1. Developing Interpersonal Skills

2. Overview Listening and feedback skills Delegation skills
Managing conflict
Negotiating skills
Writing evaluations
Chapter 9 Lesson 2

3. Quick Write
Think of someone in your life who has good “people skills.”
Give an example of what that
means for you.
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4. Listening and Feedback Skills
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5. Four Essentials of Listening
Intensity
Empathy
Acceptance
Responsibility for Completeness
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6. Why Feedback Skills are Important
Positive feedback tends to fit with people’s image that they are working well
People tend to tune out negative feedback, Yet if delivered properly, it can offer Important learning opportunities
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7. How to Give Feedback Focus on Specific Behaviors
Keep Feedback Impersonal
Keep Feedback goal oriented
Time Feedback Carefully
Ensure Understanding
Direct Negative Feedback Toward Behavior the Receiver Can Control
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8. Air Force Tips for Better Feedback
To give feedback that another person will willingly accept, you must develop a relationship of trust first
Present your perceptions and opinions as such, and not as facts
Give feedback on specific relevant behavior, not on generalities, your own opinions, or your personal feelings toward the individual
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9. Air Force Tips for Better Feedback
Frame your “grading” comments in terms of established standards, probable outcomes, and ways to improve
Feedback should motivate, build self-confidence, or reinforce top performance – if it will not, do not offer it
Listen carefully to make sure you’ve understood the other person correctly
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10. Air Force Tips for Better Feedback
Give positive feedback in a manner that communicates acceptance of the other person as someone worthwhile
Avoid “loaded” terms that produce emotional reactions and heightened defenses
Remember that feedback stops when communication stops
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11. Delegation Skills
Delegation is the assignment of authority to another person to carry out specific activities
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12. How to Delegate Effectively
Clarify the Assignment
Specify the Range of Discretion
Let Employee’s Participate
Let Others Know You Have Delegated
Set Up Feedback Controls
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13. Optional Exercise Feedback & Delegation
Divide the class into groups of three
One member will play the role of the manager
A second member will play the role of the employee
The third member serves as the observer
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14. Feedback & Delegation Scenario
Three days ago, you gave your employee the assignment to make copies of a proposal for a presentation you are making to a potential new customer tomorrow. The copies have still not been made, but you do not have time to prepare the presentation and make the copies (a rather extensive, time-consuming process). You are not pleased that the copies have not been made, but you still need to delegate the assignment to your employee.
Offer feedback and delegate the assignment.
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15. Optional Exercise Feedback & Delegation
As the manager, give your employee feedback based on the scenario and delegate a new assignment to the employee.
As the employee, you may respond in any manner you see fit.
Observers are to offer both the manager and the employee feedback following the role play.
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16. Managing Conflict
Conflict refers to perceived difference resulting in interference or opposition
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17. Three Views of Conflict
Traditional View
all conflict is bad and must be avoided
Human Relations View
conflict is natural and inevitable and has the potential to be a positive force
Interactionist View
some conflict is necessary for an organization to perform effectively
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18. Can Conflict be Positive and Negative?
Functional conflict is conflict that supports an organization’s goals
Dysfunctional conflict is conflict that prevents an organization from achieving its goals
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19. Styles of Handling Conflict
Cooperativeness is the degree to which you try to resolve the conflict by satisfying the other person’s concerns
Assertiveness is the degree to which you try to resolve the conflict by satisfying your own concerns
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20. Styles of Addressing Conflict
Competing
Collaborating
Avoiding
Accommodating
Compromising
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21. Use Competing When… A quick, decision action is vital
People are taking advantage of non-competitive behaviors
Situation requires unpopular actions
Commitment to your solution is not critical
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22. Use Collaboration When…
Trying to merge ideas from different people
Time pressures are minimal
All parties seriously want a win-win solution
Issue is too important to be compromised
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23. Use Avoidance When… Conflict is trivial Emotions are running high
Time is needed to cool down
Potential disruption from an assertive action outweighs the benefits of resolution
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24. Use Accommodation When…
Issue is not that important to you
You want to build up credits for later issues
You care most about harmony and stability
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25. Use Compromise When… Conflicting parties are equal in power
It is desirable to achieve a temporary solution to a complex issue
Time pressures require a prompt solution
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26. Sources of Conflict Communication differences
Structural differentiation
Personal Conflicts
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27. How a Manager Stimulates Conflict
Signals approval for conflict
Floats trial balloons
Plants ambitious messages
Brings in outsiders
Restructures organization
Appoints a devil's advocate
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28. Negotiating Skills
Negotiation is a process in which two or more parties who have different preferences must make a joint decision and come to an agreement
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29. Two Types of Bargaining
Distributive bargaining is a zero-sum negotiation, in which one side’s gain is the other’s loss
Integrative bargaining is negotiation in which there is at least one settlement that involves no loss to either party – sometimes known as ‘win-win’
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30. The Win-Win Approach
The win-win approach is preferable to simply splitting the difference because it tends to build long-term relationships and makes both sides, or all sides, feel like winners
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31. Effective Negotiation Skills
Research the Other Side
Begin with a Positive Overture
Address Problems, Not Personalities
Pay Little Attention to Initial Offers
Emphasize Win-Win Solutions
Create a Climate of Openness and Trust
Be Open to Third-Party Help If Needed
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32. Optional Exercise Conflict and Negotiation
Form the same groups of three
Switch roles from the first optional exercise
Manager becomes the observer
Employee becomes the manager
Observer becomes the employee
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33. Conflict and Negotiation Scenario
Your employee has come to you to say in no uncertain terms, “I will not work Saturday nights any more.”
