Communication Skills

COMMUNICATION SKILLS
Engineering Design Center - India
INTRODUCE YOURSELF
Your name Your interests Where do you come from? Something unique about you as a person

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PROGRAM STRUCTURE
Setting the Context Verbal Communication Understanding Work Requirements Clarifying Articulation Telephone Etiquette Meeting Etiquette Non Verbal Communication Wrap Up

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Setting the Context

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PROGRAM OBJECTIVES
At the end of this program you will be able to:

Understand your work requirements Enhance clarity of communication Articulate better Understand the nuances of telephone etiquette Handle conference calls for maximum impact Hold effective meetings Have practiced preparation, planning and use of these skills in several simulated situations

5
COIN PASS GAME

Do we take Verbal Communication for granted?
How critical is your ability to communicate verbally?
What are the limitations/challenges that you face when you can not use Verbal Communication?

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MODULE 2
Understanding Work Requirements

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Communications
You Cannot NOT Communicate!

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MODULE OBJECTIVES
Understand the communication process Explore techniques for probing Know the various barriers to communication and how to overcome them at the work place Understand how listening is the key to effective verbal communication

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AUDIO CASE
Was it an effective transaction?
Why was this call ineffective?
What were the specific behaviors that you were able to identify as reducing effectiveness?

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DRAW WHAT YOU HEAR!!!!

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DRAW WHAT YOU HEAR!!!!

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COMMUNICATIONS
COMMUNICATION
Message SENDER RECEIVER

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COMMUNICATIONS
Message SENDER Feed back CONSTANT FEEDBACK ENSURES EFFECTIVE COMMUNICATION !

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RECEIVER
20 QUESTIONS
What kind of questions did you ask? What were the limitations of this type of questioning? Where would you use such questions at work? Is this kind of questioning effective?

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Why Do We Ask Questions?

To gain information: Information transfer depends on questions. Who, what, where, when, why, how, how much are are questioning words for gathering information. To stimulate conversation: For socializing. How are you? Have you heard? Did you see? Can you believe? What do you think? Etc.. To gain the others views: When you need to know what someone else is thinking, ask. What do you think about...? Can you tell me how you feel about...? To check agreement: What does other person think about what you have discussed? Do you think we are on the right track? Can you support this decision? Are we in agreement, Do you have any objections? How does this sound to you? To verify information: Sometimes what you hear is not what you were meant. Asking for feedback is a critical part of the communication process. Did I understand you to mean..? Can I summarize it as...? To build rapport and trust: Rapport and trust are built by showing support for the other persons goals and objectives. How can I help you? What can I do to help you to meet your objectives? What would you like to accomplish? Tell me about your goals/dreams/objectives?
CLOSED ENDED QUESTIONS
Limits the response
Are used to focus attention
To confirm

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The Two Major Types of Questions-Closed
Closed question perform the following functions: 1. 2. 3. They allow specific facts to be gathered. What colour do you prefer? They are easy to answer. Will you be finished, by 5.00 p.m.? They are useful in the feedback process where someone wants to check the accuracy or completeness of the communication. Have I got the information right? They can be used to gain commitment to a position. Does this seem right so far? They can be used to reinforce positive statements. This seems like a good plan, doesnt it? This can be used to direct the conversation to a desired topic or concern. Do you have time to talk the budget?
4. 5. 6.
OPEN ENDED QUESTIONS
Allows free flow of information
Used to get more information, express feelings

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Open questions are generally more deep and require longer, more complex answers. Are used to draw out a wide range of responses on a broad topic. Often ask for opinions, thoughts and feelings.
How did you feel about the meeting? What could we do to make this project better? How can we meet our objectives? What is your opinion on the new marketing plan?

Open questions have the following characteristics: 1. 2. 3. 4. 5. 6. They can not be answered by a simple yes or no. How do you think we could make this process work better? They usually begin with what or how.What do you think about the new benefits policy? They do not lead the answer:What could we make improvements in the new marketing plan They draw out ideas and feelings. How do you feel about the reorganization of the department? They encourage elaboration on objectives, needs, wants and problems. What do you think about the new employee review system? They promote self-discovery. How do you think the new process will work for your group?
EXERCISE on OPEN ENDED and CLOSED ENDED QUESTIONS
PROBING
A behavior, which involves asking a lot of questions to get information about the topic under discussion, so that comprehension of the situation can be better.
What type of software do you currently use?
What other features would you like us to include in the system?
Can you read out the exact message appearing on your screen?

