Effective communication skills

Effective Communications SkillsEffective Communications Skills
At WorkAt Work
-- Dhaval SamaniDhaval Samani
T&DT&D

Introduction :Introduction :
1) Name1) Name
2) Education2) Education
3) Experience3) Experience
4) Role Model / Star4) Role Model / Star
5) One Good Quality5) One Good Quality
6) Expectation6) Expectation

OVERVIEW OF SESSIONOVERVIEW OF SESSION
 TYPES OFTYPES OF
COMMUNICATIONSCOMMUNICATIONS
 TIPS ON HOW TO BETIPS ON HOW TO BE
EFFECTIVE WHENEFFECTIVE WHEN
COMMUNICATINGCOMMUNICATING

““Communication is not a mysteriousCommunication is not a mysterious
process.process.
It takes place when the ideas from yourIt takes place when the ideas from your
mind are transferred to another’s andmind are transferred to another’s and
arrive intact, complete, and coherentarrive intact, complete, and coherent””
“Make Presentations with Confidence,”“Make Presentations with Confidence,”
Barron’sBarron’s

FACTOIDFACTOID
The average employee receives aboutThe average employee receives about
190 communications a day by paper,190 communications a day by paper,
voicemail, email, phone, etc.voicemail, email, phone, etc.
from a Pitney-Bowes surveyfrom a Pitney-Bowes survey

TYPES OFTYPES OF
COMMUNICATIONCOMMUNICATION
 FACE-TO-FACEFACE-TO-FACE
 MEETINGSMEETINGS
 WRITTENWRITTEN
 ELECTRONICELECTRONIC
(EMAIL)(EMAIL)
 TELEPHONETELEPHONE
(VOICEMAIL)(VOICEMAIL)

FACE-TO-FACEFACE-TO-FACE
Most people prefer toMost people prefer to
get information face-get information face-
to-face, especiallyto-face, especially
from their immediatefrom their immediate
supervisorsupervisor

The BenefitsThe Benefits (face-to-face)(face-to-face)
 Opens two-way communicationOpens two-way communication
 Allows for immediate response to questions,Allows for immediate response to questions,
misinterpretations, feedback, etc.misinterpretations, feedback, etc.
 Takes advantage of voice and body languageTakes advantage of voice and body language

The Challenges (The Challenges (face-to-faceface-to-face))
 Use in-person communication when you haveUse in-person communication when you have
to share information that will affect theto share information that will affect the
audienceaudience
 Use for performance evaluations andUse for performance evaluations and
feedbackfeedback
 Use when the information beingUse when the information being
communicated needs immediate attentioncommunicated needs immediate attention
 Be prepared to answer questions directly andBe prepared to answer questions directly and
immediatelyimmediately

The Do’s and Don’ts (face-to-face)The Do’s and Don’ts (face-to-face)
 DO -- give people your undivided attentionDO -- give people your undivided attention
-- listen, really listen, give full attention-- listen, really listen, give full attention
 DO -- give people honest, direct andDO -- give people honest, direct and
comprehensive informationcomprehensive information
 DO -- treat people’s ideas and concerns asDO -- treat people’s ideas and concerns as
critical and serious - EMPOWER THEMcritical and serious - EMPOWER THEM

Face-to-FaceFace-to-Face cont…..cont…..
 DON’T -- tell people “what”, tell themDON’T -- tell people “what”, tell them
“why, how, and the larger picture”“why, how, and the larger picture”
 DON’T -- make the conversation one-DON’T -- make the conversation one-
way. Invite responses -- discuss andway. Invite responses -- discuss and
debatedebate
 DON’T -- answer the phone or take aDON’T -- answer the phone or take a
call when someone is in your officecall when someone is in your office

Face-to-FaceFace-to-Face cont...cont...
 DON’T -- wait too long to ask for (or to give)DON’T -- wait too long to ask for (or to give)
feedback, gather information immediatelyfeedback, gather information immediately
 DON’T -- hold back bad news. Treat peopleDON’T -- hold back bad news. Treat people
as intelligent adults, they want to hear theas intelligent adults, they want to hear the
truthtruth

