The Total You!

1. Effective Communication: The Total You!

6. Communication Competence • The ability to accomplish one’s personal goals in a manner that maintains a relationship on terms that are acceptable to all parties.

7. The communication processmodel

8. An individual has an idea to communicate SENDER

9. The idea is encoded Perception • Self-concept • Family • Culture • Skills • Feelings • Attitudes • Values SENDER Individuals encode ideas according to their own unique perceptions

10. The encoded idea is sent in a message SENDERSelf-conceptFamilyCultureSkillsFeelingsAttitudesValues RECEIVERSelf-conceptFamilyCultureSkillsFeelingsAttitudesValues MESSAGE To a receiver who decodes it according to different individual perceptionsceptions

11. The receiver responds with feedback SENDERSelf-conceptFamilyCultureSkillsFeelingsAttitudesValues RECEIVERSelf-conceptFamilyCultureSkillsFeelingsAttitudesValues MESSAGE FEEDBACK Feedback helps to ensure that the messagereceived has been decoded correctly

12. Channel - the means of conveying the message CHANNEL CONTEXT SENDERSelf-conceptFamilyCultureSkillsFeelingsAttitudesValues RECEIVERSelf-conceptFamilyCultureSkillsFeelingsAttitudesValues MESSAGE FEEDBACK Context - the situation, environment or circumstances of the communication

13. Interference CHANNEL INTERFERENCE CONTEXT SENDERSelf-conceptFamilyCultureSkillsFeelingsAttitudesValues RECEIVERSelf-conceptFamilyCultureSkillsFeelingsAttitudesValues MESSAGE FEEDBACK Interferencechangesordistortsthemessage

14. The communication processis continuous… CHANNEL CONTEXT SENDERSelf-conceptFamilyCultureSkillsFeelingsAttitudesValues RECEIVERSelf-conceptFamilyCultureSkillsFeelingsAttitudesValues MESSAGE MESSAGE MESSAGE INTERFERENCE FEEDBACK FEEDBACK FEEDBACK

15. Transactional Model

16. Feedback • Why is feedback important? • Negative and Positive

17. Let people know that you like to receive feedback Identify the areas in which you want feedback If you are a manager, set aside time for regularly scheduled feedback sessions Use silence to encourage feedback Watch for nonverbal responses Effective Use of Feedback: • Ask questions • Paraphrase • Use statements that encourage feedback • Reward feedback • Follow up • Recognize that feedback involves sharing ideas, not giving advice. • Include only 2-3 suggestions at a time • Know that effective feedback is immediate and well timed.

18. Communication Skills Inventory: How often do you practice the actions necessary to be an effective communicator? The following is a list of 10 strategies that effective communicators practice regularly. Probably no one does all these things all the time; How frequently do you? 4: I almost always do this. 3: I often do this. 2: I do this infrequently. 1: I hardly ever do this.

19. Communication Skills Inventory: • Before I speak, I try to create a clear picture in my own mind of the mental image I want the receiver to have. • As a sender, I carefully consider how any biases I may have about the receiver are likely to affect the tone of my message. • I am aware of my word choice, speech pattern, and pronunciation peculiarities. • I avoid jargon that might not be understood, red flag words that might elicit negative reactions, profanity that might offend, and slang.

20. Communication Skills Inventory: • I recognize that my nonverbal behavior affects receivers. • I choose a particular communication channel to maximize understanding by the receiver, not for my personal comfort. • I adapt my messages to the knowledge, language, feelings, and motivation of my receiver. • I listen intently as I speak. • I look at and listen to my receiver for verification that I have been understood. • Before I speak, I ask myself, “Is this the right place to say what I’m going to say?”

21. Communication Styles

22. Closed Style People • Rarely seek feedback; rarely disclose • Motivated by anxiety • Prefer things to people • Seldom communicate expectations • Seen as non-communicators • Avoid or ignore conflict • Don’t try to motivate others

23. Blind Style People • Seldom seek feedback; disclose often • Motivated by overconfidence • Willingly give advice & some expectations • Seen as authoritarian • Solve conflicts by making all decisions • Motivate others mainly by criticism

24. Hidden Style People • Seldom disclose; seek feedback often • Motivated by mistrust/desire for acceptance • Disclose mainly positive expectations • Seen as “yes” people • Prefer a social working environment • Smooth over conflicts • Motivate others mainly by praise

25. Open Style People • Seek feedback often; disclose often • Motivated by confidence/like of people • Disclose both positive and negative • Over disclosure at times • Seen as team communicators • Handle conflict by participation of others • Motivate by praise and criticism

26. LISTEN UP! • After discussing the following topics, you will then be reinforced through eye-opening verbal and written exercises, group discussions, and a question and answer period.

27. Percentage of Time the Average Worker Spends on Various Communication Activities

28. Awareness Check: Listening Skills • I have a hard time remembering someone’s name when introduced • It is often difficult for me to concentrate on what others are saying • I fell tense when listening to new ideas • I have difficulty concentrating on instructions others give me • I dislike being a listener as a member of an audience

29. Awareness Check: Listening Skills 6. I seldom seek out the opportunity to listen to new ideas 7. I find myself daydreaming when others seem to ramble on. 8. I often argue mentally or aloud with what someone is saying before he or she even finishes speaking. 9. I find that others are always repeating things to me. 10. I seem to find out about important events too late.

30. Thought Box • How does your current organization or school do at internal listening? • What feedback opportunities exist in your current organization or school? • Do you feel that those opportunities are adequate? • What recommendations would you make to improve the process?

31. Benefits to Becoming a Good Listener To Help Ourselves On the Job Get a Degree Less Wasting Time To Help Others Advising Judging Analyzing Questioning Supporting Prompting Paraphrasing

32. Elements in the Listening Process • Hearing • Attending • Understanding • Responding • Remembering

33. Appreciative Listening Listening for pleasure or enjoyment.

34. Empathic Listening Listening to provide emotional support for the speaker.

35. Comprehensive Listening Listening to understand the message of a speaker.

36. Critical Listening Listening to evaluate a message for purposes of accepting or rejecting it.

37. Bad Listening Habits • Message Overload • Internal Noise – Daydreams • External Noise (Tolerating/Creating Distractions) • Rapid Thought • Too Much Effort • Hearing Problems • Faulty Assumptions • Lack of Apparent Advantages • We all Interpret Differently • Memory Failure

38. How Well Do You Communicate at Work?

39. Types of Nonlistener • Pseudolistener • Stage-Hog • Selective Listener • Insulated Listener • Defensive Listener • Ambusher • Insensitive Listener

40. Ways to Become a Better Listener • Talk Less! • Take Listening Seriously • Resist or Get Rid of Distractions • Suspend Judgment • Look for Key Ideas

41. Ways to Become a Better Listener Offer Verbal and Nonverbal Feedback Plan Ahead to Prepare Yourself Mentally Make Time to Listen Improve Your Memory

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43. When Is It Hard For You To Listen?

44. “Outstanding leaders go out of their way to boost the self-esteem of their personnel. If people believe in themselves, it’s amazing what they can accomplish.” ~Sam Walton

45. Listening to Employee Suggestions and Complaints • Listening to employees builds stronger relationships with them. Reduces Turnover. • Listening to employees can lead their growth as workers and increases their feelings of confidence about their place within the organization. • Listening to employees can help them work through issues affecting their performances.

46. Listening To The Boss

47. First You Forget Names – Then You Forget Faces – Next You Forget to Pull Your Zipper Up – And Finally You Forget To Pull it Down! George Burns

48. Thanks for LISTENING UP!