Communicating Effectively

1. Communicating
Effective Communication
Effectively

2. Why is Effective
Communication
Important?

3. Effective communication helps you to
avoid misunderstandings at work.
• If you can avoid misunderstandings, you will
be able to know what others (your boss,
your clients, or other people) are truly
asking you or telling you.
• If you can understand what others are
saying, you will not come to the wrong
conclusions or take the wrong actions about
what you hear. You will make fewer
unnecessary mistakes.
• By making fewer unnecessary mistakes, you
will be more at peace, worry less about the
consequences of your words and actions.
• By worrying less about your words and
actions, you will have more peace of mind,
both at work and away from work.
• By having more peace of mind, you will lead
a more satisfying life.

4. Effective communication helps you
express what you want to express.
• When you express your needs, desires, and opinions,
your chances of getting what you want grow
exponentially. As Woody Allen would say: "80% of
success is showing up". Paraphrasing that: "80% of
getting is asking".
• When you ask for what you want, you are living life full
out, you are not withholding, you are not pretending.
You are experiencing the joy of full and authentic self-expression.
• Full self-expression, expressing who you truly are and
what you truly think leads to a more satisfying life.

5. Effective communication allows for
deeper connection with others.
• Mutual understanding leads to better
connection with people.
• Better connection with people fulfills our
human need for belonging and love.
• Fulfilling one of our most important needs
(belonging) leads to a more satisfying life.

6. The Usual Dilemma

7. How Much Do People Remember?

8. Let’s Break That Cone Down!
• Apparently, based on research, with
everything that is happening around us there
is a window of two weeks that we are able to
remember certain things and this cone goes
over a lot about how we learn and the
percentages of what we do and how it relates
to how we learn and how we remember and
do things

9. PERCENTAGES OF THE CONE OF
LEARNING
• WHAT WE ONLY READ - most likely we only remember 10% of what we
read after two weeks
• WHAT WE ONLY HEARD – most likely we only remember 20% of something
we only heard after two weeks
• WHAT WE ONLY SAW – most likely we only remember 30% of something
that we only saw after two weeks
• WHAT WE SAW AND HEARD AT THE SAME TIME – A good example of this
is when you attend a convention and listen to a good speaker and see
examples of what he is talking about during his speech. Most likely we will
remember 50% of what the speaker talked about after two weeks.
• WHAT WE SAY – most likely we will remember 70% of what we said after
two weeks
• WHAT WE SAY AND DO – most likely, we will remember 90% of not only
what we say but what we also do. A good example of this is when we are
coaching someone and we only not tell them what to do but we also show
them how to do it.

10. Why is this Cone of Learning Relevant
With What We Do?
• As much as we can, we want to make
sure, that we effectively
communicate with our clients or our
VAs and this cone will help us figure
out what we can do to make them
listen and remember.

11. MOD’s Challenge to YOU
• Yes it might be a challenge to follow the most
effective part of the cone with the type of job
that we have where in most of the time we
only hear people on the other end of the line
and vise versa so how can we apply it and is it
even possible? Lets work on this as a team
and provide suggestions on how we can make
this possible.

12. Five Ways To Make People Hang On
Your Every Word
From: www.forbes.com
For the Mean Time.. This Article might also be of help

13. 1. Get comfortable.
It’s stating the obvious, but for most people,
presenting is difficult when it’s uncomfortable.
Staring down a board of directors with bad news,
for example, might be one of those times. Or
proposing a new business line to the senior team.
You’ll do better if you can find a way to be as
calm as possible, given the stressful situation. For
many people, this means practicing so you feel you
have the information down pat. For others, it’s
figuring out what gets you in the zone — deep
breathing, music, laughter, warm-up conversations
in the room, etc. I recommend setting a situational
intention to focus your conscious thoughts behind
the emotion you want to impart to others.

14. 2. Accept discomfort.
If the stakes are high, no matter how much
you try to get comfortable, some butterflies are
going to remain. Instead of trying to eradicate the
feeling or letting it spiral, accept the anxiousness.
Acknowledge it, and realize that it has no bearing
on your performance. At all. You can physically
perform just as well, nervous or not.
Plus, nerves can even help you emote and
show energy. After all, nervousness is excitement
directed inward.

15. 3. Speak to the individuals, not the
group.
Common public speaking advice is to know your
audience. But in typical corporate presentations, which are to
groups and teams, you do know them. The problem is that they
are all over the map in what they care about so it can be hard to
tailor comments. A frequent misstep is to try to cover everyone’s
concerns or speak to the middle.
Learning to top-line your points to hit the right ones is a
critical skill. For mixed groups, my general advice is to speak to
the highest level in the room in the level of detail they care to
know. Let the others ask questions to fill in the gaps or clarify
specifics. Meetings gravitate to the highest level naturally.
Remember, you are speaking to individuals with
individual concerns. Don’t litter your comments with what you
care about the most, and beware of falling in love with your
content. It’s about the other person, not about you.

16. 4. Bring double the passion, and half
the content.
If you want to be memorable, put equal
focus on bringing energy and passion to your
presentation. Show how much you care through
stories, examples, imagery, and dialogue. People
forget what you said but remember how you
made them feel. Your presence plays a large role
in that.
Plus, there’s power in a passionate
purpose. We invest psychically in people we feel
have the wherewithal to make change happen.

17. 5. Ignite discussion, don’t replace it.
Most corporate presentations aren’t speeches at
all — they’re discussions. You’re aim is not to use up the
air time with your points, but to incite discussion and
facilitate outcomes. If people are talking then they’re
engaged.
Any presentation can be constructed as facilitation.
Create your main points, ask a pointed question, and
manage comments. Then repeat. This skill takes practice,
so learn it any way you can, whether through a training or
observation of others.
People will feel far better about your ideas if they
felt that you wanted and accepted their input. Plus, any
idea that feels like it’s ours we’re more likely to buy into.
And isn’t buy-in of our ideas the ultimate goal?