitation also comes with the notion that there will be an exchange of some kind. If I invite you to a birthday party and upon your arrival I hand you a bowl, an apron, and cake-mix you may get a slice of cake in the end, but I suspect that making the birthday cake was not what you had in mind. My thoughts did not translate into your thoughts.
And that is the objective for many workplace conversations-to get me thinking the same way that you do. When you fail to confirm that your message has been interpreted the way you intended that’s the start of another communication miscue. You must take the time to ensure you have conveyed your thoughts in the best way possible and that I have interpreted them the way you intended.
The formula for the “invitation” looks like this:
Intention: What outcome do you want as a result of your message?
Information: This is your message.
Interpretation: How your listener deciphers the message.
Interaction: This is the key component-engaging to confirm the interpretation.
Integration: The intended result, change, or behavior is understood, implemented and assimilated.
And this process needs to be in-time, otherwise it’s like receiving the invitation after the event. What’s the point? Use the invitation to change the way you think about engaging with others-think guest not competitor. And use the formula as a simple way to keep on track and ensure that you have been heard correctly.
Workplace Communication—7 Steps to Turn Resistance into Cooperation and Gain Respect
Employee resistance to change in the workplace is nothing new. Leaders and managers accept the pushback that comes when rolling out new procedures, changes in operations, shifts in hours, status, or even the loss of a prime parking space. How you deal with resistance makes the difference between gaining cooperation and respect and being viewed as an uninvolved, autocratic administrator.
Whether the resistance comes from a single dissenter or an entire department, use the following steps to gain cooperation:
Step1. Clearly state what you want, when you want it and how it will affect individual jobs. Use a firm but neutral or positive tone of voice. Refrain from conveying disappointment, anger or defeat. Your particular situation or location will dictate the appropriate vocal expression.
Step2. Decide before hand how much time you will allot to objections, groaning and griping. Inform the person or team you are addressing about the time limit. Let them vent.
Step 3. Listen to understand concerns. What underlying emotions are behind the complaints? What are the real fears behind the protests? Often the real fears will not be voiced in the initial session and until further questioning your understanding may be based on false assumptions.
Step 4. Check your perceptions by reflecting back your understanding of the concerns. Do not allow another round of protests, rather simply check for confirmation.
Step 5. If appropriate, ask for suggestions. Not every circumstance will allow for this but to the degree that employees feel engaged in the process the quicker the cooperation. Once again, do not allow suggestions to go on forever and keep the conversation on suggestions only—not grousing. Be involved. Listen and list possibilities without judging. Put it all down. Be open to viable proposals.
Step 6. Suggest a review or an opportunity to revisit the impact of the change after a test run or implementation. This is a good practice to put into place whenever a new procedure or shift has taken place, regardless of the initial response. Small changes made at this re-visit may prevent a complete breakdown if left unchecked. This is also an excellent opportunity to increase face-time, engage employees and learn something new.
Step 7. If these steps fail, explain the costs of noncooperation. Change is what makes an organization stay competitive, robust and profitable. Dissenters may be in the wrong position or job so act accordingly.
Cooperation comes when people know and feel they are part of something bigger. Employees know that changes occur but welcome the opportunity to influence the outcome and success. However, just because you communicate openly and involve employees by asking for suggestions, does not mean they make the final decision. Be a leader—listen, learn and them implement.
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Body Language – 10 Tips for Reading People and Interpreting Gestures
by Lynda Goldman
Reading people and their body language can give you great insights into their true feeling.
We use our head, arms, hands, shoulders and even legs and feet to make gestures, and emphasize what we are saying, but the majority of gestures are made with the hands and arms. Here are some things to look for, to help you interpret body language and gestures.
1. Nodding or tilting the head to the side shows interest, active listening, and concern.
2. A head held up indicates confidence, but if it is held too high, it can indicate aloofness or a patronizing attitude – looking down your nose at someone.
3. Shrugging the shoulders with a palms-up gesture indicates that the person doesn’t know or care, or is bored or uninterested.
4. People sometimes reveal their real feelings through body language that contradicts their words. For example, if someone says he agrees with you, but his head moves slightly from side to side, he is really signaling disagreement. He may be showing his real feelings, but not want to be bothered arguing with you.
5. Some people pick lint from their clothing. Whether this is conscious or unconscious, it can indicate that they disagree with you, but can’t be bothered to argue.
6. Nervousness often shows in your hands. People who are anxious may rub or wring their hands together, or clasp and unclasp them.
7. When we aren’t comfortable with our hands, we hide them in our pockets or behind our backs. Hands in the pocket convey a hidden agenda or secretiveness.
8. An open palm suggests honest and sincerity. A closed fist can be considered menacing.
9. Hands on the hips can be seen as defiant.
10. The fig leaf position, with your hands clasped together over your crotch, or folded tightly over your chest (the female fig leaf) can make you seem aloof or defensive.
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7 Business Casual Crimes and How to Solve Them, and 13 Foods that Can Sabotage a Business Meal, when you sign up for my Communication Capsules Ezine at: http://www.Impressforsuccess.com/signup.html
From Lynda Goldman, author of 30 books including How to Make a Million Dollar First Impression
Article Source: http://EzineArticles.com/?expert=Lynda_Goldman
http://EzineArticles.com/?Body-Language—10-Tips-for-Reading-People-and-Interpreting-Gestures&id=1018081
Internal Communication – Workplace Magic or Myth?
Happy New Year – What Important Questions Do You Need to Ask?
I just posted an article on ezinearticles http://ezinearticles.com/?id=3525063 about the top 10 questions to ask at work. This got me thinking about what questions I need to ask myself as I look back at 2009 and look ahead at 2010. Here’s my top ten:
1. What am I most grateful for in 2009?
2. What can I celebrate from 2009?
3. What did I do best in 2009 that I can carry into 2010?
4. What could I do better in 2010?
5. What stopped me from meeting some goals in 2009?
6. Are those goals still important? If yes, what do I need to do differently, who do I need help from and what mindset do I need to have to achieve them in 2010?
7. Who do I need to know in 2010?
8. Who needs to know me?
9. Who do I serve?
10. Who do I need to thank?
Your turn-what questions do you need to ask? Please share in comments.
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