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RUSH HOUR

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ATTITUDINAL BARRIERS to COMMUNICATION

Perception
Different ways in which people view a situation or actions of others
Bias
An emotional block which can lead to an attitude of indifference, suspicion or hostility towards the subject
Mindsets
Mindset can be defined as our conditioned response to a certain situation

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LISTENING GAME
A monk named zenstu was driving in India and suddenly a dog crosses the road. The car hits and kills the dog. The monk looked around and seeing a temple, went to knock on the door. Another monk named odistu opened the door. Zenstu told odistu: "I'm terribly sorry, but my karma ran over your dogma."

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LISTENING SKILLS
We were given two ears but only one mouth This is probably because listening is twice as hard as talking Hearing is a biological activity, you cant help it unless you are deaf Listening is an intelligent activity interpreting what is being communicated We listen with our ears, eyes and all other senses.

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ACTIVE LISTENING
Positive non-verbal signals
- Nodding
Smiling Attentive posture Interested facial expression Eye contact
Positive verbal signals

- Oh
- I see - Mm-hmm - Thats interesting
Prompting (repeating the speakers most significant words or phrases).

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BARRIERS to LISTENING
Boredom Environment Pre-Conceived ideas Tiredness The urge to speak and respond

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OVERCOMING the BARRIERS
Hold your questions Listen for ideas Resist distractions Keep your mind open

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AUDIO CASE 2 EFFECTIVE TRANSACTION Audio Case 1 cont..

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MODULE SUMMARY
Creation of a feedback loop is essential for effective communication. It is Your responsibility. Effective Probing ensures a clear understanding of work requirements and reduces ambiguity. Know the various barriers to communication and how to overcome them at the work place. Understand how listening is the key to effective verbal communication.
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MODULE 3
Clarifying

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MODULE OBJECTIVES
Understand the need for effective clarifying at work
Practice effective clarifying behaviours(drills)
Sensitize the need for change in mindset

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TREE OF LIFE
Now let us have an activity which will help you in understanding the need for clarification.
WHY CLARIFY?
Clarifying is necessary because:
Reduces cycle time Reduces chances of having to rework Brings in clarity of understanding Gives a feeling of confidence

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TESTING the UNDERSTANDING

A behaviour which seeks to establish whether or not an earlier contribution has been understood.
So you want to help me do the session quicker, is that right?
Can I check that were talking about the same thing here?

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SEEKING BEHAVIOR
A behaviour which seeks facts, opinions or clarification from another person.
Who were you working with on the InterNet project?
How do you feel the last call went?

Has your relationship with this customer changed recently?

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SUMMARIZING BEHAVIOR
A behaviour which is used to create a gist of the information provided.
So what we have decided is: 1.-----------2.------------
As per our discussion, we will work on..

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PARAPHRASING BEHAVIOR
Restating what is said in your own words
If I understand you right, I would put it as.
So I guess what you are saying is is.

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DRILL 1
Soumya is the Project Manager for a new project and is in discussion with one of her Team Leads about role allocation. She knows that the role requires someone who is very strong in PRO-E, but the Team Lead does not think it is necessary. Imagine you are the Team Lead, how will you react to Soumya?

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DRILL 2
Mr. Janoff has just briefed his entire project team about the usage of a new testing software. The licenses that have come with the software are limited and the team have to schedule their timings such that no two teams will need it at the same time, and the software is not lying unutilized with any team either. Imagine that you are Mr. Janoff and check for your teams understanding of the situation

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DRILL 3
You are in on a conference call with your client and the company that supplies your client their servers. The software that you have just developed for your client is not compatible with the servers at the clients end. You have asked for some systems to be upgraded and the company that supplies their servers needs to understand the nature of the software to suggest a compatible server. The client does not want to incur too much of an additional cost on the servers. You have just taken them through the entire process as you see it. Please summarize the call.

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DRILL 4
Anil: I dont know how they made such a gross mistake during the estimation time. This project clearly requires more time than 6months. I wonder how come they decided to allocate only 10 resources to this project. Moreover the guys who have been allocated to me are not even SMEs. Their level of proficiency is not high. And I am expected to churn out a key project such as this, with inexperienced resources, in such a short time. You are Anils colleague, and you have just heard him out. You need to paraphrase what you have just heard.