Communication is not overCommunication is not over
when you finish deliveringwhen you finish delivering
your messageyour message

Types of MeetingsTypes of Meetings
 Executive BriefingExecutive Briefing
 InformationalInformational
 Meeting with a SponsorMeeting with a Sponsor
(e.g. Site Visit)(e.g. Site Visit)
 Staff MeetingStaff Meeting
 Team-buildingTeam-building
 InformalInformal
 Others...Others...
Let’s Meet

Why Meet?Why Meet?
The primary reason for meetings are toThe primary reason for meetings are to
share or brainstorm information or toshare or brainstorm information or to
develop action steps towarddevelop action steps toward
accomplishing a goalaccomplishing a goal

Making Meetings WorkMaking Meetings Work
1. Make an agenda and stick to it. Send it1. Make an agenda and stick to it. Send it
out before the meeting, if possibleout before the meeting, if possible
2. Be clear about the reasons for and goals2. Be clear about the reasons for and goals
of the meetingof the meeting
3. Have a facilitator -- either a professional3. Have a facilitator -- either a professional
or ask someone at the meeting to stepor ask someone at the meeting to step
into this roleinto this role

Making Meetings Work cont.…Making Meetings Work cont.…
4. Watch the time -- do not overrun -- keep4. Watch the time -- do not overrun -- keep
the agenda flowingthe agenda flowing
5. Add humor, allow for laughter, have fun --5. Add humor, allow for laughter, have fun -- itit
makes for a much more productivemakes for a much more productive
meetingmeeting
6. Allow for conflict but deal with it6. Allow for conflict but deal with it
immediatelyimmediately

Making Meetings Work cont….Making Meetings Work cont….
7. Maintain control of the meeting at all7. Maintain control of the meeting at all
times. Don’t get off tracktimes. Don’t get off track
8. Eliminate attendees’ behaviors that are8. Eliminate attendees’ behaviors that are
disruptivedisruptive
9. Allow for questions, be prepared to answer9. Allow for questions, be prepared to answer
themthem
10. Wrap the meeting up with what was10. Wrap the meeting up with what was
accomplished and action itemsaccomplished and action items

Meeting “Killers” -- why they failMeeting “Killers” -- why they fail
 Poor PreparationPoor Preparation
 Ignored agendaIgnored agenda
 Poor time managementPoor time management
 Lack of participationLack of participation
 Strong personalitiesStrong personalities
 Lack of leadershipLack of leadership
 Lack of humor and funLack of humor and fun
 No/poor closingNo/poor closing

The only thing worse than a bad meetingThe only thing worse than a bad meeting
is a great presentation that could haveis a great presentation that could have
been sent as a memobeen sent as a memo

WRITTEN COMMUNICATIONWRITTEN COMMUNICATION
 MEMOSMEMOS
 REPORTSREPORTS
 BULLETINSBULLETINS
 LETTERSLETTERS
 NEWSLETTERSNEWSLETTERS
 HANDWRITTENHANDWRITTEN
NOTESNOTES

The Benefits (written)The Benefits (written)
 Creates a permanent recordCreates a permanent record
 Allows you to store information for futureAllows you to store information for future
referencereference
 Easily distributedEasily distributed
 All recipients receive the same informationAll recipients receive the same information
 Necessary for legal and bindingNecessary for legal and binding
documentationdocumentation

The Challenges (written)The Challenges (written)
 May seem extremely formal -- useMay seem extremely formal -- use
handwritten notes when it is to behandwritten notes when it is to be
personalizedpersonalized
 Must be well written, straightforward andMust be well written, straightforward and
conciseconcise
 Written communications are usually not readWritten communications are usually not read
right awayright away

