Transcript Communication Basics

Communication Basics
Basics
 We cannot not communicate
 The way we communicate reflects our innermost
selves, our skills, our confidence
 Our ability to communicate has a direct bearing on:
 Our friendship, promotion, pay rises, responsibilities, career
paths.
 The level of support and help we receive from others
 70% of the mistakes in the workplace are a direct
result of poor communication
Basics
 Communication Impact:
 Verbal





- 7%
Tone of Voice - 38%
Body Language - 55%
The real communication is the message received, not
the message intended
Communication is a two way street; We have to give
as well as gather.
Communication is a dance: a reciprocal process
Basics
I know you believe you
understand what you think I
said but I am not sure you
realise that what you heard is
not what I meant.
Basic Objectives of Communication
 To get your listeners to HEAR you
 To get your listeners to UNDERSTAND
what you have heard
 To get your listeners to AGREE to what
you have heard
 To get your listeners to TAKE ACTION
appropriately
 To receive FEEDBACK from your
listeners
Basics
 Communication is an interpersonal process; hence
not enough being an effective communicator; you
have to improve the manner in which you relate to
people.
 Blocks result when Feelings, Values and Opinions are
confused with Facts.
 Communication is at the core of our being. Words
alone has no meaning; only people can put meaning
into words.
T-A-C-T-F-U-L Communication
 T = Think before you speak
 A = Apologise quickly when you blunder
 C = Converse, don’t compete
 T = Time your comments
 F = Focus on your behaviour, not personality
 U = Uncover hidden feelings
 L = Listen for feedback
Corporate Communication
 Communication explosion; volume of info. Doubled
every year
 Comm. not only about info. available:
 Emphasis need to be on two-way comm.
 To feel in genuine comm. People need an interaction; an
emotional engagement which comes from discussion and
dialogue.
 People less concerned about raw info. but more
about quality of interaction which gives them a sense
of involvement.
Communication style v/s Impact
Informing
Memo; periodicals;
most internet sites
Raising awareness
Change index: 1
Discussion
Briefing groups; chat Raising
rooms
understanding
Change index: 3
Dialogue
Facilitated meetings;
Coaching;
Mentoring; Team
learning
Building commitment
and stimulating
behaviour change.
Change index: 8 - 10
Growth in org. communication
 Top mgnt. desperate to make strategy happen
 With flatter hierarchy people need to understand




what they are supposed to do and why
With speed of change, top mgnt. Need to sustain
people’s interest & commitment; overcoming their
resistance to initiatives.
Anxieties due to Merger & Acquisition activities.
Increased attention to brand and corporate
reputation
Retaining personnel – keeping them involved.
According to Jack Welch:
 If you want to get the benefit of everything
employees have, you’ve got to free them, make
everybody a participant. Everybody has to know
everything, so they can make the right decision
themselves …. The role of the leader is to express a
vision, get buy-in and implement it. This calls for
open, caring relations with every employee, and faceto-face communication.
Communication effectiveness
 Studies show that the comm. function is liable to
contribute best to the orgn. when it is working to
support 4 orgn. competencies:
 Clarity of purpose
 Trusting interfaces with people
 Effective sharing of information
 Top management communication
 It is a combination of these 4 activities that counts.