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PUZZLE BLOCKS

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CHANGE IN MINDSET
We hold some pieces and others the rest. Our ability to share our pieces and seek others pieces determines our success. Being able to reach out and seek clarification when needed requires a change in mindset. Theres nothing wrong in seeking help.

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MODULE SUMMARY
Clarifying is necessary as it:
Reduces cycle time Reduces chances of having to rework Brings in clarity of understanding
The behaviours used for clarifying are:

Testing Understanding Seeking behaviour Summarizing Paraphrasing
Be willing to seek and provide help when needed

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MODULE 4
MANAGING DISAGREEMENTS
Idea
Im not in agreement. What do I do?
Ba R d es cl en im tm a te en t
E C mp on at s t hy ru ct iv e
Disagree - Defend / Attack
Clarification
Id e
Building Conflict Approval
as

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DISAGREEING
A behaviour which states a direct disagreement or which raises objections and obstacles to another persons concepts or opinions (note: disagreeing is about issues)
I dont agree - a lot of your work has been late Im afraid that wont work - the system would overload
That doesnt mean the call was OK.

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DEFENDING/ATTACKING
A behaviour which attacks another person either directly, or by defensiveness. These behaviours usually involve value judgments and often contain emotional overtones. Defending/ attacking is usually about people, not issues.
You do overreact, dont you! Dont blame me, its not my fault.
Dont you try and dodge the issue!

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MODULE SUMMARY
Effectively managing Disagreements
Propose idea Disagree Defend/Attack Conflict
Propose idea Disagree Clarify Building - Approval

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MODULE 5
Articulation

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MODULE OBJECTIVES
Understand components of effective articulation
Practice articulation techniques
Recognize the barriers to articulation

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ELEMENTS of EFFECTIVE COMMUNICATION

CONVICTION
Stems from belief in your product/service/self.
It is perceived through the way you speak, your voice & your expressions
CONFIDENCE
It is perceived through your physical presentation: the expression on your
face,your hand shake, body posture
ENTHUSIASM
It adds vitality to what you say
LISTENING
It ensures that communication is relevant, focused and effective

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MOVIE CLIP: Gandhi and Sholay

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ARTICULATING EFFECTIVELY
Use appropriate tone
Speak clearly
Appropriate pace, speed or rate

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TONE
Tone' means the quality of sound produced by the voice in uttering words. In a general sense, Tone' demonstrates the attitude of the speaker as revealed in the choice of vocabulary or the intonation of speech. A better definition of tone would be the emotion it evokes in the listener. We normally react more on the emotion we hear rather than the words.
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TONE (Pitch)
The tone should reinforce the spoken words Examples of different tones are:
assertive, friendly, pleading, questioning, etc.
You can use different pitches as follows:
High Normal
excitement, assertive, fear deeper voices and conversation style are easier to listen to tiredness, slow action, boredom
Low
HELLO GAME

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CLARITY
When others can understand the words easily, based on the way you pronounce them, it is called CLARITY.

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PACE of SPEAKING
Different rates of speaking can communicate different things.
Fast Normal Slow
excitement, fear, wanting action The typical 110-125 words per minute pace ensures clear pronunciation tiredness, boredom sometimes, ensures contrast, clarity and emphasis

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DRILL 5
I had kept the file here. I want to know who has taken it.
Anger/Aggression Polite Requesting

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DRILL 6
I have been trying to solve this problem. I am not getting anywhere.
Frustration
Curious Polite/Positive

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DRILL 7
I dont agree with your idea. I think it can be much better.
Pleasing Aggressive Neutral

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THOUGHT to WORD TRANSFORMATION

Lack of articulation skills gives wrong or incomplete information to the receiver Take time to process your thoughts into words before talking Gap between and thought and articulation is a natural barrier to effective communication Effective preparation or rehearsing is the best way out of this barrier.

