Soft Skills and Team

work
Key to Promotion
and Personal
Advancement

Why Soft Skills Matter

Typical personnel ads call for
Proven team skills
Strong verbal, written skills
Excellent interpersonal, organizational, and tea
m skills
Interpersonal and communication skills
Good people skills, superior communication skil
ls, must work well with diverse teams

Why Teamwork Works

Better decisions
Faster response
Increased productivit
y
Greater buy-in
Less resistance to
change
Improved employee
morale
Reduced risks
3

Five Phases of Team Development

Forming
Storming
Norming
Performing
Adjourning

Analyzing Positive and

Negative Team Behavior
Positive Team Behavior

Negative Team Behavior

Blocks ideas of others
Insults and criticizes
Wastes the groups time
Makes inappropriate com
ments
Fails to stay on task
Withdraws, doesnt partic
ipate

Sets rules, abides by them

Analyzes tasks, defines proble
ms
Contributes information and i
deas
Shows interest, listens actively
Encourages members to parti
cipate
Synthesizes points of agreeme
nt

Six-Step Procedure
for Dealing With Conflict

Listen
Understand the other point of view
Show a concern for the relationship
Look for common ground
Invent new problem-solving options
Reach an agreement based on what is fair

Methods for Reaching Group Decis

ions

Majority
Consensus
Minority
Averaging
Authority rule with discussion

What are the advantages and disadvantages of

each method?
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Characteristics of Successful Teams

Small size, diverse makeup

Agreement on purpose
Agreement on procedures
Ability to confront conflict
Use of good communication techniques
Ability to collaborate rather than compete
Acceptance of ethical responsibilities
Shared leadership

Meetings Duties of Meeting Lead

er
Before
the
meeting

During
the
Meeting

After
the
Meeting

Decide whether a meeting is necessary

Include only key participants
Prepare agenda. Include topics, times,
names
9

Meetings Duties of Meeting Lead

er
Before
the
meeting

During
the
Meeting

After
the
Meeting

Start on time and begin with preview, agenda

Appoint a secretary to take minutes and a recorder
to track ideas
Encourage participation but avoid digression
Deal with conflict openly. Let each party speak
After reaching consensus, confirm agreement
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Meetings Duties of Meeting Lead

er
Before
the
meeting

During
the
Meeting

After
the
Meeting

Summarize results achieved

End on time
Distribute minutes a few days later
Remind team members of assignments
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Meetings Duties of Meeting Parti

cipant
Arrive early and prepared;
silence your phone
Bring a positive attitude; st
ay calm, pleasant
Contribute respectfully; wa
it turn, raise hand
Give credit to others; help
summarize
Express your views in the
meeting, not later
Follow up by completing as
signed tasks
12

The Listening Process and Its Barri

ers
Perception

Interpretati
on

Evaluation

Action

COMMON LISTENING BARRIERS

Mental Barriers

Physical and Other Barriers

Inattention
Prejudgment
Frame of reference
Closed-mindedness
Pseudolistening

Hearing impairment
Noisy surroundings
Speakers appearance
Speakers mannerisms
Lag time
13

Some Examples from the Web

http://www.youtube.com/watch?v=DK4iU_CrwPM
&feature=related
http://www.youtube.com/watch?v=aP55nA8fQ9I
&feature=related
http://
www.youtube.com/watch?v=xzcaW7c98_s&featu
re=related

14

Ten Keys to Building

Powerful Listening Skills
1. Control internal and e
xternal distractions
2. Become actively involv
ed
3. Separate facts from op
inions
4. Identify important fact
s
5. Avoid interrupting

6. Ask clarifying questio

ns
7. Paraphrase to increas
e understanding
8. Capitalize on lag time
9. Take notes
10. Be aware of gender di
fferences

15

Ten Myths About Listening

Listening is a matter
of intelligence
Fact:
Careful listening is a learned
behavior

16

Ten Myths About Listening

Speaking is more importan

t than listening in the com
munication process
Fact:
Speaking and listening are
equally important

17

Ten Myths About Listening

Listening is easy and re

quires little energy
Fact:
Active listeners undergo the
same physiological changes
as a person jogging

18

Ten Myths About Listening

Listening and hearing ar

e the same process
Fact:
Listening is a conscious,
selective process. Hearing is
an involuntary act

19

Ten Myths About Listening

Speakers are able to co

mmand listening
Fact:
Speakers cannot make a
person really listen

20

Ten Myths About Listening

Hearing ability determi

nes listening ability
Fact:
Listening happens mentally
between the ears

21

Ten Myths About Listening

Speakers are totally res

ponsible for the commu
nication success
Fact:
Communication is a two-way
street
22

Ten Myths About Listening

Listening means only un

derstanding a speakers
words
Fact:
Nonverbal signals also help
listeners gain understanding

23

Ten Myths About Listening

Daily practice eliminate

s the need for listening
training
Fact:

Without effective listening

training, most practice merely
reinforces negative behaviors

24

Ten Myths About Listening

10

Competence in listenin
g develops naturally
Fact:

Untrained people listen at

only 25 percent efficiency

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