Leaders Communication Toolkit

The Leader’s Communication Toolkit How to Select the Right Communication Method in an Electronic World

Becky Stewart-Gross, Ph.D.

HRD Press, Inc. • Amherst • Massachusetts

Copyright © 2004, Becky Stewart-Gross

All rights reserved. No part of this book may be reproduced in any form without written permission from the publisher. International rights and foreign translations are available only through negotiations of a licensing agreement with the publisher. Published by:

HRD Press, Inc. 22 Amherst Road Amherst, MA 01002 800-822-2801 (U.S. and Canada) 413-253-3488 413-253-3490 (fax) http://www.hrdpress.com

ISBN 0-87425-778-6

The Business of Listening by Diana Bonet is used with permission by Crisp Publications, Inc., and may not be reprinted without permission of the publisher. Sample Corporate E-mail Policy by Flynn and Kahn is used with permission and may not be reprinted without permission of the authors.

Production services by Jean Miller Editorial services by Sally Farnham Cover design by Donna Thibault-Wong

Dedication This book is dedicated to Mike, my husband and business partner. He is my “dream maker.” Without him, this book would never have become a reality.

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Acknowledgements Thank you to all our clients and seminar participants for sharing and discussing the challenges of communicating in a technological world. They have also demonstrated that anyone can be a leader regardless of their title or position in a company, organization, or family. Thanks to Barb, Nick, Steve Williams, Sr. Rosemary O’Donnell, Dr. David Weinandy, Fran Mader, and Patricia Gross. They have been generous with their time and expertise in reviewing and proofing the manuscript. Their suggestions helped to make this a more useful and readable communication “toolkit” for leaders. Special thanks to my parents, Paul and Helen Stewart, for being a constant source of encouragement. And my final thanks is extended to the staff at HRD Press for their assistance in making this book available to our readers.

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Contents Preface..................................................................................................... ix CHAPTER 1: BUILDING BRIDGES ON A SOLID FOUNDATION................ Build a Solid Foundation .................................................................. What Is Communication?.................................................................. Communication is simultaneous ................................................ Messages are interpreted ............................................................ Communication is contextual ..................................................... Communication is distorted........................................................ Communication is the Taproot of Effective Relationships............... Successful Leaders Focus on the Basics ........................................... “Can Do” Attitudes ........................................................................... Attitudes ..................................................................................... Don’t Be a Communication Buster ............................................ General Communication Tips .................................................... Take Action ................................................................................

1 1 1 3 3 4 5 11 11 16 18 20 23 24

CHAPTER 2: BUILDING BRIDGES WITH PROFESSIONAL TOOLS .......... Listening Skills for Leaders .............................................................. So listen up! ................................................................................ Listening is fundamental ............................................................ Top ten listening skills................................................................ And don’t be fooled! .................................................................. The Business of Listening.................................................... Using Voice Mail Effectively ........................................................... Leaving a message on someone else’s voice mail ..................... Managing your voice mail system..............................................

25 25 25 26 27 28 30 32 32 33

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E-mail for Corporate Success ........................................................... “To use or not to use”................................................................. Guidelines for content, format, and management ...................... Hazards of e-mail ....................................................................... Video Conferencing .......................................................................... Video conferencing advantages.................................................. Guidelines for video conferencing ............................................. “Cell Phone Pests” ............................................................................ Communication Skills Tips ........................................................ Take Action ................................................................................

36 36 37 40 46 46 47 50 52 54

CHAPTER 3: BUILDING BRIDGES TO CODE ........................................... Communication Methods for Leaders............................................... Face-to-face communication ...................................................... Audio communication ................................................................ Print only communication .......................................................... Multimedia communication ....................................................... Blended communication............................................................. Choosing the Right Communication Method ................................... Communication Situations and Their Preferred Communication Method............................................................. Choosing the Right Communication Method Analysis Form ............................................................... Communication Method: Analysis Descriptors ......................... Guidelines for Interviews with Media........................................ Business Writing Guidelines ...................................................... Take Action ................................................................................

55 55 56 57 58 58 59 60 64 67 69 73 74 75

CHAPTER 4: BUILDING BRIDGES WITH A BLUEPRINT FOR ACTION .... 77 Communication Action Plan ............................................................. 77 Take Action ................................................................................ 87 About the Author ................................................................................... 89

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Preface The Leader’s Communication Toolkit focuses on the proliferation of business communication tools and the need to synchronize the purpose of the message, the content, and the audience with a suitable method of communication. It offers standards for communication delivery methods that help leaders, managers, team members, and employees select an appropriate method of communication for their message and their audience. The Leader’s Communication Toolkit will create better business results by providing a comprehensive and up-to-date list of standards, templates, guidelines, and tips for 21st-century communication technology, including cell phone, e-mail, video conference, and voice mail. For business leaders, this practical guide to successful communication explains the basic principles of communication and demonstrates how they can be applied in today’s business environment. It contains sample policies, forms, charts, templates, rating scales, tables, and tests as well as unique communication action plan templates to be used by teams and individuals. The Leader’s Communication Toolkit assists individuals in building bridges to better communication. It provides leaders with the communication skills necessary to become effective communicators who present an image of confidence, competence, and enthusiasm. For team-based companies, enhanced communication is a prerequisite for successful and productive relationships. Enhancing communication allows leaders to do the following: Clarify expectations Build healthier relationships (clients, colleagues, friends, family) Increase productivity Manage conflict more effectively Increase morale Bridge the generations at work ix

THE LEADER’S COMMUNICATION TOOLKIT

On the other hand, poor communication leads to lower productivity, declining sales, poor morale, and increased conflict. The Leader’s Communication Toolkit is written for leaders and emerging leaders. It can be an indispensable resource book for human resource directors, business coaches, managers, and corporate work teams. To build bridges to better communication, leaders must have the basic tools of construction. They must know how to use them, know when to use them, and know which tools are most appropriate for the given situation. With the number of tools available for communicating today, leaders, managers, and supervisors are asking which method is most appropriate in a given situation. They realize that using the most suitable communication method can make the difference between clarity and catastrophe. This workbook is filled with answers, tips, guidelines, rating scales, standards, tests, templates, and samples to help leaders select an appropriate communication method and build bridges to better communication. The Leader’s Communication Toolkit includes the following sections: Building Bridges on a Solid Foundation Building Bridges with Professional Tools Building Bridges to Code Building Bridges with a Blueprint for Action

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Chapter

1

Building Bridges on a Solid Foundation

Build a Solid Foundation Vince Lombardi, the legendary Green Bay Packer coach, was known for addressing his players after many games not so much with congratulations, but rather with reprimand. As the team would gather in the locker room after a game, Lombardi would say to them, “Gentlemen, we have a problem here.” Of course, they all knew what he was going to say because he said the same thing after every game. Some of the veterans played along with him saying, “Yeah, coach, what’s the problem?” Lombardi would say, “Gentlemen, we have a real problem here and what we need to do is get back to the basics.” And then he would pull out a football from behind his back and say, “Gentlemen, this is a football.” Like athletes, leaders must also pay attention to the fundamentals in order to stay on top of their game. Leaders must practice listening, focusing their attention, and asking probing questions; in short, leaders must revisit the fundamentals of communication. And while some of the fundamentals of communication might seem like common sense, they are not necessarily common practice.

What Is Communication? Simply put, communication is the act of sending and receiving messages, usually between two or more people within some sort of context. These messages are usually distinct, provide opportunity for feedback, and frequently get distorted by noise. 1

THE LEADER’S COMMUNICATION TOOLKIT

You can be distracted from the incoming message by: • • • •

Joe

Physical noise Internal noise Psychological noise Noise of words

You send messages with your words in many ways: In person Over the phone Through e-mail By voice mail Over fax machines Via video conferencing Through memoranda In letters

2

Sue

BUILDING BRIDGES ON A SOLID FOUNDATION

Communication becomes increasingly complex as you send additional messages through these nonverbal means: Facial expressions Gestures Posture Eye contact Comfort zone

Joe

Sue

Communication is simultaneous Both the person sending the message and the person receiving the message are communicating simultaneously. At the same moment that you are talking face-to-face with someone, that individual is sending messages back to you. Sometimes you don’t catch what the other person is saying because you are more interested in what you are saying and trying to make sure that your message gets through. Unfortunately, communication is often reduced to two people talking at each other.

Joe

Sue

Messages are interpreted Incoming messages are interpreted, filtered, and perceived by your unique perspective. This unique filter is the sum total of your life experience. Your special filter is an interplay of the following:

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Educational background Age Marital status Family background Ethnic background Travels or exposure to other cultures Gender Political views Economic status Religious beliefs Personality Physical health Stage in life The recipient of what you are saying likewise filters your message. So, be aware of the perspective that will influence the person receiving your message. Also, the more your experiences overlap with those of the recipient, the more clearly the message will be communicated.

Communication is contextual All communication takes place within some sort of environment. Communication is embedded in a specific physical environment, involves timespecific circumstances, and includes the roles of the various participants. This three-dimensional context not only influences the message, but also affects how the message is received. You’ve heard it stated that “this is not the time nor the place for this discussion,” suggesting that you must evaluate whether or not the context is suitable for the message.

Communication makes a difference in your personal life, in your social life, and in your professional life. 4

BUILDING BRIDGES ON A SOLID FOUNDATION

You can be distracted from the incoming message by: • • • •

Physical noise Internal noise Psychological noise Noise of words

Joe

Sue

Communication is distorted All communication is constantly distorted by “noise.” As the recipient, you can be distracted from the incoming message by: Physical noise. Machines humming, phones ringing, and other people talking can disrupt the message. Internal noise. The internal conversations in your head (or what is happening in your personal life) can interfere with incoming messages. Psychological noise. Your prejudices, biases, and closemindedness filter the meaning of incoming communication. Noise of words. Technical jargon, generational terminology, and slang can confuse your understanding of the message. So, while communication might be a simple process on the surface, the undercurrents might cause confusion and complexity. Take, for example, the confusion of “generational terminology.” Leaders who are in their fifties and sixties might struggle to understand the language of today’s 5

THE LEADER’S COMMUNICATION TOOLKIT

Gen Y population. Leaders today must be able to adapt to members of four generations laboring in the workplace at the same time. Working side by side are the Traditionalists, the Baby Boomers, the Gen X’ers, and the Gen Y’ers. Leaders must be able to communicate effectively with members of each group. They must be able to understand and adjust to various group filters, generational terminology, and individual and group biases. Some guidelines for communicating with each generation are provided on the following table. Keep in mind, however, that while these guidelines are helpful and tell us something about these groups of people, you should not stereotype individuals.