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MODULE SUMMARY
Effective articulation can be achieved through control over:
Tone Clarity Pace
Conviction, Confidence, Enthusiasm and Listening ensure effective communication

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MODULE 6
Managing Phone Conversations

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MODULE OBJECTIVES
Understand telephone etiquette
Conference Calls
Understand the Dos and Don'ts of conference calls Using the verbal behaviours during a conference call

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PHONE FRAMEWORK
Hello Preparation
On the
Call In a Nutshell Closing the Call
Opening During the Call the Call Before the Call
Ensuring
action After the Call

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PHONE COMPONENTS
P H O N
Preparation Hello! On the Call In a Nutshell
Your sensitivity to being organized and awareness of using the telephone Your sensitivity to opening the telephone call Your sensitivity to the caller at the other end during the call Your sensitivity to closing the telephone call Your sensitivity to ensuring action based on the agreements reached during the call
Ensuring Action

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CONFERENCE CALL Qs
Who should initiate the call? What is the proper manner of greeting on a conference call? What would the flow of the call be? What are some of the possible interruptions that could occur (technical and non-technical)? How should they be handled? How will you close the call? What is to be done after the call is over?

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CONFERENCE CALLS
Preparation
Who are the people involved? Why a conference call? What is the agenda? Where is the call being taken?
Opening the call

Introductions/acknowledgements Etiquette The agenda

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CONFERENCE CALLS
During the call
Descending order of importance Make notes Go mute New entrant quick update
Managing Interruptions
Calls can drop Tempers can fly Dead air The discussion runs off-course
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CONFERENCE CALLS
Closing out on the call
Summarizing Dont forget being courteous You go last
Follow up after the call

Send a mail to recap Dont forget to mention responsibilities If this is routine, fix a time If it is not routine, then what?

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CONFERENCE CALLS
Your voice is the only medium which can be perceived by the listener. Good listening skills are crucial for effective talking over the telephone. Use the five steps for effective conference calling. Be brief and to the point while talking over the phone.

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GUIDELINES to follow before, during and after your meeting

Only hold a meeting if necessary. All meetings must have clear objectives. Invite a neutral facilitator to sensitive meetings. All meetings must have an agenda which includes: topics for discussion
presenter or discussion leader for each topic time allotment for each topic
Meeting information needs to be circulated to everyone prior to the meeting. Make sure to include: meeting objectives
meeting agenda location/date/time background information assigned items for preparation
GUIDELINES to follow before, during and after your meeting

Meeting participants must: arrive on time
be well-prepared be concise and to the point participate in a constructive manner
Meeting notes must be recorded and made part of the company's meeting information archives.
The decisions made by the group must be documented.
Assigned action items must be documented, and the host, or an appropriate participant, must be appointed to follow-up on the completion of all action items.
Meeting effectiveness must be reviewed at the end of each meeting and suggested improvements applied to the next meeting. Engineering Design Center - India
NON VERBAL COMMUNNICATIONS in a ORGANIZATION
NON-VERBAL COMMUNICATION
The study of non-verbal communication examines how messages are communicated through physical behaviour and vocal cues.
Effective communication is the combined harmony of verbal and nonverbal actions. Nonverbal communication consists of body movement, facial expressions and eye movement. The total impact of a message breaks down like this: 7 percent verbal (words) 38 percent vocal (volume, pitch, rhythm, etc) 55 percent body movements (mostly facial expressions)
MAJOR AREAS of NON VERBAL BEHAVIORS
Eye contact
Facial expressions
Gestures
POSTURES and PROXIMITY
Posture and body orientation
Proximity
EYE CONTACT
The eyes can give clues to a persons thoughts
When someone is excited, his pupils dilate to four times the normal size
An angry or negative mood causes the pupils to contract

