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Communication
• Welcome!
• Facilitator: Tracy Laycock
– Trainer and instructional designer for Briljent
– Facilitating classroom training and webinars for 20
years.
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• CCLC Web site
• Leadership Academy Courses in OnCourse
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Communicating in a Virtual World
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Best Practices
We have entered
an age of
Virtual Communication.
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Best Practices
Communication in any form should be:
• Respectful.
• Clear.
• Timely.
• Courteous.
• A model.
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Best Practices
Telephone
• Answer your own phone whenever possible.
• Return calls the same day.
• Do not eat or drink while on the phone.
• Do not type while talking.
• Ask, “Is now a good time to talk about…”
• Schedule phone calls just like a meeting.
• Avoid cell phones and pagers in meetings.
• Do not mumble.
• Determine your greeting.
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Best Practices
Cell Phones
• Turn off your cell phone while in common areas.
• Use the vibrate feature if you are expecting a critical
call.
• When possible, leave public places when answering a
call.
• Respect other people’s rights not to hear your
conversation.
• Notify others at the beginning of a meeting when
expecting a critical call.
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Best Practices
Voice Mail
• Short
• Accurate
• Positive messages only
• Record with caution
• Be ready
• Lose the attitude
• Check it
• Mind your surroundings
• Out of office?
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Identify Your Audience
Supervisors
Consumers
Coworkers
Consumer Employers
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Written Communication
Reasons for effective written communications
• To provide information
• To request or persuade
• To document
Advantages
• Establish a permanent record
• For proof of agreements
• Encourage accuracy and logic
• Convenience
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Written Communication
Preparing to Write
Before you create a written message, consider the following
questions to help organize your thoughts:
• What is my purpose?
• What does my reader need to know about the topic?
• How do I get the audience to take action?
• What is the one key point I want my reader to remember?
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E-mail Etiquette
E-Mail
• Written communication
• Grammar, spelling, and punctuation are important
• Confidentiality concerns
• Be mindful of content
• Use “out-of-office rules”
• Alternate contact
• Short and sweet
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E-mail Etiquette
Other E-mail Considerations
• Not secure
• Sometimes unreliable
• Good e-mail habits
• Think before you send
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Communication Style
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Understand Communication Styles
Blue Red Green Yellow
Daring Enthusiastic Satisfied Diplomatic
Determined Convincing Good-natured Cautious
Outspoken Friendly Conventional Accurate
Decisive Talkative Moderate Controlled
Adventurous Outgoing Gentle Insightful
Dominant Persuasive Modest Conscientious
Impatient Expressive Agreeable Observant
Insistent Inspiring Kind Tactful
Strong-Willed Cheerful Obliging Reserved
Independent Joyful Considerate Private
Firm Playful Obedient Introspective
Stubborn Charming Loyal Logical
Persistent Animated Even-Tempered Well-Disciplined
Argumentative Optimistic Sympathetic Precise
Direct Extroverted Easygoing Systematic
Assertive Impulsive Helpful Introverted
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Style Strategies Style Limitations
May want personal autonomy, opportunity Under pressure, people with strong
for careful planning, exact job descriptions, characteristics of this style may:
precise expectations. • Seek feedback and direction from coaches.
• Take time to prepare your case in advance. • Be hesitant to act without precedent.
• Provide straight pros and cons of ideas. • Be bound by key procedures and methods.
• Support ideas with accurate data. • Get bogged down in the decision-making
• Provide reassurance that no surprises will process.
occur. • Resist delegating tasks.
• Provide exact job description with precise • Want full explanation before changes are made.
explanation of how it fits into the big • Yield their position to avoid controversy.
picture. • Avoid involvement when threatened.
• Review recommendations to them in a • Focus exclusively on their own tasks and
systematic manner. accomplishments.
• If agreeing, be specific. If disagreeing,
disagree with the facts rather than the
person.
• Be prepared to provide explanations in a
patient, persistent, diplomatic manner.
