2 Communication and Team Building for Middle Management-HSP

5/27/2018 2 Communication and Team Building for Middle Management-HSP

1/75

For BSNL internal circulation only

Training on Motivation

Functional area-Middle Management

Topic-Communication and Team Building


2/75


Communication and Team Building

Narinder SinghJTO,RTTC, Rajpura


3/75


What is Communication?

Communication is the method by which

people share their ideas, information, opinionsand feelings. People sharing ideas,

information, opinions and feelings may

contribute to the operations of teams and the

work of individuals.

Communication is a two-way activity

between two or more people. There arevarious modes of communication, some of

which are used more commonly in some

workplaces than others.


4/75


Communication can be used for any one ormore of the following objectives:

InformationAdvice

Order

Suggestion

Persuasion

Objectives of Communication


5/75


Objectives of communication

Education

Warning

Raising moraleMotivation

The main goals of communication are tobuild interpersonal relationship and toinfluence others.


6/75


Communication is the most

important skill in life

We spend most of our working

hours in communicating. But

consider this: Youve spent yearslearning how to read and write,

years learning how to speak. But

what about listening ?


7/75For BSNL internal circulation only

What training or education

have you had that enables you

to listen so that you really,deeply understand another

human being from that

individuals own frame ofreference.

Communication is the most

important skill in life



Empathic Listening

The essence of empathic

listening is not that you agree

with someone;its

that youfully, deeply, understand that

person, emotionally as well as

intellectually.



Empathic listening involves much morethan registering, reflecting, or even

understanding the words that are said.

Communications experts estimate, infact, that only 10 percent of our

communication is represented by the

words we say. Another 30 percent isrepresented by our sounds, and 60

percent by our body language.

Empathic Listening



In empathic listening, you listen with

your ears, but you also, and more

importantly, listen with your eyes andwith your heart. You listen for feeling,

for meaning. You listen for behaviour.

You use your right brain as well asyour left.

Empathic Listening



Good Communication

The purpose of communication is to getyour message across to others clearly and

unambiguously.

Doing this involves effort from both the

sender of the message and the receiver.

And it's a process that can be fraught with

error, with messages often misinterpreted

by the recipient. When this isn't detected, itcan cause tremendous confusion, wasted

effort and missed opportunity.


12/75


Good Communication

In fact, communication is only successful

when both the sender and the receiverunderstand the same information as a result

of the communication. By successfully getting

your message across, you convey your

thoughts and ideas effectively. When not

successful, the thoughts and ideas that you

convey do not necessarily reflect your own,

causing a communications breakdown andcreating roadblocks that stand in the way of

your goals both personally and

professionally


13/75


Non-Verbal Communication

There are sometimes subtle and sometimes

not so subtle movements, gestures, facial

expressions and even shifts in our whole

bodies that indicate something is going on.The way we talk, walk, sit and stand all say

something about us, and whatever is

happening on the inside can be reflected on

the outside


14/75



By becoming more aware of this body

language and understanding what it might

mean, you can learn to read people moreeasily. This puts you in a better position to

communicate effectively with them.


15/75



Typical things to look for in confident peopleinclude:

Posturestanding tall with shoulders back.

Eye contactsolid with a 'smiling' face.

Gestures with hands and arms purposeful anddeliberate.

Speechslow and clear.

Tone of voicemoderate to low.


16/75


common signs th t the person you re spe kingwith m y be feeling defensive include

Hand/arm gestures are small and close to his or

her body.

Facial expressions are minimal.

Body is physically turned away from you.

Arms are crossed in front of body.

Eyes maintain little contact, or are downcast.


17/75


Disengagement

Have you ever delivered a presentation,

and had a sense that people weren't really

buying into what you had to say? What about

working with a group to facilitate a

consensus on responsibilities and

deadlines? Was everyone on board with the

ideas, or did some appear detached?


18/75


Disengagement

Some of these signs and signals include:

Heads are down.

Eyes are glazed, or gazing at something else.

Hands may be picking at cloths, or fiddling with

pens.

People may be writing or doodling.

They may be sitting slumped in their chairs.


19/75


Paris in the springQuickly, what do the words in the triangle say?

T i l i d i l th t i


20/75


Typical signs and signals that a person is

lying

Eyes maintain little or no eye contact, or there may

be rapid eye movements, with pupils constricted.

Hand or fingers are in front of his or her mouthwhen speaking.

His or her body is physically turned away from you,

or there are unusual/un-natural body gestures.

T i l i d i l th t i


21/75



lying

His or her breathing rate increases.Complexion changes such as in color; red in face or

neck area.

Perspiration increases.