EYE CONTACT
Good eye contact helps the audience develop the interest in the speaker. Eye-contact helps regulate the flow of communication and reflects interest in others.
Direct eye-contact conveys interest, warmth, credibility and concern. Shifty eyes suggest dishonesty. Downward gaze may be a sign of submissiveness or inferiority.
FACIAL EXPRESSIONS
FACIAL EXPRESSIONS
Emotional expressions are one primary result of activity by the facial muscles. The facial muscles produce the varying facial expressions that convey information about emotion, mood, and ideas. There are six categories of facial expressions:
Happiness Sadness Anger Disgust Surprise Fear
GESTURES
Recognizing attitudes conveyed through Body Language Right postures to adopt at the Work Place and postures to avoid Pick up non-verbal signals from a customers body language Facial expressions can enhance or detract verbal communication Setting standards of Body Language to drive Customer Delight at the Public Office
GESTURES
Gestures communicate as effectively as words, sometimes even better.
Gestures support the verbal communication.
They sometimes detract from what you say.
GESTURES
There are some negative gestures which should be avoided: GESTURES
Pointing at people- It is perceived as accusatory. Fiddling with your items-It gives the impression that you are nervous. Dragging the feet-It implies lethargy. Head Down- It suggests timidity.
GESTURES
Drooping shoulders- It implies weariness and lethargy. Weak handshake-It implies meek and ineffectual personality. Shifty eyes- It suggests nervousness. Arms crossed on the chest- It is a defensive gesture.
GESTURES
GESTURES
Hands in pockets- Shows disrespect, and that you have something to hide.
Covering your mouth- It suggests you are lying.
Shaking feet or legs- It shows indifference and disinterest.
Avoid these HAND GESTURES
USE these HAND GESTURES
POSTURE and BODY ORIENTATION
POSTURE
Body posture can be open or closed. Interested people pay attention and lean forward. Leaning backwards demonstrates aloofness or rejection. A head held straight up signals a neutral attitude. A head down is negative and judgmental. A head tilted to the side indicates interest.
POSTURE
Some negative postures should be avoided:
Rigid Body Posture-Anxious/ Uptight
Hunched Shoulders Lacks interest/ Feeling inferior
Crossed Arms-Protecting the body/ Negative Thoughts
What IMPRESSION do the following people give you?
What IMPRESSION do the following people give you?
PROXIMITY
Proximity is the distance people maintain between themselves while talking.
PROXIMITY DISTANCE ZONES

Intimate Zone - No more than18 inches apart (mother and baby) Personal Distance -18 inches to 4 feet. (Casual and personal conversations) Social Distance - 4-12 feet (impersonal, business, social gatherings) Public Distance - More than 12 feet( Public speaking)
PROXIMITY
Space/Distance as an indicator of intimacy

The more we get to know each other the more we are permitted into each other's personal space
Space/Distance as an indicator of status

Executives, presidents of colleges, government officials have large offices with big space... secretaries have small space
MODULE 7
Wrap Up Session

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Thank You!

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Communication Skills

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COMMUNICATION SKILLS

Engineering Design Center - India

Engineering Design Center - India

Engineering Design Center - India

Setting the Context

Engineering Design Center - India

At the end of this program you will be able to:

Engineering Design Center - India

COIN PASS GAME

How critical is your ability to communicate verbally?

Engineering Design Center - India

Understanding Work Requirements

Engineering Design Center - India

You Cannot NOT Communicate!

Engineering Design Center - India

Engineering Design Center - India

Was it an effective transaction?

Why was this call ineffective?

Engineering Design Center - India

DRAW WHAT YOU HEAR!!!!

Engineering Design Center - India

DRAW WHAT YOU HEAR!!!!

Engineering Design Center - India

Message SENDER RECEIVER

Engineering Design Center - India

Message SENDER Feed back CONSTANT FEEDBACK ENSURES EFFECTIVE COMMUNICATION !

Engineering Design Center - India

Why Do We Ask Questions?

Engineering Design Center - India

CLOSED ENDED QUESTIONS

Limits the response

Are used to focus attention

Engineering Design Center - India

The Two Major Types of Questions-Closed

Engineering Design Center - India

OPEN ENDED QUESTIONS

Allows free flow of information

Used to get more information, express feelings

Engineering Design Center - India

OPEN ENDED QUESTIONS

Engineering Design Center - India

OPEN ENDED QUESTIONS

Engineering Design Center - India

EXERCISE on OPEN ENDED and CLOSED ENDED QUESTIONS

Engineering Design Center - India

What type of software do you currently use?

What other features would you like us to include in the system?

Engineering Design Center - India

Engineering Design Center - India

ATTITUDINAL BARRIERS to COMMUNICATION

Engineering Design Center - India

Engineering Design Center - India

Engineering Design Center - India

Positive verbal signals

Prompting (repeating the speakers most significant words or phrases).

Engineering Design Center - India

OVERCOMING the BARRIERS

Engineering Design Center - India

AUDIO CASE 2 EFFECTIVE TRANSACTION Audio Case 1 cont..

Engineering Design Center - India

Engineering Design Center - India

Understand the need for effective clarifying at work

Practice effective clarifying behaviours(drills)