Persuasive communication for manager

 Standup for your own and your teams’ rights in a calm and positive way (Win-win) without
being aggressive or passive.
 In the field of psychology and therapy, it is a learnable skill and mode of communication
 Reasons- Low self-esteem, big responsibilities, stress, past experiences, personality traits
 Value yourself and your rights and voice your needs and wants confidently
 It doesn’t mean as a manager you can control your team members behavior but be
approachable and open to criticism
 Honest relationships with your team, better decision-making skills

 DEAR MAN – Describe, express, Assert, Reinforce, (stay) Mindful, Appear Confident,
Negotiate

Some guidelines to keep in mind for persuasive communication are as follows:

 Formulate your objectives, taking into account what you know about the individuals with
whom you are dealing. Every individual is unique in some respects, and the better you know
those you are interacting with—whether employees, peers, superiors, or others—the better
you can focus your objectives.
 Know specifically what you need to accomplish with any specific interaction. In other words,
avoid overall objectives that are too large for accomplishment within the context of a single
interaction.
 Although you cannot know in advance whether you will succeed or fail in reaching a
particular objective, you should have decided in advance what sort of results would
constitute success or failure.
 Have a clear idea of the likely directions open to you depending on the results of a given
interaction. That is, what might you do next if your immediate objective is achieved as
envisioned? If the objective is missed altogether? If the results of the interaction indicate the
need for an entirely different approach?

Overcome Inadequate listening

In interpersonal communication, one can be fully effective in imparting information or
reaching an agreement only if the other party is listening effectively. Here lies the greatest
shortcoming to be encountered in communicating in the one-to-one relationship: one party
can be doing everything right and can be saying the proper things in the right way and
behaving respectfully, perhaps even deferentially, and all can be for little or nothing if the
other person is not listening.
 Listening can be described as communication along 1 of the 4 basic communication
channels, the others being reading, writing, and speaking. Two are for incoming information
—listening and reading; two are for outgoing information—writing and speaking. Listening,
however, differs from the other 3 means in 1 important respect. The others are inherently
active processes; one cannot read, write, or speak without making a decision to do so and
consciously taking the necessary steps. Listening, however, is not inherently active. That is,
because one can “hear” without taking any steps to make it possible, and because there is
often no subsequent effort to make listening active, what is being said is taken in
superficially with no effort expended to truly understand the message.

The best defense against inadequate listening is, once again, the required use of feedback. If
you wish to be certain your message has gotten across, the kind of question not to ask is: Do
you understand? Many people, especially employees in interaction with managers, will
answer yes whether they fully understand or not. (It is a sad fact of business life to know
that there are occasional managers who take offense if it seems as though employees have
not understood the great pronouncements upon initial hearing.)

The kind of request to make of the other party: Tell me in your own words what I just asked
you to do, so I can make sure we both see it the same way. The forthcoming response will be
the sort of deliberately solicited, focused feedback that will reveal the extent to which the
person has been listening—as well as allowing the requestor to supplement or clarify the
message if necessary. Enforced feedback is the primary defense against inadequate
listening.
Active and Empathetic listening – positive body language

Coaching in interpersonal skills

WHAT IS COACHING?
Coaching is the process which support people in developing their skills and achieving their goals and
to remove barriers to optimum the performance.

WHY COACHING IS IMPORTANT

There may be some several reasons why someone needs coaching. Coaching is for
New skill developments
Confidence building
Understanding a process
A way of improving their practice
For career development

COACHING IS NOT
Leading, Managing, Instruction , Mandating  Giving advice  Offering opinions  Coaching is not
mentoring  Mentor is usually for long term while coach is for immediate performance issues.

COACHING VS MENTORING
Mentoring: A more informal association focused on building a two-way, mutually beneficial
relationship for long-term career movement.
Coaching: A more formal structured association focused on improvements in behavior and
performance to resolve present work issues or handle specific aspects of the job.
BENEFITS OF COACHING
Coaching is the most effective way to develop your employees.
Coaching is the key to managing multiple priorities
Coaching lead to improving employee’s performance which lead to increased productivity
Coaching increases the self-esteem and job satisfaction of employees.

THE 5 P’S OF COACHING The 5 p’s of coaching include:

Preparation: deciding together on what should be discussed at the coaching session.
Presence: making sure a coach that you give undivided attention, conveying that the coaching
section is important.
Practice: planning how new skills, knowledge and behaviors can be practiced to develop confidence.
Play-back: provide feedback on how someone is processing and developing.
Perform: the aim of coaching is to see someone apply their skills in activities that makes contribution
to the performance of team and organization.

COMMUNICATION SKILLS FOR COACHING

Coaching is an involved and skill full process. To coach effectively leaders need to develop their own
skills in several areas. These include
Questioning  Active listing  Summarizing  Setting goals  Discussion  Giving feed back

A COACHING PROCESS
There is a variety of coaching processes which can be used to help structure a coaching assignment.
Most of them tend to follow a common process.
Reviewing what has been done.
Planning that needs to be done.
Doing, putting those plans into actions.
Coaching is often about achieving a between challenge and support.

COACHING STYLES The style of coaching support given or needed often varies, depend on a few
common factors:  The capability of a person being coached.  The preferences of the coach.  The
nature of the skills being coached.

SEVERAL COACHING STYLES USED BY COACHES

These are
Instructional coach
Trainer coach
Stimulator coach
Synergistic coach