1. Copyright © 2008 Pearson Prentice Hall. All rights reserved. 1 1 Professor Donald P. Linden Workforce Development and Critical Thinking LEAD 1200 CRN 25174 Chapter 2 Become an Effective Communicator

2. 2 Developing communication skills is a difficult process  It could be based on many differing factors: age, gender, race, nationality, culture attitudes, nonverbal cues (body language) a level of trust between sender and receiver Communication is the oil that lubricates the machinery of human interaction.  It can be learned!

3. 3 Communication Defined Communication is the transfer of information that is received and fully understood from one source to another. This applies to all forms of messages such as spoken, written and nonverbal.

4. 4 Communication Versus Effective Communication Received and understood And finally accepted and acted on in the desired manner

5. Success Tip A higher level of effective communication implies understanding and acceptance. The acceptance aspect of communication requires persuasion, motivation, monitoring, and leadership. These factors separate effective communication from mediocre communication. 5

6. 6 Communication as a Process Sender – the originator of the message Receiver – the person or group for whom the message is intended Message – the information that is conveyed, understood, accepted, and acted on Medium – the vehicle used to convey the message  Verbal – face to face, telephone, speeches, etc.  Nonverbal – gestures, facial expressions, voice tone, etc.  Written – letters, e-mail, memorabilia, etc.  New technological developments The better you become at using all of the various mediums, the more effective you will be as a communicator.

7. 7 Common Inhibitors of Communication Differences of meaning – get to know the people you work with Insufficient trust – build trust, avoid hidden agendas Information overload – Screen, organize, summarize, simplify information Interference – be attentive to the environment when trying to communicate Condescending tones – do not talk down to people Listening problems – you must be a good listener Premature judgments – listen nonjudgmentally Inaccurate assumptions – misperceptions point to a need for building trust Technical glitches – these interfere with communications

8. 8 Listening as a Communication Tool  Listening is receiving a message, correctly decoding it, and accurately perceiving what is meant by it. Inhibitors of Effective Listening  Lack of Concentration – eliminate extraneous distractions  Preconceived notions – causes premature judgments  Thinking ahead – you are hurried  Interruptions – wait for speaker to reach a stopping point  Tuning out – your mind is somewhere else

9. Success Tip One of the keys to understanding nonverbal cues lies in the concept of consistency. Are the spoken message and the nonverbal message consistent with each other? They should be. 9

10. 10 Nonverbal Communication Body Factors – posture, poses, facial expressions, gestures, and dress; you should be attentive to body factors and how they add to or detract from your verbal message. Voice Factors – volume, tone, pitch, and rate of speech; these can reveal feelings of anger, fear, impatience, uncertainty, interest, acceptance, confidence, etc. Proximity Factors – where you position yourself, how the office is arranged, the color of the walls, types of fixtures and decorations you have, etc.

11. 11 Verbal Communication Be attentive to the following:  Interest – show an interest in the topic  Attitude – be positive and friendly, be patient and smile  Flexibility – when scheduling meetings such as company policy  Tact – think before talking  Courtesy – give the receiver ample opportunity to seek clarification and to state his/her point of view

12. 12 Communicating Corrective Feedback Be positive – to be corrective, feedback must be accepted and acted on by the employee Be prepared – Focus on facts, give specific examples of the behavior you would like to be corrected Be realistic – make sure that the behaviors you want to change are within the control of the employee