Your corporate culture has an unwritten rule that says, “Everyone must work some Saturday nights.”
Negotiate this conflict
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34. Optional Exercise Feedback & Delegation
As the manager, negotiate this conflict with your employee.
As the employee, you may respond in any manner you see fit.
Observers are to offer both the manager and the employee feedback following the role play.
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35. Writing Evaluations
Evaluations, performance reviews, and appraisals are all names used for the same process – the review of an employee’s professional performance
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36. Purposes of Evaluations
Administrative purpose
Help managers allocate resources and make staffing decisions
Informative purpose
Help employees know whether their managers think they are doing a good job, and what in their performance needs improving
Developmental purpose
Serve as an action plan for further professional development – to show the employee “where we go from here”
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37. Preparing for an Appraisal Interview
Set the time, place, and length of the interview in consultation with the employee
Make as many notes as possible, reviewing the written evaluation, and anticipating questions
Be prepared to support every point in the written appraisal
Review previous performance reviews
A word on timing: It’s best not to schedule a regular annual or semiannual appraisal interview too soon after you have disciplined or reprimanded the employee
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38. Opening an Appraisal Interview
Discuss the procedures for performance evaluation, both the written document and the interview
If the review is overwhelmingly positive, share the good news at once
If the review is less positive, it may be good to save the overall rating for the end, after you have built a case for the assessment
Keep the appraisal interview future oriented, focused on what the employee should be doing going forward
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39. Jointly Directing an Interview
Encourage the employee to talk about his or her own performance
Help the employee take responsibility for shortcomings and areas needing improvement
Be clear on points where performance is unacceptable and where you must take corrective action
A good way to look at the interview is as a joint problem-solving effort to which both parties must contribute
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40. Ending the Interview
The interview ends when the supervisor has communicated all he or she needs to say, and the employee has had a chance to review any issues of concern
At another level, though, the conversation should never come to an end
The manager, in particular, should signal willingness to pick up the discussion of the employee’s performance at any time
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41. Review
Active listening has four essential elements – intensity, empathy, acceptance, and the willingness to take responsibility for completeness
An important goal for managers is to learn how to give negative feedback in a way that allows employees to accept it and learn from it
Six tips for giving effective feedback are to focus on specific behaviors, keep feedback impersonal, keep feedback goal oriented, time feedback carefully, ensure understanding, and direct negative feedback toward behavior the receiver can control
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42. Review
Five elements of effective delegation include clarify the assignment, specify the employee’s range of discretion, let employees participate, let others know what you have delegated, and set up feedback controls
Three different views of organizational conflict are the traditional view, the human relations view, and the interactionist view
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43. Review
Your response to conflict-causing behavior depends on your cooperativeness or assertiveness
Cooperativeness is the degree to which you try to resolve the conflict by satisfying the other person’s concerns while assertiveness is the degree to which you try to resolve the conflict by satisfying your own concerns
Five styles for managing conflict are competing, collaborating, avoiding, accommodating, and compromising
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44. Review
Negotiation is a process in which two or more parties who have different preferences must make a joint decision and come to an agreement
The two broad types of negotiations are distributive bargaining and integrative bargaining.
Integrative, or win-win, bargaining is better because it tends to build long term relationships and allows both sides to feel like winners
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45. Review
Seven tips for effective negotiation are to research the other side, begin with a positive overture, address problems, not personalities, pay little attention to initial offers, emphasize win-win solutions, create a climate of openness and trust, and be open to third-party help, if needed
The three purposes of performance evaluations are the administrative purpose, the informative purpose, and the developmental purpose
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46. Summary Listening and feedback skills Delegation skills
Managing conflict
Negotiating skills
Writing evaluations
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47. What’s Next… Leadership Theory Chapter 9 Lesson 2
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