DO’s and DON’Ts (written)DO’s and DON’Ts (written)
 DO -- realize it is not read as soon as it isDO -- realize it is not read as soon as it is
receivedreceived
 DO -- make sure that there is enough time toDO -- make sure that there is enough time to
prepare and send, and for the recipient toprepare and send, and for the recipient to
receive and digestreceive and digest
 DO -- assess writing skills, if poor -- get helpDO -- assess writing skills, if poor -- get help

Do’s and Don’ts… (written) cont...Do’s and Don’ts… (written) cont...
 DO -- outline key points before producing aDO -- outline key points before producing a
draftdraft
 DO -- always draft a written piece and thenDO -- always draft a written piece and then
reduce all unnecessary language -- be briefreduce all unnecessary language -- be brief
 DO -- proof-read very carefully before anyDO -- proof-read very carefully before any
document is distributeddocument is distributed

Do’s and Don’ts (written)Do’s and Don’ts (written) cont...cont...
 DON’T -- use this form of communication ifDON’T -- use this form of communication if
writing is full of errors -- this reflects poorly onwriting is full of errors -- this reflects poorly on
the writerthe writer
 DON’T -- use if communication is timeDON’T -- use if communication is time
sensitive. If immediate feedback issensitive. If immediate feedback is
necessary -- use emailnecessary -- use email

Is it clear? Have you hit your target?Is it clear? Have you hit your target?
In written communicationIn written communication
most confusion &most confusion &
frustration are causedfrustration are caused
by failing to be specificby failing to be specific
…..…..
Make it clear, brief andMake it clear, brief and
concise…..concise…..

THE PROBLEMTHE PROBLEM
WITH COMMUNICATIONWITH COMMUNICATION
IS “the illusion that it has beenIS “the illusion that it has been
accomplished”accomplished”
George Bernard ShawGeorge Bernard Shaw

EMAILEMAIL
Email is now theEmail is now the
dominant method ofdominant method of
communicating incommunicating in
business. It isbusiness. It is
quick, inexpensive,quick, inexpensive,
flexible andflexible and
convenientconvenient

But it could be a time-bombBut it could be a time-bomb
USE WITH CARE….

The BenefitsThe Benefits (email)(email)
 Can be sent and received any timeCan be sent and received any time
 Very time effective, can be sent and receivedVery time effective, can be sent and received
within secondswithin seconds
 Cost effective -- no paper, no stamps, noCost effective -- no paper, no stamps, no
costs -- yet(?)costs -- yet(?)
 Allows for direct access to othersAllows for direct access to others
 Messages can be saved and storedMessages can be saved and stored

The BenefitsThe Benefits (email)(email) contcont......
 Convenient for communicating with people inConvenient for communicating with people in
different places and different time zonesdifferent places and different time zones
 Easier to communicate with people whoEasier to communicate with people who
understand written English but don’t speak itunderstand written English but don’t speak it
wellwell
 Excellent mechanism for follow-up or actionExcellent mechanism for follow-up or action
items after a meetingitems after a meeting

The ChallengesThe Challenges (email)(email)
 Not everyone has an email account orNot everyone has an email account or
access to email at all timesaccess to email at all times
 Email etiquette -- no standards --Email etiquette -- no standards --
people make up own styles, can bepeople make up own styles, can be
very confusingvery confusing
 Email is not confidential -- emails canEmail is not confidential -- emails can
be obtained from central network evenbe obtained from central network even
if deleted from personal computersif deleted from personal computers

cont...cont...
 Email is too often used to distributeEmail is too often used to distribute
inappropriate material, such as racial andinappropriate material, such as racial and
gender jokesgender jokes
 Email is too often used to avoidEmail is too often used to avoid
confrontation and can be easilyconfrontation and can be easily
misinterpretedmisinterpreted

cont...cont...
 Email is often sent out without re-reading,Email is often sent out without re-reading,
proof-reading and other standards applied toproof-reading and other standards applied to
written communications. We press the sendwritten communications. We press the send
button too soon…button too soon…
 Emails can be forwarded and sent to othersEmails can be forwarded and sent to others
without the author’s approval or knowledgewithout the author’s approval or knowledge