6

1922–1945

Born • • • • The Great Depression World War II Korean War GI Bill

Influences

• Patriotic • Loyal • Respects God, country, company • Importance of family • Clear sense of right/wrong

Traits

• • • • • • •

Stress loyalty Stress hard work Appeal to the greater good Appeal to their sense of right/wrong Communicate formally Communicate with print media Communicate with computer technology with caution

Communication Tips: In communicating with Traditionalists you should generally…

Traditionalists

Generation

Tips for Communicating with Each Generation BUILDING BRIDGES ON A SOLID FOUNDATION

7

8 1946–1964

Born • • • • Vietnam Civil Rights Act Women’s Liberation TV Generation

Influences • • • •

Questions authority “Me” generation Crusades for causes More liberal than parents

Traits

• • • • •

Stress personal fulfillment Emphasize fairness to all involved Use brainstorm techniques Communicate using face-to-face method Communicate with reference to the financial bottom line, when trying to justify a position

Communication Tips: In communicating with Baby Boomers you should generally…

Baby Boomers

Generation

Tips for Communicating with Each Generation (continued)

THE LEADER’S COMMUNICATION TOOLKIT

1965–1980

Born • • • • • • MTV Personal computing Latch-key kids Divorced parents TV as babysitter Missing kids on milk cartons

Influences • • • • • •

• • • • • • •

Stress personal security Stress personal goals Stress task at hand Give advice through a mentor Communicate using blended communication Communicate informally Avoid assigning meaningless tasks (explain purpose of tasks)

Traits Techno savvy Independent Skeptical No loyalty Saves money Doesn’t need or want supervisors

Communication Tips: In communicating with Gen X’ers you should generally…

Gen X’ers

Generation

Tips for Communicating with Each Generation (continued) BUILDING BRIDGES ON A SOLID FOUNDATION

9

10 After 1981

Born • • • • • • Desert Storm Disney World DVDs Columbine Terrorism September 11th

Influences • • • • •

• • • • • • •

Communicate informally Communicate using blended communication Share information using instant messaging, Internet, DVDs, tapes Communicate with clear directions Focus on outcomes, not protocol Allow them to pick from options Explain exact procedures

Traits Cyber literate Have fun Be smart Need guidelines No clear view of right/ wrong

Communication Tips: In communicating with Gen Y’ers you should generally…

Gen Y’ers

Generation

Tips for Communicating with Each Generation (continued)

THE LEADER’S COMMUNICATION TOOLKIT

BUILDING BRIDGES ON A SOLID FOUNDATION

Communication is the single most important ingredient in successful relationships.

Communication is the Taproot of Effective Relationships Not too long after a windstorm in the Teton Mountains, my husband and I hiked among fallen lodge pole pines. Without a taproot—a main root growing downward deep into the earth from the center of the tree—the tall, straight, and beautiful pines were at the mercy of winds. The winds were able to uproot the trees and toss them around like a set of pick-up sticks. Likewise, to grow well-grounded relationships, you need more than just surface roots; you need a taproot. To create the stability of effective relationships you need communication—the “taproot of relationships.”

“Communication is the lifeblood or an organization.” – Lee Iacocca

Successful Leaders Focus on the Basics To lead successfully, one must be able to communicate effectively. Successful leaders maintain their focus on the following six truths of effective communication: 1. 2. 3. 4. 5. 6.

Package of signals Content and relationship dimensions Irreversibility of communication Process of adjustment Inevitability of communication The influence of your self-perception 11

THE LEADER’S COMMUNICATION TOOLKIT

1. Package of signals Communication is a package of signals. When communicating face-toface, you send messages not only with your words, but also with your tone of voice and your nonverbal signals. The nonverbal signals associated with the message convey the strongest impression. Psychologist Albert Mehrabian found that nonverbal signals convey approximately 55 percent of a message, tone of voice constitutes 38 percent, and the actual spoken words make up only 7 percent of the message. The message is truly a combination of signals.

Verbal 7%

Vocal 38% Visual 55%

When you select e-mail communication in place of face-to-face communication, the recipient does not benefit from the advantages of nonverbal messages. So, when using e-mail, 93 percent of how the recipient interprets the total meaning of a message conveyed using face-to-face communication is not available.

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BUILDING BRIDGES ON A SOLID FOUNDATION

2. Content and relationship dimensions Communication has both content and relationship dimensions. What you actually speak or write is the content. The relationship component refers to the role that the communicator plays with respect to the recipient. A statement spoken by the CEO of an organization to a group yields a different result than the same words spoken by an hourly employee. Additionally, the relationship dimension refers to how the content of the message might affect the relationship. For example, a supervisor might say to an employee, “Come to my office.” The content refers to the command given to the employee. This command could be stated differently and would impact the relationship accordingly. For instance, the supervisor might have barked, “Get into my office!” or he might have politely requested, “Could you please come to my office?” Thus, the content can affect the relationship. Oftentimes there are disagreements and arguments about a specific communication, but ostensibly, the content is what is debated. In many situations, however, the content is not the real issue. The real issue concerns how the message is affecting the relationship. The recipient of the message might feel, for example, that the person delivering the message is being demanding, domineering, nonchalant, uncaring, or lazy or is demonstrating other traits that affect the relationship. While the discussion or disagreement might focus on the content of the message, the underlying concern might be the relationship aspect of the message. Therefore, to avoid communication failures, pay attention to both the content and relationship dimensions of communication. 3. Irreversible Communication is irreversible. We have all said something and, as the words are still hanging in the air, think, “Oh, I wish I hadn’t said that.” We might even apologize and try to “take it back.” But we can’t take it

13

THE LEADER’S COMMUNICATION TOOLKIT

back. We might say, “Oh, forget about it.” But, what has been said has been said and probably won’t be forgotten. An example of this is when a trial jury is ordered by a judge to disregard an attorney’s statement because it has been stricken from the record. But it is difficult for the jury to forget the statement because its impact has been made. 4. Process of adjustment Communication is a process of adjustment. You need to constantly adjust the method or style of your communication based on such factors as message, context, and audience. Different audiences have varying needs and require different methods or styles of communication. For example, you would use different methods of communicating to different audiences such as your board of directors, your stockholders, the presidential staff, or your employees. 5. Inevitable Communication is inevitable. You are always communicating. You cannot not communicate. People are always “reading” you. So, be aware of what you say, how you say it, and what you do. And don’t forget that they are reading your tone of voice, your facial expressions, and your body language. 6. How you see yourself influences your communication Who you are and how you see yourself impact your communication. For example, how you perceive your communication skills or your role in the organization will influence your style of communication. Additionally, your attitude, whether positive or negative, influences your communication and is apparent as you communicate with others. Attitude is something that you can control at all times. You can determine your attitude each day and each moment of each day. It does not have to be determined by others or by the circumstances in which

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BUILDING BRIDGES ON A SOLID FOUNDATION

you find yourself. Positive attitudes are contagious and productive, whereas negative attitudes are contagious and destructive. Successful leaders have learned to effectively control their attitude. They tend to be upbeat people who accentuate the positive. Successful leaders know that their attitude influences their communication, and at the same time, their communication impacts their attitude. Successful leaders also realize that their attitude is reflected by their words, their tone of voice, and their nonverbal messages. They also understand that their attitude influences everyone they come in contact with, whether at work or in their personal lives. I’m reminded again of a recent trip my husband and I took to the Teton Mountains for some hiking around Jenny Lake. Our first stop was Hidden Falls where we replenished our energy with Gatorade and trail mix. Our next destination was Inspiration Point, 400 feet directly above the falls. Our ascent took us up a narrow, slippery trail carved out of granite. Nearly exhausted, we reached the summit and were rewarded with a breathtaking, panoramic view of Jenny Lake and the surrounding valley. After the usual picture taking and some more trail mix, we began our descent. Just before we reached the dreaded slippery granite pass, I noticed a man climbing toward us wearing a T-shirt and shorts and sweating profusely. That wouldn’t be too unusual except that the rest of us were wearing coats and long pants and were slightly cool. Beside the man stood a woman, who I assumed was his wife, with a contented smile on her face. A short time later as my husband and I reached a lower plateau, I mentioned what an inspiration that was. He said, “Yes, that was genuinely inspiring.” But he wasn’t referring to Inspiration Point; rather, he was referring to the man with the sweat-soaked T-shirt. He pointed out to me that the man didn’t have any legs. He was wearing a prosthesis on each leg—both legs were cut off above the knee. He was climbing up the mountain without any walking sticks or canes.

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THE LEADER’S COMMUNICATION TOOLKIT

Clearly, the attitude of this courageous hiker was not determined by his circumstances; rather, his positive attitude propelled him up the mountain. He did not limit himself by what he thought were his limitations or disabilities. Remember, maintaining a positive attitude will also help you “climb your mountains” and build bridges to better communication.

“Can Do” Attitudes Your attitude is reflected by your choice of words. Positive language generally reflects a positive attitude, whereas negative language generally reflects a negative attitude. To change a negative attitude, start by changing the negative language. Changing your language can be a positive first step in moving from a negative attitude to a positive one. Think of how many times you have been in meetings and have heard the phrases listed in the left column on the following page. Now, imagine the difference created in meetings if the words listed in the right column were used instead. Bear in mind that it is easier to be positive in “good” times than in “bad.” But, it is especially in “bad” times that a positive attitude is needed. Displaying a negative attitude in “bad” times can add momentum to an organization that is in a downward spiral. On the other hand, maintaining a positive attitude during difficult times can help steer the organization in a positive direction. So, remember that attitudes can drag you down or propel you forward. Stay focused on using positive language to reflect your positive attitude. Attitudes are like a virus; they are contagious.

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BUILDING BRIDGES ON A SOLID FOUNDATION

Use Phrases that Build Relationships Replace a negative phrase with one that will help build a relationship. NEGATIVE PHRASE

CONSTRUCTIVE PHRASE

I can’t handle this. What’s your problem? We’ve never done it before. It’s too complicated. We don’t have the resources.

Let’s build a bridge and get over it. How may I help? We have the opportunity to be first. Let’s look at it from a different angle. Necessity is the Mother of Invention.

It will never work. It’s not the way we do it around here. There’s not enough time. You can’t do this. We already tried it. I can’t do it.

We’ll give it a try. I understand your concern. We’ll re-evaluate some priorities. Here are some options. We learned from the experience. I know someone who can help.

There’s no way it’ll work. It will never fly. It’s a waste of time. That would be impossible. It’s a waste of money.

