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Suggested Techniques

  1. Each part of a manger’s job has its own set of communication skills.

    These include:

    • Communicate to help the group of people who report to you meet the needs of the organization or project.

    • Communicate to meet the needs of the individual members of the group.

    • Communicate as an individual to help meet the needs of the project.

    • Communicate your needs as an individual.

  2. Effective communicators “stay on top of the mountain” through assertive techniques. This is defined as:

    • To maintain a right or claim by words or by action.

    • To insist on being recognized.

    • To state positively, to affirm, to allege, to declare.

  3. Active listening, listening according to the needs of the other person, significantly enhances interpersonal communication. In this mode you should be able to “report” back to the other individual three things:

    • The facts as the other person described them.

    • A word or two that describes how the other person seems to feel.

    • The use of the second-person pronoun “you” to reface your description of the other person’s feelings (optional).

  4. Most of the information others receive from you comes through nonverbal channels. Mastering your nonverbal signals will increase the accuracy of your listener’s understanding of what you are saying.

  5. Managers have emotions and feelings. You can manage your emotions by expressing them (self-disclosure). When you disclose yourself, make three things very clear to the other person:

    • The act you are referring to.

    • How you really feel about it, not how you think you should feel about it.

    • The effects of that act on your job, the project, the department or the situation in general. Be as quantitative as your knowledge of the facts will permit.

  6. The better you can communicate, the more you will realize that communication is never complete and never accurate. You might also realize that it never happens the way you think it does.

  7. Present and inform; you won’t need to persuade. Strategically choose from these courses of action:

    • Persuade—moving another person to do something or to accept a belief.

    • Present—submitting for the other person’s consideration. This offers the other person a chance to change his or her store of knowledge, but does not try to make him or her change what he or she says or does.

    • Inform—giving someone information he or she did not know before.

  8. Those whom you will persuade to change their actions will do so only when they are convinced that you recognize their personal importance and ability.

    Remember, when you are trying to persuade someone over whom you have little influence and no authority, that your most effective skill is active listening.

  9. Most of the decision-making process is communication. The most valuable skills are assertion, active listening, nonverbal communication and the exchange of facts. These communication skills will do more than increase your chance of making good decisions.

  10. The more communication, the better the performance planning. The supervisor can significantly improve this critical and difficult process by:

    • Appreciating the importance of the greeting, making small talk and establishing rapport.

    • Seeking a workable compromise as appraiser and appraisee plan together for future performance.

    • Listening for feelings as well as facts.

    • Professionally expressing pleasure and displeasure.

    • Avoiding nonverbal giveaways and noticing nonverbal messages from the appraisee.

    • Emphasizing facts and feedback.

    • Clearly informing the other party of the performance alternatives that are open to him or her.



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