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COMMUNICATING
EFFECTIVELY
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Rules
Exit
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Learning methods
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Objectives
• Identify elements of communication process and
factors influencing it.
• Identify forms of communication.
• Describe channels of communication at work.
• Show ability to give job instruction.
• Display ability to give and receive feedbacks.
• Show ability to deliver effective presentations by
using verbal and non verbal language.
• Show ability to participate and conduct meetings
effectively.
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Content
• Session 1: The nature of communication
• Session 2: Job instructions and feedbacks
• Session 3: Delivery of effective presentations
• Session 4: Conducting effective meetings
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Session 1
Nature of communication
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Session 1: objectives
 Identifying the elements of communication
process.
 Explaining factors influencing the
communication process.
 Defining forms of communication at work.
 Pointing out the communication channels at
work.
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The communication process
What is communication?
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The communication process
Noise
Message
Decode
Encode
Sender
Decode
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Receiver
Encode
Feedback
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Factors influencing communication
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Factors influencing communication
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Factors influencing communication
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Forms of communication
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Forms of communication
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Forms of communication
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Distance in communication
A intimate distance:
A personal distance:
A social distance:
A public distance:
from skin contact to 45 cm
within the length of an arm
between 120cm and 3m
over 3 m
Edward T Hall
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Communication channels
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Session 2
Job instruction and Feedback
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Session 2: objectives
• Show ability to give instructions
effectively.
• Conduct steps of giving and taking
feedbacks.
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Forms of job instruction
Two forms of job instructions
• Direct instruction: state clearly what, who, when,
where, and how.
• Conditional instruction: give expected results and
relevant information, then the person assigned a
task will make decision how the task is
proceeded.
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Giving job instructions
• State specific objective.
• Use imperative sentences and body language.
• To insure understanding, ask staff open ended
questions, or have staff repeat instructions.
• Give demonstration if the task involves the use of
machine or equipment.
• Encourage staff to ask questions for clarification.
• Set appropriate time.
• Make a follow up plan.
• Give feedbacks.
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Feedback
• Feedback is the response of the receiver to the
message of the sender or the opinion of a manager
on the performance of his/her staff.
• Forms of feedback.
- Positive feedback praises what has been done well.
- Negative feedback points out the deviation and suggests
correcting actions.
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Steps in giving feedback
• Remind receiver of the his/her objectives.
• Describe the problem or behaviour clearly and
specifically.
• Describe the positive consequences then the
negative consequences.
• Set a plan for change or discuss solution.
• Confirm what was agreed upon.
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Rules in giving negative feedback
1. Specify the wrong behavior and its consequence.
2. Do not generalize.
3. Mention your feelings towards that behaviour.
4. Focus on behaviour not on reasons.
5. Should be immediate not delayed.
6. Should be balanced not only negative.
7. Criticize in private praise in public.
8. Avoid loosing control on your emotions.
9. Mention only one or two issues at a time.
10. Avoid threats.
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Receiving negative feedback
• Listen attentively.
• Ask questions for clarification.
• Acknowledge the mistakes or the
weakness in the performance.
• Share in setting the corrective plan.
• Set deadline for correction.
• Express your thanks and gratitude.
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End of Day 1
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Communicating Effectively
Day 2
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Review of Day 1
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Session 3
Delivering effective presentations
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Session 3: objectives
Display the ability to make an
effective presentation by using
verbal and non-verbal language.
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Structure of a presentation
Say what you are going to tell
Say what you are telling
Say what you have told
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Structure of a presentation
Introduction
Very important – briefing what will be said.
Body
Main idea 1 – supporting ideas 1.1, 1.2, 1.3
Connection
Main idea 2 – supporting ideas 2.1, 2.2, 2.3
Connection
Main idea 3 – supporting ideas 3.1, 3.2, 3.3
Conclusion
Very important – summing up what was said
emphasizing introduced ideas.
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Preparing effective presentations
1.
2.
3.
4.
5.
6.
7.
Establish the objective of the presentation.
Know and understand your audience.
Decide on the contents.
Create a structure.
Prepare visual aids and notes.
Rehearse.
Apply the rules of successful communication
when presenting.
8. Seek audience’s feedback and answer questions.
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Rules of successful presentation
• Use proper language.