The ChallengesThe Challenges (email)(email) cont...cont...
 Emails are often casual and informal -- thisEmails are often casual and informal -- this
can create a potential hazardcan create a potential hazard
 Senders often assume that email is readSenders often assume that email is read
immediately which can create problemsimmediately which can create problems

Do’s and Don’tsDo’s and Don’ts (email)(email)
 DO -- always begin your email with aDO -- always begin your email with a
salutation and the person’s name -- a date issalutation and the person’s name -- a date is
a good idea as wella good idea as well
 DO -- always close the email with a closingDO -- always close the email with a closing
sentence and your namesentence and your name
 DO -- in the subject line write a brief and clearDO -- in the subject line write a brief and clear
reference to your topicreference to your topic

Do’s and Don’tsDo’s and Don’ts (email)(email) cont...cont...
 DO -- consider the order of the recipients --DO -- consider the order of the recipients --
be sensitive to organizational hierarchybe sensitive to organizational hierarchy
 DO -- limit the number of attachmentsDO -- limit the number of attachments
 DO -- consider the purpose of the email --DO -- consider the purpose of the email --
why is it being written in the first place?why is it being written in the first place?
 DO -- consider alternatives -- phone, voiceDO -- consider alternatives -- phone, voice
mail, note, etc. can be more appropriatemail, note, etc. can be more appropriate

 DON’T -- Send the entire email whenDON’T -- Send the entire email when
replying. Only send the part that isreplying. Only send the part that is
essentialessential
 DON’T -- Be too blunt -- email is theDON’T -- Be too blunt -- email is the
coldest form of communications. Watchcoldest form of communications. Watch
the tone. Be friendly but politethe tone. Be friendly but polite
 DON’T -- Write an email longer than twoDON’T -- Write an email longer than two
screens -- it probably won’t be readscreens -- it probably won’t be read

 DON’T -- use “CAPS” for emphasis in theDON’T -- use “CAPS” for emphasis in the
body of the email. It looks and “sounds”body of the email. It looks and “sounds”
angryangry
 DON’T -- use an automatic signature withDON’T -- use an automatic signature with
every email. Use only in your initial email, notevery email. Use only in your initial email, not
when replying to a messagewhen replying to a message

The biggest difference in theThe biggest difference in the
quality of your emailquality of your email
messages is made by youmessages is made by you

Some statements :Some statements :
With their funny meaningsWith their funny meanings

'We will do it''We will do it'
meansmeans
'You will do it''You will do it'

'You have done a great job''You have done a great job'
meansmeans
'More work to be given to you''More work to be given to you'

'We are working on it''We are working on it'
meansmeans
'We have not yet started working'We have not yet started working
on the same'on the same'

'There was a slight miscommunication''There was a slight miscommunication'
meansmeans
'We had actually lied''We had actually lied'

'Lets call a meeting and discuss''Lets call a meeting and discuss'
meansmeans
'I have no time now, will talk later''I have no time now, will talk later'

'We are on the right track but there'We are on the right track but there
needs to be a slight extension of theneeds to be a slight extension of the
deadline'deadline'
meansmeans
'The project is screwed up, we cannot'The project is screwed up, we cannot
deliver on time.'deliver on time.'

'Make a list of the work that you do and'Make a list of the work that you do and
let's see how I can help you'let's see how I can help you'
meansmeans
'Anyway you have to find a way out, no'Anyway you have to find a way out, no
help from me'help from me'

'You should have told me earlier''You should have told me earlier'
meansmeans
'Well even if you told me earlier that'Well even if you told me earlier that
would have made hardly anywould have made hardly any
difference!'difference!'

'We need to find out the real reason''We need to find out the real reason'
meansmeans
'Well, I will tell you where your fault is''Well, I will tell you where your fault is'

'We are a team''We are a team'
meansmeans
'I am not the only one to be blamed''I am not the only one to be blamed'

'That's actually a good question''That's actually a good question'
meansmeans
'I do not know anything about it'''I do not know anything about it''

'All the Best''All the Best'
meansmeans
'' You are in trouble !You are in trouble !