We can make it work. We’ll never know until we try. Think of the possibilities. Get out the duct tape. The investment will be worth it.

We don’t have the expertise. It’s not my job. We don’t have enough money. We’re understaffed. We don’t have the equipment.

Let’s network with those who do. Here’s what I can do for you. Maybe there is something we can cut. We’re a lean, mean machine! Maybe we can sub it out.

We don’t have enough room. It’s not going to be any better. I don’t have any idea. Let somebody else deal with it. I don’t know.

Temporary space may be an option. We’ll try it one more time. I’ll come up with some alternatives. I’m ready to learn something new. I’ll find out.

It’s contrary to policy. We’ve always done it that way. It can’t be done. Can this wait until…? No one communicates.

Anything’s possible. Which do you prefer? It’ll be a challenge. I’ll find someone who can help. Let’s open the channels.

No problem. It’s good enough. I’ll transfer you now. You have to…. You must do….

It’s my pleasure. There is always room for improvement. I’ll connect you with…. Here’s what you can do. Which do you prefer?

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Attitudes “Words can never adequately convey the incredible impact of our attitude toward life. The longer I live the more convinced I become that life is 10 percent what happens to us and 90 percent how we respond to it. I believe the single most significant decision I can make on a day-today basis is my choice of attitude. It is more important than my past, my education, my bankroll, my successes or failures, fame or pain, what other people think of me or say about me, my circumstances, or my position. Attitude keeps me going or cripples my progress. It alone fuels my fire or assaults my hope. When my attitudes are right, there’s no barrier too high, no valley too deep, no dream too extreme, no challenge too great for me.”

Swindoll, C. R. (1982). Strengthening your grip. Nashville, TN: W. Publishing Group, pp. 206–7. Used with permission of Insight for Living, Plano, TX 75025.

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BUILDING BRIDGES ON A SOLID FOUNDATION

Attitude Scale Where do you rate on the attitude scale? Score yourself on a scale of 1 to 5 for each question. Try to give honest answers! 1 = Almost Never 3 = Sometimes 5 = Usually

How’s Your Attitude?

1

3

5

1. Are you realistic, yet optimistic, about the future?

1

3

5

2. Do you approach your work with excitement and enthusiasm? 3. Are you willing to collaborate with team members?

1

3

5

1

3

5

4. Are you willing to function outside your job description?

1

3

5

5. Do you stop rumors from growing? 6. Are you passionate about what you do?

1 1

3 3

5 5

7. Does the stress of your workplace carry over into your personal life? 8. Are you willing to experiment with new ideas or new procedures? 9. Do you view problems as challenges in need of solutions? 10. Do you enjoy interacting with clients and customers?

1

3

5

1

3

5

1

3

5

1

3

5

11. Are you willing to coach or mentor others?

1

3

5

12. Do you have a healthy routine/method of dealing with stress? 13. Does the stress of your personal life carry over into your workplace? 14. Do you dread making calls to clients?

1

3

5

1

3

5

1

3

5

15. Do you genuinely say, “It’s my pleasure”?

1

3

5

Total

Add up the numbers circled.

Scoring: If you scored… 1–25 = Cloudy overhead 26–50 = Rays of sunshine filter through the clouds 51–75 = You are a ray of sunshine to yourself and others

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THE LEADER’S COMMUNICATION TOOLKIT

Don’t Be a Communication Buster Communication is the taproot of effective relationships. Our choice of words and our attitude can make relationships stronger or weaker. As you review this list of “Communication Busters,” see how many you know. Better yet, see how many describe you!

20

•

Rambler. She just doesn’t know when to quit talking.

•

Petty. He is always nit-picky about issues and fails to see the big picture.

•

Snide. He thinks he is funny, but is rude and often hurtful.

•

Brainy. She always thinks she is better than everyone else and tries to use “big words” to prove it.

•

Slicker. He is sure his way is the best and always name drops.

•

Mumbler. He never opens his mouth wide enough; you’re not quite sure what he is saying.

•

Squeaky. She shrills into the phone as she answers your call.

•

Gossiper. He always has some juicy tidbits to share about someone; you’re beginning to wonder what he says about you!

•

Downer. She won’t even let you finish without telling you it won’t work.

BUILDING BRIDGES ON A SOLID FOUNDATION •

Wishy Washy. He won’t take responsibility for anything and will just shrug or say “whatever” when you ask him about it.

•

Geezer. He always brings up past situations—never lets you “get on with life.”

•

Disowner. She is quick to point out other people’s roles, but when you ask her about her role, she responds that “it’s not my job.”

•

Giggler. She ends her statement with a giggle when she is nervous and she is not even aware of it.

•

Up Voice. He ends every statement with an upward inflection of his voice. You are not sure if he is making a statement, asking a question, or just unsure of himself.

We’ve reviewed the fundamentals of communication and the need to develop your ability to communicate on a solid foundation. In addition, we’ve discussed how your attitude affects you and those around you.

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Before we move to the professional tools, take a minute to test your communication skills.

Communication Skills Test Circle the answer that is most truthful. 1.

Do you usually listen without interrupting?

Yes

No

2.

Do you usually recognize and respond to nonverbal messages?

Yes

No

3.

Do you usually agree before you disagree when a controversial issue is raised?

Yes

No

4.

Do you usually discuss just one issue at a time?

Yes

No

5.

Do you usually express the positive freely?

Yes

No

6.

Do you usually express the negative tactfully and respectfully?

Yes

No

7.

Do you usually develop a pattern of reconciliation before conflict occurs?

Yes

No

8.

Do you usually take ownership for your thoughts and feelings?

Yes

No

9.

Which do you usually say more often?

a)

b)

a)

b)

10.

a)

“I was angry when you mentioned the idea to Joe.”

b)

“You make me so angry.”

Which do you usually say more often? a)

“I would like to explain the situation to you without interruption.”

b)

“You’re always interrupting me.”

Score: Write the number of “Yes” and “(a)” responses.

__________

If you scored… 1–3 = You are reading the right book. 4–7 = You have a good foundation. 8–10 = You deserve the “Ronald Reagan Great Communicator Award.”

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General Communication Tips ✔ Adapt your communication style to the uniqueness of each generational type.

✔ Replace your negative statements with positive ones that help build relationships.

✔ Listen without interrupting. ✔ Recognize and respond to nonverbal messages. ✔ Choose to display a positive attitude each day.

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THE LEADER’S COMMUNICATION TOOLKIT

Take Action

1. Identify the generational category for each member of your department, team, or direct reports. Evaluate the communication style that you use with each member and adjust accordingly. 2. Refer to the Attitude Scale on page 19 and specifically the items that you marked 1 or 3. Choose a more positive attitude by implementing the skills and behaviors we’ve reviewed. 3. Refer to the Communication Skills Test on page 22. Make a list of all your “no” and “(b)” responses. Try to improve these communication skills in your daily activity to become a more successful communicator. 4. Refer to page 17. Identify and write down the positive phrases that you use in conversation with peers and in business meetings. Be more aware of them and use them more often. 5. Refer to page 17. Identify and write down the negative phrases that you use in conversation with peers and in business meetings. Write constructive phrases to replace the negative ones. 6. Replace the negative phrases with your newly written constructive ones, and you will begin to build more positive relationships. 7. Read the “Communication Buster” list on pages 20–21 and identify the “busters” that describe you. Think of specific situations in which you communicated in this fashion. Make a conscious effort to change that behavior. Ask someone to discretely point out when you are a communication buster.

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Chapter

2

Building Bridges with Professional Tools

Every builder needs to possess and use the right tools. This is also true for leaders who want to build effective relationships. Some professional communication tools that leaders need include listening skills, voice mail, e-mail, video conferencing, and a cellular phone. Let’s begin with the most basic and fundamental communication skill—listening.

Listening Skills for Leaders “Sorry, I didn’t hear you.” How often do we hear these words or words just like them? “Excuse me, would you please repeat that?” “Sorry, I wasn’t listening.” “Pardon me, I didn’t hear what you were saying.” “Can it wait until after the game?” Too frequently we don’t pay enough attention while others are speaking. We just don’t listen! As a result of poor listening habits, we can misinterpret the message, make more mistakes, or ruin relationships. Failure to listen properly can demonstrate a lack of respect for the speaker, disapproval of the speaker as a person, and rejection of the speaker’s message.

So listen up! If you want to clearly understand the message, if you want to be more productive, if you want to build better relationships, if you want to be more respectful, if you want to affirm the other person, then listen up! 25

THE LEADER’S COMMUNICATION TOOLKIT

Some people pretend to be listening. Others hear only part of the message being communicated—usually only the part they want to hear. Some people listen so that they know when they can begin talking. In a more sophisticated environment, some people might hear the words being spoken, but do not comprehend the message—nor do they comprehend what was communicated “between the lines.” There are a number of reasons why people don’t listen attentively: “I’m sorry I was distracted by the conversation over there.” “I just can’t focus today because my son is having problems at school.” “Oh, excuse me, I was thinking about yesterday’s Packer game.” “It’s difficult for me to pay attention today because I’m stressed out over some personal problems.”

If you think communication is all talk, you haven’t been listening.

Listening is fundamental Listening is the basis of effective communication. If Lombardi were our communication coach, he might begin by saying, “Gentlemen, let’s begin with our listening skills.” Because listening skills are learned and not inherited from our ancestral gene pool, we must first make them the focus of our attention and then practice them regularly. We must practice our listening skills because while listening might seem to be just common sense, effective listening is certainly not common practice.

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BUILDING BRIDGES WITH PROFESSIONAL TOOLS

Listening and hearing are not the same things. Hearing is a natural process, whereas listening is a learned set of skills.

Top ten listening skills The first step in listening is to act like you are listening. Your body language must demonstrate your attentiveness. But to listen effectively, you must do more than simply act like a good listener. You must be an active listener. As an active listener, you interact with the speaker while you are listening. Successful listeners focus their attention on both the speaker and the message in order to comprehend what is being communicated. The effective listener works to comprehend the entire package of signals: the speaker’s words, the tone of voice, and the nonverbal messages. In order to understand the intended message, perfect these top ten listening skills: 1.

Look like you are listening. Use appropriate body posture and eye contact. Use head nods. Use vocal recognition.

2.

Ask questions: Probe for understanding (How? What? Where? When? Who?). Save the “Why” question for later so that the speaker doesn’t get defensive.

3.

Get more information. “Tell me more about that.”

4.

Give feedback. Acknowledge. Summarize. “Is this what you mean?” Repeat the message by phrasing it in your own words. “Do I understand this correctly?”

5.