• Use proper non-verbal languages to
emphasize your points.
• Do not distract your audience and
draw their attention away from your
message.
• Add stories, anecdotes, testimonials,
comparison, and demonstrations to
keep your audience interest.
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Use of visual aids
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Handling questions
• Anticipate questions.
• Listen carefully then summarize or repeat
the question.
• Be calm.
• Answer briefly.
• Answer privately if a question may lead to
unnecessary arguments.
• Be honest, if answer not known state that
you will check matter and come back with
answer.
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Session 4
Conducting effective meetings
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Session 4: objectives
Show ability to conduct and participate in
meetings.
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Why hold meetings?
• Provide information. A manager calls for a
meeting to announce a plan, new policies etc.
• Obtain information. Representatives from each
department present reports on the progress of
their work.
• Exchange information. Sales agents from
different locations get together in a meeting
to share their experiences.
• Solve a problem.
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Meeting or no meeting?
Hold a meeting if you need to:
No meeting if:
•
•
•
•
• There is no specific objective.
• No need for a group decision.
• There is a better way to achieve
the same results.
• There is no benefit from meeting.
• An important persons is absent.
• The cost is higher than the benefit
gained from the meeting.
•
•
•
•
Solve a conflict.
Obtain a group decision.
Define or solving a problem.
Need to obtain or give information
about important or sensitive issues.
Get support for a project or an idea.
Find new ideas.
Inform about work progress.
Introduce a product or a system.
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What is an effective meeting?
• Well Prepared
- Why do I need to call for a meeting (the objective)?
- Who should attend it (To achieve the objective)?
- When is the best time?
- What is the best location?
- What information is needed?
• Well Organized
• Well Conducted
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Meeting attendees
Remaining are
Participants
Minutes taker
Chairman
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Roles of attendees
Chairperson
Controls and directs the meeting to ensure the achievement
of its objectives. He/she will do the following.
• Ensure that the meeting takes place according to plan.
• Keeps the discussion on target and ensures that the all the
items on the agenda are covered.
• Give opportunity to participants with useful ideas to
contribute.
• Anticipate disagreements or conflicts during the meeting.
• Use the necessary skills to solve problems and make
decisions effectively.
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Roles of attendees
The minutes taker
Records ideas, decisions or actions passed during
the meeting. He/she needs to do the following.
• Write names of present attendees.
• Write what goes on honestly and accurately
without including his/her ideas or feelings.
• Write names of those who are assigned tasks
and deadlines, if any.
• Send copies of the minutes to all participants as
soon as possible.
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Roles of attendees
Role of participants generally
• Good preparation.
• Listening attentively.
• Contributing ideas.
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Open discussion
Briefly discuss the skills required to chair a
meeting.
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Chairing a meeting
Tools commonly used in chairing meetings
• Brainstorming
• Six thinking hats
• Mind maps
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Brainstorming
Rules
• Encourage participants to participate with
as many ideas as possible.
• The quantity of ideas is more important
than their quality.
• Do not worry about ideas being right or
wrong.
• Do not assess or judge any idea.
• Develop new ideas based on the
mentioned ones.
• Brainstorming session should be short.
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The six thinking hats
Edward De Bono
White Hat
Information, data
Red Hat
feelings
Black Hat
Difficulties, mistakes
Yellow hat
Benefits, possibilities
Green hat
Abilities, improvements
Blue hat
Control procedure
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Mind maps
• A diagram used to represent ideas linked to and
arranged around a central key word or idea
• It is used to generate, visualize, structure and classify
ideas, and as an aid in study, organization, problem
solving, and decision making.
• It also helps you:
–
–
–
–
summarizing information;
consolidating information from different research sources;
thinking through complex problems;
present information that shows the overall structure of your
subject;
– review and refresh information quickly.
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Drawing a mind map
Subtopic L1
Main Topic
Subtopic L1
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Review, Questions and Answers
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Contact details
SME MANAGEMENT SOLUTONS,
IFC, World Bank Group,
1st Floor Maersk House, 121 Louis Solomon
Close, off Ahmadu Bello Way, Victoria Island,
Lagos, Nigeria.
www.ifc.org
Tel: +234 1 2799 400 Fax: +234 1 2793618-19
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