Telephone and VoicemailTelephone and Voicemail
 Most employeesMost employees
have access to ahave access to a
phone (andphone (and
voicemail)voicemail)
 Using a telephoneUsing a telephone
can be spontaneouscan be spontaneous
and often friendlyand often friendly

BenefitsBenefits (telephone/voicemail)(telephone/voicemail)
 Immediate access to audienceImmediate access to audience
 Communication is direct and timelyCommunication is direct and timely
 Takes advantage of tone of voice andTakes advantage of tone of voice and
languagelanguage
 Allows for immediate response toAllows for immediate response to
questions, feedback, etc.questions, feedback, etc.

ChallengesChallenges (telephone/voicemail)(telephone/voicemail)
 Too spontaneous, might not be ready toToo spontaneous, might not be ready to
have a conversationhave a conversation
 Not prepared when a call is receivedNot prepared when a call is received
but take it anywaybut take it anyway
 Can’t reach party in time to relayCan’t reach party in time to relay
informationinformation
 Not everyone has voicemailNot everyone has voicemail

Tips for telephone & voicemailTips for telephone & voicemail
 Let your voicemail speak for you (don’t haveLet your voicemail speak for you (don’t have
someone else record your message)someone else record your message)
 Record a daily greeting - let callers knowRecord a daily greeting - let callers know
when you are availablewhen you are available
 When leaving a voicemail message tell theWhen leaving a voicemail message tell the
person what you want and how they shouldperson what you want and how they should
reply to youreply to you

TipsTips (telephone/voicemail) cont...(telephone/voicemail) cont...
 Leave your name and phone number atLeave your name and phone number at
the beginning of the voicemail messagethe beginning of the voicemail message
not at the endnot at the end
 Before placing a call write down keyBefore placing a call write down key
points you want to coverpoints you want to cover
 Give undivided attention when speakingGive undivided attention when speaking
on the phoneon the phone

TipsTips (telephone/voicemail) cont...(telephone/voicemail) cont...
 Try to return calls immediately, ifTry to return calls immediately, if
someone is calling -- it must besomeone is calling -- it must be
important to themimportant to them
 Avoid calling when angry, be friendlyAvoid calling when angry, be friendly
and helpfuland helpful

FACTOIDFACTOID
55% of what people perceive of others55% of what people perceive of others
comes from body language and facialcomes from body language and facial
expressionsexpressions
38% comes from tone of voice38% comes from tone of voice
7% is based on the actual words people7% is based on the actual words people
useuse

Final ThoughtsFinal Thoughts
A person’s competence and a person’sA person’s competence and a person’s
effectiveness are based on their ability toeffectiveness are based on their ability to
communicate effectivelycommunicate effectively
Competence isn’t the problem --Competence isn’t the problem --
How you Communicate isHow you Communicate is

ResourcesResources
 Seymoure & Shervington,Seymoure & Shervington,
“Essential Managers,“Essential Managers,
Maximizing Performance”,Maximizing Performance”,
DK Publishing, Inc.DK Publishing, Inc.
 Boylan, “What’s YourBoylan, “What’s Your
Point?”, Adams MediaPoint?”, Adams Media
CorporationCorporation
 Ivy Sea Online,Ivy Sea Online,
“Interpersonal“Interpersonal
Communication Quick Tips”Communication Quick Tips”
http://www.Ivysea.comhttp://www.Ivysea.com
 ““Writing Professional E-MailWriting Professional E-Mail
Messages”, compositioncafe.Messages”, compositioncafe.
http://www.compositioncafe.comhttp://www.compositioncafe.com
 Vivian Buchan, “MakeVivian Buchan, “Make
Presentations with Confidence,”Presentations with Confidence,”
Barron’sBarron’s
 Maureen Bauer, “Learning TipsMaureen Bauer, “Learning Tips
for Effective Communication atfor Effective Communication at
Work”, Click10.comWork”, Click10.com

Effective communication skills

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