Let the speaker know that you are not fully informed on the subject. “I don’t know much about this.” “I have never been there.” “I have not heard of that before.” 27

THE LEADER’S COMMUNICATION TOOLKIT

6.

Empathize with the speaker.

7.

Don’t interrupt. Let the speaker finish.

8.

Keep your emotions in balance.

9.

Give your undivided attention to the speaker and message.

10.

Observe nonverbal behaviors or nonverbal messages.

See the table below for positive and negative listening skills. POSITIVE LISTENING SKILLS

NEGATIVE LISTENING SKILLS

Making eye contact

Looking away, reading your e-mail

Showing genuine concern

Pretending to listen

Asking questions

Maintaining silence

Providing feedback

Giving no feedback

Summarizing speaker’s comments

Sighing or gasping

Empathizing with speaker

Disregarding the speaker

Not interrupting

Interrupting

Leaning forward, when appropriate

Turning your body away

Giving head nods when appropriate

Rolling eyes

Encouraging facial expressions

Frowning, scowling, slouching

Extending open arms

Crossing arms

And don’t be fooled! Listening and hearing are not one and the same. Sometimes we hear noise, words, and music around us, but we are not truly listening. Hearing is a natural process where information comes in through our sense of hearing. Listening, on the other hand, is a learned set of skills; it is the act of processing what is heard. 28

BUILDING BRIDGES WITH PROFESSIONAL TOOLS

Don’t think for a minute that all listeners receive the same message. Some listeners do not listen attentively, others are pre-occupied, some are trying to process several thoughts, and some simply have difficulty with their physical sense of hearing. Unless leaders work diligently on the clarity of their message, expect that their listeners will exit the meeting with a range of interpretations of the “clear and concise message.” So by improving your listening skills, you will in addition improve your productivity, enhance your relationships, make fewer mistakes, and clearly understand the incoming message. Improve your listening skills, and you too can build bridges to a more successful personal and professional life. Listening is the MVP (most valuable part) of communication. Using your listening skills effectively can assist you in becoming the MVP (most valuable partner) in your organization.

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THE LEADER’S COMMUNICATION TOOLKIT

The Business of Listening In business… • • • • • • •

To listen effectively is to reach clarity of understanding To understand clearly is to respond appropriately To respond appropriately is to enhance communication To enhance communication is to support cooperation To support cooperation is to improve morale To improve morale is to increase job commitment To increase job commitment is to focus on productivity

Listening is good business.

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BUILDING BRIDGES WITH PROFESSIONAL TOOLS

Rate Your Listening Skills Where do you rate your listening skills? Score yourself on a scale of 1 to 5 for each question. Try to give honest answers! 1 = Almost Never

3 = Sometimes

5 = Usually

Rate Your Listening Skills

1

3

5

1. Do you use appropriate body posture and eye contact? 2. Do you use vocal recognition and head nods?

1 1

3 3

5 5

3. Do you ask questions and probe for understanding?

1

3

5

4. Do you ask for more information?

1

3

5

5. Do you give feedback by repeating the message in your own words?

1

3

5

6. When you are not familiar with the topic, do you let the speaker know that you are not fully informed on the subject? 7. Do you empathize with the speaker?

1

3

5

1

3

5

8. Do you let the speaker finish before you begin to speak?

1

3

5

9. Do you keep your emotions in balance?

1

3

5

10. Do you give your undivided attention to the speaker and message?

1

3

5

11. Do you observe the nonverbal messages of the speaker? 12. Do you summarize by phrasing the message in your own words?

1

3

5

1

3

5

Total

Add up the numbers circled.

Scoring: If you scored… 1–25 = Turn off the tube and re-read the listening section. 26–50 = You are on the right track. 51–60 = Congratulations! You are a skilled listener.

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THE LEADER’S COMMUNICATION TOOLKIT

Using Voice Mail Effectively Using voice mail can either help you create a positive professional image and increase your productivity and efficiency, or it can cause frustration, create misunderstanding, or portray an image of incompetence and unprofessionalism. Make voice mail work for you by focusing on leaving effective messages and managing your voice mail efficiently.

Leaving a message on someone else’s voice mail Employing a few simple rules when leaving a message can help you create a professional image, save time, and increase the chances that your call will be returned. To leave an efficient message and to create a professional voice mail image, follow these simple guidelines. 1. Leave your name and number twice. Leave your name and phone number at the beginning and end of a voice mail message. The recipient shouldn’t have to replay your message again and again to decipher your name and number. 2. Spell your name. Do so slowly so that the recipient gets it right the first time. 3. Leave a brief message. Leave all pertinent information about why you’re calling so that the receiving party can gather the information before calling back. Ask that information be left on your voice mail if you are not available. 4. Be specific about what you want. There’s a good chance someone can leave the information you need on your voice mail—thus eliminating an unnecessary round of phone tag.

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BUILDING BRIDGES WITH PROFESSIONAL TOOLS

5. Beware. Be cautious about leaving your message on a machine that doesn’t identify the name: You might be leaving a message at the wrong number. We’ve all received messages for someone else such as this, “This is Irene at the bank. Our conference call will be at 10:00 a.m. today. Please be ready with your information.” Irene has no way of knowing that she has left a message at the wrong number. 6. Provide key information first. Assume your message won’t be listened to in its entirety, so put key information at the beginning. 7. Indicate the topics. If you’re going to discuss more than one topic, say so up front. 8. Enunciate. The audio quality of voice mail varies dramatically. Speak up and state your business clearly. Be sure to speak slowly and clearly when saying your name and phone number. 9. Don’t leave repeat messages. Your second call is no more likely to be returned than your first. Try sending an e-mail message instead. 10. Keep it brief. Many voice mail systems are set for 45 seconds or less. Be prepared to leave a short message and don’t ramble.

Managing your voice mail system Being pro-active with your voice mail can decrease phone tag and increase your productivity. Keep your greeting short. Keep your greeting informative and cheerful. Include your name (both first and last), department, and company; that you’ll return the call as soon as possible; and how the caller can reach a live person if needed. If you must have a long greeting, tell the caller how to skip it in the future.

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THE LEADER’S COMMUNICATION TOOLKIT

1. Check your messages frequently. When on the road, call in for messages at least once a day. 2. Return calls daily. Return calls within the same workday (at least within 24 hours). It is OK to return calls from the road, even if it is to say that you will call the next day with the requested information. 3. Change message daily. If you are in and out of the office, change your message daily and explain when you will be in to take and return calls. 4. Personalize your message. If you still have your first impersonal message, then it is time to upgrade. Personalize it with something like this: “This is John Doe. It is Monday and I’ll be out in the factory until 3 p.m. I’ll be back in the office from 3 to 6 p.m. to answer and return calls.” If you change your message only when you are on vacation, don’t forget to change it back. Follow these simple tips, and you can manage your voice mail professionally and efficiently and build bridges to better communication.

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BUILDING BRIDGES WITH PROFESSIONAL TOOLS

Is Your Voice Mail Creating the Image That You Want? Does your voice mail create a positive, professional image? Score yourself on a scale of 1 to 5 for each question. 1 = Almost Never

3 = Sometimes

5 = Usually

Rate Your Voice Mail Image

1

3

5

1. Leave your name and number at the beginning and end of the message?

1

3

5

2. Spell your name for the recipient?

1

3

5

3. Briefly state the reason for your call? 4. Refrain from leaving messages on machines that do not identify the name? 5. Leave key information first, before you “chit chat”?

1 1

3 3

5 5

1

3

5

6. List the topics you need to discuss?

1

3

5

7. Check your messages at least once per day?

1

3

5

8. Respond to incoming messages within 24 hours?

1

3

5

9. Change your message if you are out of the office frequently?

1

3

5

1

3

5

When leaving a message, do you…

When managing your voice mail, do you…

10. Tell the caller how to reach a live person if needed? Total

Add up the numbers circled.

Scoring: If you scored… 1–25 = You portray an unprofessional image. 26–40 = You are being pro-active. 41–50 = You present a positive professional image.

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THE LEADER’S COMMUNICATION TOOLKIT

E-mail for Corporate Success As a professional business tool, e-mail can help you be more productive in your job, or it can create misunderstandings and frustration. As with any business tool, e-mail must be employed professionally and appropriately to realize positive effects; it can increase your effectiveness and your productivity if you use it properly. E-mail is a terrific way to communicate with people. It’s quick, easy, and might be the key to your success and professional development. However, e-mail can also bog you down, present an unprofessional image, and/or communicate an undesired message if you use it without caution. It can hinder your career and even be a “career stopper” if you employ it improperly. Before you send an e-mail message, you should know when to use it, follow a few simple guidelines, and watch out for hazards.

“To use or not to use” In today’s fast-paced, high-tech business environment, you can often select e-mail as your preferred method of communication without realizing the consequences. However, with a little reflection, you will understand that there are certain situations in which e-mail can be used advantageously and other situations in which it can be a “career stopper.” While e-mail can be an excellent means of communicating with colleagues and clients, it is not the best way to cultivate a relationship. Moreover, e-mail should not be the communication method employed to resolve differences of opinion or to mediate interpersonal conflicts. Keep these guidelines in mind as you decide whether or not to communicate via e-mail. Use e-mail when… • •

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Sharing “need-to-know” facts Setting up meetings

BUILDING BRIDGES WITH PROFESSIONAL TOOLS • • • • • •

Distributing documents Giving project updates Getting answers to specific questions Documenting conversations that require a paper trail Sending brief messages Complimenting a “job well done”

Do not use e-mail… • • • • • • •

To resolve differences of opinions To address interpersonal conflicts To challenge a co-worker’s idea To discipline an employee To communicate with a person who sits right next to you To share chain letters, stories, or jokes To deliver bad news

When we move from face-to-face interaction to e-mail and to web media, we lose 93% of how we normally interpret the message.

Guidelines for content, format, and management Just as a golfer must learn the correct “form and technique” when using various clubs, so also must the professional businessperson acquire the appropriate “form and technique” when using e-mail. You can improve your efficiency and save yourself embarrassment, misunderstanding, and unintended consequences by employing the correct content, form, and management before you send your e-mail on its way. Before you click the send button, consider these guidelines regarding the content and format of your e-mail message as well as the management of your e-mail system. 37

THE LEADER’S COMMUNICATION TOOLKIT

E-mail content •

Include a greeting and closing.

•

Lead with your main message.

•

Change the subject line when the topic has changed.

•

Cover one topic per e-mail when action is required.

•

Communicate the desired tone through appropriate words.

•

Use spell check.

•

Use appropriate grammar.

•

Be polite; use “please” and “thank you” as much as you would in daily life.