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Style Strategies Style Limitations
May want authority, challenges, prestige, Under pressure, people with strong
freedom, varied activities, growth characteristics of this style may:
assignments, “bottom-line” approach, and • Overstep prerogatives.
opportunity for advancement. • Act restlessly.
• Provide direct answers, be brief and to the • Stimulate anxiety in others.
point. • Overrule people.
• Ask “what” questions, not “how.” • Be blunt and sarcastic with others.
• Stick to business and results they desire. • Sulk when not in the limelight.
• Outline possibilities for the person to get • Be critical and fault finding.
results, solve problems, and be in charge. • Be inattentive to details and logic.
• Stress logical benefits of featured ideas and • Be dissatisfied with routine work.
approaches. • Resist participation as part of a team.
• When in agreement, agree with facts and
ideas rather than the person.
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Style Strategies Style Limitations
May want security of the situation, time to Under pressure, people with strong
adjust to change, appreciation, identification characteristics of this style may:
with group, limited territory, and areas of • Insist on maintaining status quo.
specialization. • Take a long time to adjust.
• Provide sincere interest in them as a person; • Have trouble meeting multiple deadlines.
provide a sincere, personal, and agreeable • Need help getting started on new, unstructured
environment. assignments.
• Focus on answers to “how” questions to • Have difficulty with innovation.
provide them with clarification. • Be content with things as they are.
• Be patient in drawing out their goals. • Continue to do things the way they were always
• Present ideas or departures from current done.
practices in a nonthreatening manner; give • Hold onto past experiences and feelings.
them a chance to adjust. • Wait for orders before acting.
• Clearly define goals, roles, or procedures
and their place in the overall plan.
• Provide personal assurances of follow-up
support.
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Style Strategies Style Limitations
May want social recognition, popularity, Under pressure, people with strong
people to talk to, freedom from control and characteristics of this style may:
detail, favorable working conditions, • Be more concerned with popularity than tangible
recognition of abilities, a chance to motivate results.
people, and inclusion by others. • Oversell.
• Provide favorable, friendly environment. • Act impulsively–heart over mind.
• Provide chance for them to verbalize about • Reach inconsistent conclusions.
ideas, people, and their intuition. • Make decisions solely on gut feelings.
• Offer them ideas for transferring talk into • Be unrealistic in appraising people; trust people
action. indiscriminately.
• Provide testimonials. • Be inattentive to detail.
• Provide time for stimulating, sociable • Have difficulty planning and estimating time
activities. expenditure.
• Provide details in writing, but do not dwell • Perform superficial analysis.
on these.
• Provide a participative relationship.
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Verbal Communication
It’s not
WHAT
you say…
It’s
HOW
you say it.
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Tone of Voice
• Pitch
• Volume
• Emphasis
• Enthusiasm
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Facial Expressions
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Listening and Effective Communication
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How Well Do You Listen?
Listening Skills
• Hear the message.
• Interpret the message.
• Evaluate the message.
• Respond to the message.
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Communicate with Influence
Some ways of influencing others include:
• Leading by example.
• Looking at the big picture and sharing that vision with others.
• Watching your own biases.
• Looking, listening, and watching.
• Practicing good communication skills.
• Stepping out-of-the-box and being creative.
• Creating an environment that supports team members.
• Maintaining a positive attitude.
• Consistently striving for improving yourself.
• Working on building trust with individuals.
• Getting others involved.
• Giving individuals the benefit of the doubt.
• Being proactive.
• Not backing down quickly when challenged.
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Communicate with Diplomacy
Get your message heard
without
damaging a relationship. • Learn to flex your
communication style.
• Choose your words
carefully.
• Listen, think, and be
open.
• Relax your body and
face.
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• Thank you for your time.
• We look forward to your participation in
future webinars.
• Remember to access the CCLC website or the
Leadership Academy Course in On Course to
find resources and a link to a survey about this
session.
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