•

Don’t use e-mail acronyms such as “LOL” (laugh out loud) or “☺.”

•

Keep time zones in mind (U.S. and worldwide).

•

Always proofread before sending.

E-mail format •

Make the subject line informative.

•

Include one of the following at the beginning of each subject line: ─ ─ ─ ─

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FYI = For your information, no reply needed ACT = Action required URGENT = Open immediately EOM = End of message (entire message is in the subject line, no need to open the e-mail)

•

Set your font to Arial, 12 point.

•

Use the “To” field for those who should reply to your message.

BUILDING BRIDGES WITH PROFESSIONAL TOOLS •

Use the “Copy” field for those who “need to know” the information, but who do not need to reply.

•

Write professionally.

•

Use short sentences.

•

Use short paragraphs and bullet points.

•

Don’t use all capital letters.

•

When replying, keep original subject headings.

•

Don’t attach large files without the recipient’s prior approval.

E-mail management •

Check your e-mail at least once a day.

•

Respond immediately if time permits and the reply is warranted.

•

Save messages to your hard drive if the content will be useful in the future.

•

Don’t let messages linger in your in-box. Remember the 5 Ds: ─ ─ ─ ─ ─

Do it Delegate it Delay it Dump it Detour it

Reply in a timely manner Forward to someone else Set aside to think through Delete all you don’t need Move to appropriate personal folder for future use

•

Everybody’s overloaded, so make a high-priority e-mail stand out. Take advantage of the colored priority-check option or add colored fonts when possible. Profit by the phrase “urgent”; but don’t cry wolf.

•

Make use of the e-mail auto signature function that includes your name, company name, and address; telephone, fax, and cell numbers; and e-mail address and Web address. 39

THE LEADER’S COMMUNICATION TOOLKIT •

Activate auto reply when you are unable to reply to e-mail for an extended period of time.

•

Remove yourself from inappropriate distribution lists.

•

Set up subject-specific personal files.

•

Back up your e-mail address book regularly.

•

Too much e-mail? For those who receive 100–1,000 e-mail messages per day: Have an assistant screen all e-mail, delete spam, respond to strangers, schedule meetings, and compile and forward “need to read” e-mail messages. Employ software filters. Some e-mail programs can filter out certain unwanted e-mail messages and color code others for your attention. Use multiple e-mail addresses for personal and business messages. Go wireless. Wireless e-mail devices can let you handle e-mail anywhere, anytime.

Hazards of e-mail E-mail hazards can cause you embarrassment and even jeopardize your career. As a written method of communication, e-mail does not allow for the communication of your tone of voice, body language, or facial expressions. What is contained in the e-mail message is all that the recipient has to go on. Therefore, your selection of words might cause your message to be misunderstood or misinterpreted. What you intended as a comical remark might be interpreted as sarcasm. Also, be mindful that spelling and grammatical errors portray an unprofessional and incompetent impression. Proofreading your document before sending it often eliminates these errors and their corresponding unwanted impressions. 40

BUILDING BRIDGES WITH PROFESSIONAL TOOLS

Realize that it is easy to inadvertently send an e-mail message to the wrong person. Understand that once an e-mail message is sent, it might linger in cyberspace, and more importantly, it has the potential to become public. Also, appreciate the dangers of viruses. So beware of these hazards: •

Reply all. Know the difference between “reply” and “reply all.” “Reply all” can unwittingly send your e-mail response to the wrong people.

•

Trailing messages. When replying, some e-mail systems retain all previous messages. This can be helpful as the conversation continues; however, it can be awkward—and even disastrous—as you include additional people in the ongoing discussion. Remember that those recently included will see all previous messages.

•

Viruses. Beware of e-mails from strangers. Don’t download unsolicited attachments and be cautious opening e-mail from them.

•

The forward feature. Use this feature with caution. Your e-mail message might be entering the spin zone. Your “clear and concise” message to one intended individual might be forwarded to countless others with the message spinning out of control.

•

The “To” field. Double check the “To” field. Horror stories abound because the wrong name was inadvertently selected for the “To” field.

•

Forward/Reply. The vice president confidentially forwards an e-mail message to you (for your eyes only) that was sent to him from one of your staff members. You read the message (from your staff member, but forwarded from the VP), tap reply, and dash off a reply to your staff member. But, oops, your message went to the VP as a reply and not to your staff member. So, be mindful of who should receive your message.

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THE LEADER’S COMMUNICATION TOOLKIT •

E-mail is not as private as you think. “Your company may monitor the messages on the e-mail system as a matter of policy. Your message can be stored and retrieved from computers through which your message passes on the way to your recipient. Recognize that your message could be provided to law enforcement agencies in response to an investigation, or to other parties in response to a request for production of documents during discovery in a lawsuit” (Business Quality E-mail. Direct Contact Publishing. Kennewick, WA 99336). Over 81 percent of organizations have established written policies designed to control electronic content and guide employees’ online activity. Approximately 10 percent of employers have received subpoenas for employee e-mail. And nearly 10 percent of employers have defended sexual or racial harassment and discrimination claims based on Internet and e-mail.

You can improve your effectiveness, increase your productivity, create a professional impression, and save valuable time when the e-mail content is appropriate, the format is professional, and you are vigilant in the management of your e-mail system. When employed wisely and professionally, an e-mail message can be a most valuable business tool. The following is a sample corporate e-mail policy. If your organization doesn’t have a formal policy, the process to develop one should be initiated.

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BUILDING BRIDGES WITH PROFESSIONAL TOOLS

Sample Corporate E-mail Policy Because e-mail is an efficient way to send urgent messages and/or messages to multiple readers, ___________ is pleased to make e-mail access available to employees. Employees using the organization’s e-mail system must adhere to the following e-mail policy and procedures: 1.

The e-mail system is reserved for business use only.

2.

Use extreme caution to ensure that the correct e-mail address is used for the intended recipient(s).

3.

Be aware that management may access and monitor e-mail at any time for any reason without notice.

4.

Do not treat e-mail as confidential or private.

5.

Employees must provide the Chief Information Officer with passwords.

6.

Only authorized personnel are permitted to access another person’s e-mail without consent.

7.

Employees should exercise sound judgment and common sense when distributing messages. Client-related messages should be carefully guarded and protected like any other written materials. You also must abide by copyright laws, ethics rules, and other applicable laws.

8.

Sending harassing, abusive, intimidating, discriminatory, or otherwise offensive e-mails is strictly prohibited.

9.

Use of _______’s e-mail system to solicit for any purpose without the consent of the Chief Information Officer is strictly prohibited.

10.

Violation of this e-mail policy will subject the employee to disciplinary action, up to and including termination. 43

THE LEADER’S COMMUNICATION TOOLKIT

Sample Corporate E-mail Policy (continued) If you have any questions about the above policies, address them to ____________before signing the following agreement. I have read ________’s e-mail policy and agree to abide by it. I understand that violation of any of the above policies and procedures may result in disciplinary action, up to and including termination. ______________________ User Name ______________________ User Signature ______________________ Date

2003, Nancy Flynn and Randolph Kahn, Esq. Get the advice of counsel before taking any action regarding e-mail policies. This information is intended to provide useful information on the topic covered, but should not be construed as legal advice or a legal opinion. Also remember that state laws may differ from federal law.

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BUILDING BRIDGES WITH PROFESSIONAL TOOLS

E-mail IQ When to Use E-mail? Answer each item by circling either True or False.

You should use e-mail… 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16.

To share facts To schedule meetings To address interpersonal conflicts To attempt to be personal To distribute documents To provide specific answers To resolve conflicts To cultivate a relationship To deliver bad news To share jokes To document ongoing discussions To send brief messages To compliment a “job well done” To resolve differences of opinion To challenge a co-worker’s idea To communicate with a person in the next cubicle

True True True True True True True True True True True True True True True True

False False False False False False False False False False False False False False False False

Check your answers using the key below. If you scored… 1–5 = Re-read. You were not paying attention. 6–9 = You are starting to get the idea. 10–13 = You’ve got the hang of it now. 14–16 = You are an e-mail pro.

Answers 1. T 2. T 3. F 4. F

5. T 6. T 7. F 8. F

9. F 10. F 11. T 12. T

13. T 14. F 15. F 16. F

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THE LEADER’S COMMUNICATION TOOLKIT

Video Conferencing Travel has become a major consideration in meeting management. Since September 11, 2001, travel takes longer and employees aren’t as eager to leave their families. It’s becoming much more common not to travel and for companies to explore other communication methods. One such method is video conferencing—a blend of face-to-face and off-site communication. Video conferencing is affordable, reduces travel and personnel costs, and is accessible to all organizations regardless of size or location. Video conferencing, or Web casts, allow each worker to get information simultaneously, often straight from the boss. This cuts down on hearing the message secondhand and allowing it to get misinterpreted along the way. Video conferencing can be an excellent interviewing tool. For instance, rather than narrowing the job candidate field down to one or two, you can choose five to ten people and interview them via video conferencing.

Video conferencing advantages

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•

Reduces distortion of message. Large numbers of people can participate at the same time and hear the same message, thereby eliminating the distortion of the message that could occur by the message being passed along from person to person and at different times.

•

Increases interactive communication. Video conferencing can truly be interactive, two-way communication. The presenter can respond to questions as they arise.

•

Enhances participation, understanding, and retention. During a video conference, a presenter has the capability to use visual aids to enhance the message and to increase participants’ understanding and retention of the message. Visual aids can increase message retention from 25 percent to over 50 percent.

BUILDING BRIDGES WITH PROFESSIONAL TOOLS •

Encourages spontaneous communication. During video conferencing, the presenter and participants can interact spontaneously and immediately unlike e-mail, fax, and letter.

•

Allows for timely response to urgent situations. Video conferencing can be used to assemble people in times of crisis or urgency. There is no need to build in travel time.

While there is an overwhelming upside to video conferencing, large amounts of detailed arrangements must be coordinated, scheduled, and put into motion for video conferencing to be successful. As you enter the world of video conferencing, be mindful of these guidelines and maximize the effectiveness of your video conference.

Guidelines for video conferencing Planning a video conference • • • • • •

Determine the date, time, and length. Set objectives. Develop an agenda with time allotted. Identify who must be present. Appoint a leader for each site. Distribute meeting materials (via fax, e-mail, document reader).

Set-up Equipment • Test all equipment for sending and receiving audio and video. • Make sure the camera is very stable. • Position monitors so that all members of the audience can see them.

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THE LEADER’S COMMUNICATION TOOLKIT •

•

Ensure that there is one person per diagonal inch of screen. For example, a 24-inch screen should serve no more than 24 people. Provide a fax machine, telephone, whiteboard, and document camera for each video site.

Lighting • Remove lighting near the monitor to reduce glare. • Have plenty of light on the person speaking. • Reduce or eliminate light from outside windows. Audio • Place the microphone in a central location. This is critical if there is only one microphone. • Use a microphone on a stand or multiple microphones if there are more than 12–15 people at a site. • Be aware of and reduce outside noise. Presentation Materials • Use a bold typeface of at least 14 point. • Use only two-thirds of an 8½” x 11” page; leave margins free. • Use landscape mode. • Use simple graphics. Video Meeting Etiquette • Review the agenda in advance. • Arrive at least 15 minutes early. • Open by introducing all participants at all locations (either individually or by groups). • Review objectives and time allotted. • Keep the meeting focused. • Announce your name when you start speaking. • Wait until the camera is focused on you before you speak. • Keep your microphone muted if no one at your site is speaking. 48

BUILDING BRIDGES WITH PROFESSIONAL TOOLS • • • • • • •

Avoid side conversations or disrupting noises. Use names to direct questions to specific people. Give each person time to answer or make a comment. Be aware that there might be a delay in the connection. Announce who is entering or leaving the room. Keep the camera on the speaker unless showing a visual. Begin and end on time.

Video Meeting Attire • For a professional appearance Generally, dress as you would for a business meeting. Wear solid-colored shirts or blouses (light against a dark jacket). Wear muted, contrasting-colored ties or scarves. Wear simple jewelry. Always keep your jacket buttoned for stand-up presentations. Sit on the tail of your jacket to keep the collar from bunching up behind you when in a seated position. Coordinate the background color of the set with your outfit. You want a sharp contrast between you and the background. • Don’t wear Bright reds or oranges as they “bleed.” Plaids, stripes, or small patterns; they tend to “dance” on the screen. Flashy, dangling jewelry. Follow these guidelines to enjoy the benefits of video conferencing and to build bridges to better communication.

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THE LEADER’S COMMUNICATION TOOLKIT

“Cell Phone Pests” When Elvis was king and sock hops were cool, our roads were trashed by inconsiderate fools. That was before we learned to respect our physical environment and promoted “Do Not Litter” programs. With national attention on cleaning up our environment, the “litter bugs” were out and litter bags were in. With the same national focus, “cell phone pests” can go the way of the litter bugs. With a little pest control, “cell phone pests” will morph into polite cell phone users. Just as an earlier generation had to learn to respect their physical environment, today’s generation must learn to respect those within earshot of their cell phone. Just as an earlier generation learned not to trash the roads, today’s generation of cell phone users must learn not to annoy those enjoying the serenity of a concert or a romantic dinner. Everyone seems to have a rude or annoying cell phone story. We hear about cell phones being inappropriately used during surgical procedures, funerals, concerts, church services, lectures, shows, and in museums, restaurants, movie theaters, classrooms, elevators, and even bathrooms. Of course, cell phones are a marvel of modern technology and have limitless uses. While on the golf course, you can be in touch with the office. While on an island beach, you can check in on the kids. You can communicate with anyone, any time, anywhere, but do so while respecting your audiences. Keep in mind that as a cell phone user, you have two audiences. Obviously, the recipient of the call is your first audience. Those who are within earshot of you represent the second audience. Anyone within ten feet of you can hear your conversation, which might be of a confidential, intimate, or emotional nature. Most people hold their regular phone calls while in a business meeting or let them go to the answering machine out of respect for those with whom they are conferring. Why not demonstrate the same respect when toting a cell phone? Turn your cell phone off or onto vibrate when moving

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into a public place. When taking a call in a public location, move immediately to a private location. Remember, it is not the cell phone itself, but the cell phone user who might be rude and annoying. Follow these tips to become a socially conscious cell phone user and build bridges to better communication. Turn your cell phone off or on to vibrate when moving into a public place. When taking a call in a public location, move immediately to a private location. Maintain a ten-foot privacy zone when in public. Use an earpiece. Don’t dial while driving. Use a handless microphone while driving. Indicate to your caller that you are on a cell phone and you might be interrupted by static or even be disconnected. Exercise some “pest control” when using your cell phone. Be safe and considerate and avoid being a “cell phone pest.”

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Communication Skills Tips Listening Tips •

Use the “ready position” (sit slightly forward) when you are listening.

•

“Look ‘em in the eye,” switching from eye to eye every three to five seconds so that you are not staring.

•

Use vocal recognition (especially when you are on the phone) so that the other person knows you are still there and are listening.

•

Use head nods when appropriate.

•

Empathize with the other person. Try to understand the speaker’s perspective and think about any “noise” he/she might be experiencing.

•

If you find that you are interrupting, pause and take a sip of water after the person has completed his/her idea. You will be amazed at how often the person starts speaking again!

•

Keep your emotions in check. Withhold your nonverbal messages and vocal sounds that might give away your emotions so that the speaker has a chance to share his/her information.

Voice Mail Tips • • • •

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Leave your name and number twice. Spell your name. Check your messages frequently. Return calls within 24 hours.

BUILDING BRIDGES WITH PROFESSIONAL TOOLS

E-mail Tips • • • • • • • • • • • •

Do not use e-mail to resolve conflicts. Change the subject line when the topic has changed. Cover only one topic per e-mail. Always proofread before sending. Make the subject line informative. Don’t attach large files without the recipient’s prior approval. Activate auto reply when unable to reply for an extended period of time. Back up your e-mail address book regularly. Know the difference between “reply” and “reply all.” Beware of the “forward feature.” Double check the “To” field. Remember: E-mail is not as private as you think.

Cell Phone Tips • • •

Turn your cell phone off or on to vibrate when moving into a public place. Maintain a ten-foot privacy zone when calling in public. Use a handless microphone while driving.

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Take Action

1. Refer to page 30, Rate Your Listening Skills. Make a list of those items that you marked as a 5. Be more aware of these acquired listening skills and use them more often. 2. Refer to page 30, Rate Your Listening Skills. Make a list of those items that you marked as a 1 or 3. Practice using these listening skills, and you will begin to build bridges to a more successful personal and professional life. 3. Refer to page 34, Rate Your Voice Mail Image. Make a list of those items that you marked as a 5. Be more aware of these positive skills and use them more often. 4. Refer to page 34, Rate Your Voice Mail Image. Make a list of those items that you marked as a 1 or 3. Try to implement these when using voice mail. 5. Take the E-mail IQ test on page 44 and adjust your use of e-mail accordingly.

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Chapter

3

Building Bridges to Code Choosing the Right Communication Tool

Communication Methods for Leaders Carpenters know that they can have the best tools in the world, but if they don’t know when to use them or which ones to use on a given job, they will end up with sloppy, unprofessional craftsmanship. In today’s business world, leaders need to understand what communication tools are available and be able to determine which one is most suitable for the job at hand. Selecting the best communication method for a given situation will maximize the effectiveness of the message. With recent developments in technology, you, your team, and your organization now have a variety of communication options to select from. These options range from the simple to complex, local to international, personal to impersonal, formal to informal, and face-to-face to multimedia. In addition to the traditional face-to-face meetings, phone calls, letters, and memos, you can now choose from: • • •

E-mail and instant messaging Videos, audiotapes, voice mail, and video phone Video conference, teleconference, and Web conference

Organizations need to manage communication. By controlling communication, organizations can ensure that employees and stakeholders are headed in the same direction and moving toward the same goals. Leaders and managers can steer the direction of their organization rather than allowing rumors and misinformation to guide it off course. They can stay focused on the business plan rather than deal with day-to-day crises. 55

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Employees also benefit from managed communication. They enjoy a sense of security that comes from an organization that communicates clear, consistent facts, not misinformation and rumors. They derive a sense of calm from the shared purpose communicated to them as opposed to confusion and frustration resulting from ambiguous miscommunication. They develop a sense of pride, integrity, and professionalism rather than a sense of embarrassment. Given the alternatives, it is best to plan and manage your organization’s communication. To manage communication, you must coordinate the content of the message, the intended recipient, the timing, and the communication method. Some information is more appropriately communicated by certain communication methods. And certain communication methods lend themselves to particular types of information. Each method has built-in pros and cons regardless of the information being communicated. The following is a brief description and analysis of the communication methods available to leaders, managers, and employees.

Face-to-face communication Face-to-face communication can take place in individual or group settings. It should be familiar to anyone who has spent time on planet Earth. Obviously, because of its personal nature, it can be an excellent method for creating relationships. Face-to-face communication makes it easier to interpret the message because, as noted earlier, 55 percent of the message is conveyed through nonverbals, 38 percent of the message is conveyed by tone of voice, and the actual words that are used make up only 7 percent of the message. Additionally, face-to-face communication encourages the involvement of the participants, can be formal or informal, allows all participants to hear the same information simultaneously, and provides an opportunity for questions to be addressed immediately. The disadvantages to face-to-face communication are that all participants need to be in close proximity, the presenter might be put “on the spot” if not adequately prepared, the audience can see the nonverbal 56

BUILDING BRIDGES TO CODE

messages of the presenter (which might be inconsistent with the intended message), and scheduling the meeting can be tricky with people’s busy schedules. In general, use face-to-face communication when the purpose of the message is to motivate, generate commitment and support, resolve problems, make decisions, and make significant announcements. It can be used with any size audience, but keep in mind that the larger the group, the more impersonal. Use face-to-face communication when the content to be communicated is confidential, sensitive, complex, significant, or relating to decision making or problem solving. In addition, use it when delivering bad news or resolving conflict.

Audio communication Audio communication can take place via telephone, voice mail, conference calls, computer-based audio, audiotapes, and teleconference. When moving from face-to-face communication to one that is over the phone, the nonverbal aspects (which represent more than one-half of a person’s message) are lost. When communicating by phone, a person’s voice becomes 85 percent of the message, and the actual words that are used represent about 15 percent of the message. So, “It’s not just what you say, but how you say it that counts.” As a result, companies with employees who deal with customers over the phone are monitoring their phone calls to determine how the employee communicates with the customer. In general, use audio communication when the purpose of the communication is to conduct discussion, inform, schedule, brainstorm, or problem solve. It can be used with individuals or small groups in any location. Feedback can be immediate and can be used for urgent messages. Some disadvantages of audio communication are the lack of nonverbal aspects of communication, too many people on a conference call diminishing its effectiveness, and voice mail messages being forwarded to unintended parties.

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Print only communication Print only communication includes business letters, memoranda, handwritten notes, e-mails, faxes, newsletters, Web newsgroups, chat rooms, electronic data interchange (EDI), reports, bulletin boards, intranet, and instant messaging. Obviously, print only communication does not involve the nonverbal and vocal aspects of the message. As noted earlier, print communication lacks the advantages of your facial expression, tone of voice, and body language (93 percent of how we typically decipher what a person means). In general, use print only communication to inform, update, transfer information, create awareness, and provide information to any size audience. Fax, e-mail, EDI, and instant messaging can provide instant communication, whereas memos, letters, and newsletters delay the communication. Print communication can be posted to the Web or forwarded to others and can allow rapid, widespread dissemination of information. On the down side, when using print communication, confidentiality cannot be guaranteed, and one cannot assume that the message will be read.

Multimedia communication With the advent of video conference, two-way interactive video conference, teleconference, Web conference, satellite conference, and videophone, multimedia and electronic means of communication have proliferated and combine visual and audio capabilities. They are used effectively with large numbers of participants, who can reside in various locations, and they have the advantage that the participants can see and hear the presenter. The use of video communication is effective when participants’ schedules don’t permit face-to-face meetings or when participants from several locations are working together on a project. It is effective when 58

BUILDING BRIDGES TO CODE

dealing with breaking news and when audiences need to be reached quickly. Visual aids with images, color, and words can be added to create greater impact.

Blended communication Various communication methods including face-to-face, audio, print, and/or multimedia can be combined or blended to maximize the effectiveness of the message. The combined use of communication tools such as a video conference followed by material posted to a Web site with intermittent e-mail notices can incorporate the advantages of the various communication methods. Video conferencing allows the participant to see, hear, and interact with the speaker. Posting material to the Web site can make large amounts of print, video, and audio available to users throughout the world. And e-mail notices can provide timely reminders, direction, and/or support on an individual basis. In general, use blended communication to share important information, provide follow-up material, or reinforce desired action to participants who have gathered locally or worldwide via video conference. It can be used effectively to explain complicated issues and concepts because of the audio and visual capabilities. Blended communication needs pre-planning, coordination, and support from the Information Technology Department and other support staff personnel, and might be costly.

We must learn how to strategically blend face-to-face interaction with multimedia communication.

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Choosing the Right Communication Method In the past, when there were fewer methods of communicating, we rarely gave much consideration to which tool to use. We either met in person, called on the phone, or sent a letter or memo. Given the multitude of communication options at our disposal today, it is important to review these options and to synchronize the purpose of the message, the content of the message, and the audience with a suitable method of communication. The following nine areas should be considered before sending your message. Responding appropriately to these nine areas will guide you in selecting the most appropriate communication method for your message: Audience composition Purpose of message Size of audience Proximity of participants Timeliness of the communication Content to be communicated Risks involved in communicating Advantages Disadvantages Know your audience composition. Define who “they” are. Consider their values, needs, and constraints. How interested or involved are they in your topic? Are you communicating with company employees, subordinates, peers, or managers? Will there be board members, retirees, or investors present? Will the press be in attendance or exposed to your message? When determining the purpose of your communication, ask yourself why your audience needs the information. Then, decide what you want to accomplish. Do you want to inform them, persuade them, challenge them, or motivate them? What is the size of your audience and/or how many will have access to your message? How many need to know your message? And where is your audience located? Is your audience local, in multiple locations, and/or 60

BUILDING BRIDGES TO CODE

located throughout the country? Consider the travel time involved for participants and their different time zones. Consider the timing of the delivery of the message. How quickly does it need to be disseminated? Be aware also of events that would impact your message. What is happening on an individual level, company-wide basis, and within the community that might affect it? What will happen if some recipients hear the message before others? Consider the content of the message. Is it sensitive, personal, or confidential? Is the content politically sensitive or is it suitable for the general public? Is it simple or complex, routine or significant, formal or informal? Clearly define the essence of the message. Consider what risks might be involved in sending the message or not sending the message. Could information be easily misinterpreted, forwarded to unintended recipients, or seen by competitors? Usually a lower-risk method is one that is clearer and has more advantages than disadvantages. Be aware that even a low-risk message can backfire. Once you have reviewed the facets of communicating a message, you should be in an informed position to select a method that is appropriate. But before you send the message, assess the advantages and disadvantages inherent in each method of communication. Some of the typical advantages of a communication method would be the following: The method renders the message clearer and more concise. The method enhances the relationship between sender and recipient. The method is fast, personal, and cost-effective. The method allows for the message to be forwarded, easily reproduced, or saved for future reference. The method is interactive. Just as there are benefits to using a specific tool, there are also disadvantages. Some of the typical disadvantages of a communication method might include the following:

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The method is expensive. The method creates an environment for misunderstanding. The method allows confidential messages to be forwarded or reproduced. The method does not ensure that the message is received. The method does not allow for interaction.

Use face-to-face interactions to create relationships and electronic media to maintain them.

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Public information Routine information

1-on-1 Small groups

Various locations Urgent Immediate feedback Confidential issues "Back-up" method of communicating Medium Inexpensive Instantaneous

Individual Small Teams Large Need to be close Feedback to information can be immediate. Confidential, sensitive, complex, significant, or decision making. Bad news. Low 2-way communication Encourages interaction Formal or informal Questions answered Need to be close Need to be prepared Scheduling

Size of Audience

Proximity

Timeliness

Content

Risks

Advantages

Disadvantages

Can be forwarded Lacks body language Not for complicated issues

Some methods provide instant communication, others delayed

Demographics Knowledge Interests

Demographics Knowledge Interests

Know Your Audience

Lacks nonverbal and voice Not confidential Impersonal Not interactive

Relies on technology Needs a back-up Can be costly Be aware of time zones

Can see and hear presenter and visuals Continually updated Questions answered

Can be forwarded Rapid, widespread dissemination of info. Can save messages

Needs pre-planning Needs coordination Might need IT support Can be costly

Combine or blend various methods for maximum effectiveness or results.

Low

Medium Medium

Notices can be used as timely reminders, direction, and/or support.

Various locations

Individual Small Teams Large

Demographics Knowledge Interests

Communicate change Share important information Provide follow-up Reinforce desired action Educate and train

Combination of face-to-face, audio, print, multimedia

Blended

Posting to the Web can make print, video, and audio available to users throughout the world.

Flexible Can reach quickly Can be taped

Various locations

Small to large number of participants

Demographics Knowledge Interests

Inform Conduct training Convey information Discuss issues

Video conferencing, 2-way interactive video conference, teleconference, Web conference, satellite conference, videophone

Multimedia

Informative Educational Breaking news

Various locations

Individual Small Teams Large

Demographics Knowledge Interests

Inform Update Transfer information Create awareness Provide information

Set appointments Inform Conduct discussion Problem solve Conduct training Question & Answer

Motivate Share information Build trust Generate support Create relationships Report Instruct Announce Problem solve Question & Answer

Purpose

Letters, memos, notes, e-mail, fax, newsletters, reports, bulletin boards, EDI, intranet, instant messaging, chat rooms, Web newsgroups

Phone, voice mail, conference calls, computer-based audio, audiotapes

Print

Directly with people

Audio

Method

Face-to-Face

Analysis of Communication Methods: Summary

BUILDING BRIDGES TO CODE

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THE LEADER’S COMMUNICATION TOOLKIT

Communication Situations and Their Preferred Communication Method This listing will help you choose the right communication tool for the given communication situation. In general, these are the preferred communication methods for these communication situations. Face-to-Face (Individual or group setting) • Cultivating relationships • Terminating employee • Sharing information • Giving performance assessments • Praising, acknowledging, supporting people • Persuading people • Problem solving • Motivating people • Resolving conflict • Giving sales presentations • Providing training and development Audio (phone, audiotapes, voice mail, teleconference) • Conferring with various audiences in multiple locations • Coordinating (phone, voice mail) • Eliciting information (voice mail/teleconference) • Scheduling (phone, voice mail) • Sharing information • Doing telesales • Providing training and development (audiotapes, teleconference) Print (letters, faxes, newsletters, reports, intranet, memos, e-mails, instant messaging) • Conveying brief, instant messages, and breaking news (e-mail, instant messaging) • Conveying company-wide news (newsletter) • Conveying detailed, non-confidential information (e-mail) 64

BUILDING BRIDGES TO CODE • • • • • • • •

Requesting information formally (letters) Offering image and identity building (newsletter, annual reports) Sharing information informally (e-mail, memo) Scheduling (e-mail) Sharing documents in a timely manner (e-mail, fax, intranet, memo) Sharing information with various audiences in multiple locations (fax, e-mail, intranet, reports) Sharing vision and values (newsletter) Showcasing departments/people (newsletter)

Multimedia (video, video conference, teleconference, Web conference) • Enhancing management’s visibility (video, video conference) • Providing general information to internal employees/customers (video newsletter) • Delivering keynote presentations—sharing expert knowledge with many • Offering marketing/sales support • Making news announcements • Presenting information to various audiences in multiple locations • Providing technical updates • Providing training and development • Working collaboratively on projects with colleagues in various locations Blended (combines face-to-face, audio, print, and/or multimedia) • Delivering board presentations • Calming angry customers • Giving customer presentations • Dealing with emergencies • Explaining complicated issues • Making new product announcements • Presenting at annual meetings • Presenting major announcements • Presenting restructuring announcements • Providing training and development 65

THE LEADER’S COMMUNICATION TOOLKIT

Key Communication Situations and Their Preferred Communication Methods For this Communication Situation

Use this Preferred Communication Method

Delivering board presentations

Blended

Conferring with various audiences in multiple locations

Audio

Conveying brief, instant messages, breaking news

E-mail, instant messaging

Conveying non-confidential information

E-mail

Coordinating

Phone, voice mail

Cultivating relationships

Face-to-face

Dealing with emergencies

Blended

Eliciting information

Voice mail/teleconference

Terminating employee

Face-to-face

Enhancing management’s visibility

Video, video conference

Explaining complicated issues

Blended

Sharing information informally

E-mail, memo

Delivering keynote presentations—sharing expert knowledge

Multimedia

Giving performance assessments

Face-to-face

Presenting information to various audiences in multiple locations

Multimedia

Presenting at annual meetings

Blended

Presenting major announcements

Blended

Resolving conflict

Face-to-face

Giving sales presentations

Face-to-face

Scheduling

Phone, voice mail, e-mail

Showcasing departments/people

Newsletter

Working collaboratively on projects with colleagues in various locations

Multimedia

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Choosing the Right Communication Method Analysis Form The Communication Method Analysis Form on the following page can assist leaders, managers, and supervisors in analyzing which communication method is most appropriate for the message and audience. Prior to sending a significant message, use this seven-point analysis to help select the appropriate communication method in order to maximize the effectiveness of the message and the time, effort, and expense of getting the message out. Analysis Descriptors are included on subsequent pages to assist in the analysis process.

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Communication Method Analysis Form For significant communication events, use this form and the analysis descriptors on the following pages to help you analyze which communication method is most suitable for your message and audience. Audience composition: Purpose of the message: Size of audience: Proximity of the participants: Timing of the communication: Content of the communication: Risks involved in communicating:

Recommended method(s) of communication: Overall advantages: Overall disadvantages:

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Communication Method Analysis Descriptors Use these analysis descriptors to help analyze which communication method is most suitable for your message and audience. Audience composition (who needs the message?) Executives Management Sales/Marketing Technicians Customer Service Administrative Manufacturing

Direct Reports Peers/Colleagues Project Teams New Hires Retirees Investors Board of Directors

Press/Media Customers Suppliers Shareholders General Community

The purpose of the message To inform To persuade To motivate To support To acknowledge To cultivate relationship To elicit information To coordinate To schedule To train or educate To provide interest

To entertain To praise To blame To problem solve To inspire To persuade To build trust and confidence To increase client satisfaction To increase employee satisfaction To allow for Questions & Answers

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The size of the audience One-on-one Small groups Large groups

Department staff All employees

The proximity of the participants Department staff All employees

Local (one building) Local (multiple sites) Regional National/International The timing of the communication

Is there urgency? How quickly should the message get out? Are there concurrent events (within the organization or community) that will cause your communication to be inappropriate? Are there conflicting calendar events? The content to be communicated Confidential Personal Politically sensitive Public domain

Complex, detailed Significant Formal Informal

Simple, short, single issue Routine data

The risks involved in communicating Low

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Medium

High

BUILDING BRIDGES TO CODE

Communication methods from which to choose Face-to-face Phone Voice mail

Conference call Audiotapes

Business letter Memorandum Handwritten note E-mail Fax

Newsletter Newsgroups Chat rooms Electronic data interchange (EDI)

Reports Bulletin boards Intranet Instant messaging Web

Video conference 2-way interactive Video conference

Teleconference Web conference Satellite conference

Videophone

Advantages to look for in a communication method Clear/concise Cultivates relationships Accurate Fast Personal Cost-effective Message can be forwarded Message can be easily reproduced

Easy to interpret message Capability to respond to questions Capability to see the presenter Capability to hear the presenter Easily updated Can add visual aids Capability to save message

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Disadvantages to look for in a communication method Can’t assume message will be received Lacks advantages of vocal qualities Lacks advantages of body language Opportunities for misinterpretation Too costly Too complicated Too slow Impersonal Message can be forwarded to undesired party Message reproducible by undesired party Over-reliance on technology Not interactive

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Guidelines for Interviews with Media Before the Interview • • • • • • • •

Verify date, time, location, content, interviewer, length, format Ask if other guests will be involved Ask if the interview will be live, taped, or edited Identify your goals versus the goals of the interviewer Anticipate the questions Practice your comments in advance of the interview Drink water to clear your voice Prepare an answer for “Do you have anything else you’d like to add?”

During the Interview • • • • • • • • • • • • • •

Answer questions briefly and simply Refrain from using jargon Don’t answer questions that you do not understand Remember there is no “off the record” comment Turn damaging questions into positive ones (“But, in addition, we also want people to know that…”) For questions that you do not intend to answer, explain why you can’t answer Focus your eyes firmly on the interviewer’s face Lean forward Use small gestures Be lively, energetic, and enthusiastic Vary the volume of your voice Dress as for a business meeting Keep your jacket buttoned Summarize at the end as it is often the sound bite that will be used 73

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Business Writing Guidelines Analyze the Audience • • • •

What are the professional roles of the participants? How familiar is the audience with the topic? How receptive is the audience to the information being presented? What is the reading/educational level of the audience?

Identify the Purpose of the Writing • • •

Are you writing to inform? Are you writing to persuade? Are you writing to document?

Organize the Content • • • • •

State the purpose List the topics Select an organizational pattern (chronological, classification, journalistic) Develop an outline Identify the format of the writing (feasibility study, memo, progress report, proposal, formal letter)

The Actual Writing • • • •

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Write for understanding, not to win a literary award Write clearly and succinctly Use bullet points when appropriate Proofread the writing (check content, grammar, spelling)

BUILDING BRIDGES TO CODE

Take Action

For your next significant message, complete the Communication Method Analysis Form (on page 68) to determine which communication method is most suitable for your message and audience.

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Chapter

4

Building Bridges with a Blueprint for Action

Communication Action Plan If you want to enjoy the benefits of excellent communication, you must plan for excellent communication. You must build a pattern of communication on a solid foundation using professional tools best suited for the situation. Creating a pattern of successful communication will help you build more meaningful relationships, increase your productivity, and increase your morale and that of others. Resolve to improve your communication and that of your team by preparing a Communication Action Plan. This will assist you, your team, and your company in developing a pattern of successful communication. By completing a Communication Action Plan, you will develop the following: A thumbnail evaluation of your current communication strengths and weaknesses and those of your team. Strategies for improving your communication and that of your team. Benchmarks to gauge your progress.

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You will need to schedule time with your team to develop the action plan and to review one another’s personal plans. You should explain and discuss your strategies and the outcomes that you expect, as well as indicate what types of assistance you might need in order to meet your goals. Ask your team members for feedback on what seems desirable and feasible as well as any suggestions for improving your plan. Finally, you should revise your plan as necessary and commit to action. Committing yourself and your team to improving your communication skills will help you build bridges to better communication.

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BUILDING BRIDGES WITH A BLUEPRINT FOR ACTION

Communication Action Plan Team Plan Worksheet 1. List your team’s current communication strengths. a) b) c) 2. List your team’s current communication weaknesses. a) b) c) 3. List specific strategies that will enhance your team’s communication strengths. a) b) c) 4. List specific strategies that will help to overcome your team’s communication weaknesses. a) b) c)

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Communication Action Plan—Team (continued) 5. List barriers that your team will need to overcome in order to communicate effectively. a) b) c) 6. You will know that you have succeeded and improved when the following benchmarks have been attained. a) b) c)

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Communication Action Plan Personal Plan Worksheet 1. List your current communication strengths. a) b) c) 2. List your current communication weaknesses. a) b) c) 3. List specific strategies that will build on your communication strengths. a) b) c) 4. List specific strategies that will help you overcome your communication weaknesses. a) b) c)

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Communication Action Plan—Personal (continued) 5. List barriers that you will need to overcome in order to communicate effectively. a) b) c) 6. You will know that you have succeeded and improved when the following benchmarks have been attained. a) b) c) 7. List some resources that you will need to assist you in this process: a) b) c) 8. Effective ways for you to communicate with your team include the following: a) b) c)

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Sample Communication Action Plan XYZ Corporation 1. These are our team’s current communication strengths. a) Voice mail—user friendly and quick b) Direct communication with customers c) Follow through 2. These are our team’s current communication weaknesses. a) Ineffective meetings b) Lack of shared vision c) Sensitive issues are currently addressed in e-mails 3. Here is what we plan to do to improve the way we communicate (specific strategies to build on our strengths). a) Initiate voice mail etiquette guidelines company-wide b) Use more customer satisfaction surveys c) Select various team members to be responsible to oversee follow-up activities 4. Here is what we plan to do to improve the way we communicate (specific strategies to overcome our weaknesses). a) Use time allotments for agenda items in meetings b) Explain the relationship of each action item to the vision statement c) Develop face-to-face communication guidelines and use e-mail guidelines 5. These are some of the barriers that we will need to overcome. a) Fear of change b) Lack of ownership for action items c) People not willing to be honest and open

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Sample Communication Action Plan—XYZ Corp. (continued) 6. We will know that we have succeeded and improved when the following have occurred. a) Pre/post morale tests show gains b) Productivity is up c) Self-esteem and feelings of being part of a team are enhanced

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Sample Communication Action Plan Personal Plan 1. These are my current communication strengths. a) Communicate openly to every level b) Efficient agenda and action item oriented c) Recognize accomplishments 2. These are my current communication weaknesses. a) Vague requirements for measurement b) Selecting the wrong communication tools c) Poor listening skills 3. Here is what I plan to do to improve the way I communicate (specific strategies to build on my strengths). a) Conduct monthly public forum / Q & A sessions b) Disseminate agenda via e-mail and post action items on intranet c) Establish Employee-of-Year program 4. Here is what I plan to do to improve the way I communicate (specific strategies to overcome my weaknesses). a) Solicit help in establishing quantifiable measurement criteria b) Allocate more time/effort in determining which communication method to employ c) Practice basic listening skills 5. These are some barriers I will need to overcome in order to communicate effectively. a) Loss of control—Allow others to help shape the process b) Fear of change—Willingness to adapt communication style c) Set in ways—Willingness to establish new listening behaviors

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Sample Communication Action Plan—Personal (continued) 6. I will know that I have succeeded and improved when the following have occurred. a) Action items are quantifiably measured b) The communication method is appropriate for the given situation c) Team members recognize that their issues are genuinely heard 7. The following resources can be of help to me in this process. a) Staff members skilled in testing and measurement b) Seminars in communication methods c) Books and tapes on listening skills 8. These are some effective ways I can communicate with my team. a) Informal brief personal visits b) Post monthly goals and measurement process on intranet c) Daily voice mail message

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Take Action

Resolve to improve your communication by: 1. Completing and implementing a personal Communication Action Plan. 2. Completing and implementing a team Communication Action Plan (if appropriate). Commit yourself and your team to improving your communication skills and build bridges to better communication.

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About the Author Dr. Becky Stewart-Gross Over the past 20 years, Dr. Becky Stewart-Gross has worked with thousands of leaders and emerging leaders, from small family-owned businesses to large multi-national corporations. She is a professional speaker and member of the National Speakers Association and the Professional Society for Sales and Marketing Training. She is a soughtafter trainer and member of the American Society of Training and Development. Becky is an author and consultant and has received the Michigan State University’s Emerging Leaders Award. She earned her Ph.D. from Michigan State University and served as Associate Professor at Aquinas College. Becky is president and founder of Building Bridges, which offers custom-designed communication training through seminars, consulting, and professional development coaching. She assists companies, teams, and individuals in building bridges to better communication. Becky’s business experiences combined with her interactive and energetic training style make her a trainer with a talent for showing others how to achieve their potential. She inspires, challenges, and motivates her audiences.

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