Voice changes such as change in pitch,

stammering, throat clearing.

T pical signs and signals that a person is


22/75



reflecting on their answer

Eyes look away and return to engage

contact only when answering.

Finger stroking on chin.

Hand to cheek.

Head tilted with eyes looking up.

T f i ti


23/75


Types of communication

Visual communication

Audio Visual Communication

Silence

P i i l f i ti (6 C )


24/75


Principles of communication: (6 Cs)

Clarity: -

Completeness:-

Conciseness:-

Consideration: -

Courtesy:-

Correctness:-


25/75


Types of communication

Downward Communication,

Upward Communication,

Horizontal/Lateral Communication,

Grapevine Communication and Consensus.

B i t ff ti i ti


26/75


Barriers to effective communication

Physical barriers - Noise, time

and distance.Semantic - Interpretation ofwords, by-passed instructions,Denotations and connotations.

Different comprehension ofreality- Abstracting, slanting,Socio-psychological barriers -

Attitudes and opinions.

Filtering - Sender manipulatinginformation so that the receiverwill see it more favourably.Selective perception.


27/75


Emotions - How the receiver feels at the time ofreceipt of a communication influence how heinterprets. In an emotional state of worry,

excitement, fear etc., we will not be able to conveyor accept messages in their real sense.Language - Words mean different things todifferent people depending on age, education and

culture. Source of communication - biased notion.Inattentiveness, Faulty transmissionPoor retention

C i ti Skill


28/75


Communication Skills

Active Listening Skills

Feed Back Skills.

Following

Reflecting


29/75


Active listening requirements

Listen with intensity, acceptance,

empathy and willingness to takeresponsibility.


30/75


Ways to develop active listening

Make eye contact.Exhibit affirmative head nods and appropriate

facial expressions.

Avoid distracting action or gestures - look into

the watch, play with pencil, shuffle the papers

etc.

Ask questions - ensures understanding


31/75


Ways to develop active listening

Paraphrase - Paraphrasing means repeatingthe matters told by the other person in our

words. Eg. Do you mean? You cannot

paraphrase if your mind is wandering.

Avoid interrupting the speaker. Do not over talk.

Make smooth transitions between the roles of

speaker and listen.

Ways to develop effective Feed Back Skills


32/75


Ways to develop effective Feed Back Skills

Focus on specific behaviors

Keep feed back impersonal

Keep feed back goal oriented

Make feed back well timed

Ensure understanding

Conclusion


33/75


Conclusion

In this age of information

explosion, knowledge is

power and communication

is the tool/instrument for

transferring knowledge and

wielding power.


34/75


Team B ilding


35/75


Team Building


36/75


TEAM Building

A team is capable of accomplishing much

more than the sum total of individuals

together to produce results.

Teamwork is stimulating; it encouragesmembers to put in greater efforts and helps

them to give their best.

Qualities of a successful Team Leader


37/75



Know your subordinates and treat them as human

Make no favors, dontbear grudges

Be approachable, you listen and when you tell they

listen

You keep your words and you are honest

Be fair to your subordinates and organization



38/75



You work hard so your subordinates do not mind

you expecting the best from them

One has to improvise his style to suit his work and

the type of team he has to work withDo I make a positive impression on my team

members with my style of functioning to get positive

comments from them?

Characteristics Of a Good Team


39/75


Characteristics Of a Good Team

Clear objectives Roles for all members

clearly understood

Appreciation of each

others qualities

Openness of thoughts ,

beliefs and actions

Trust among members Co-operation in team

members

Effective leadership Ability to deal with conflict

Good communication Purpose of unity


40/75


Fundamental features of a team:

Strong and effective leadership,

The establishment of precise objectives,

Taking informed decisions,

The ability to act quickly so as to carry forwardthis decision communicating freely, developing the

necessary skills and

Techniques to fulfill the assigned tasks.


41/75


What is a TEAM?

A team is a small group of people withcomplementary skills, who are committed to a

common purpose, performance goals and

approach for which they hold themselves

mutually accountable.

Repetitive tasks which require the members to

assume a different fixed roles. These tasks are

usually familiar work performance and can befulfilled independently.

Th T f T k


42/75


Three Types of Tasks

1. Projects: which require creative input from

members, though working in different roles. Themajor attribute is to work in unison and generate

new products.

2. Partners: that demands constant and creativeinput and establishment of new work

milestones. This style of working is more

popular with senior levels of management.

3. The performance of a team depends upon thetype of binding that exists between the group

members.


43/75


Team types

Potential teams

Real teams

Pseudo-teams

P d t


44/75


Pseudo-teams

Pseudo-teams are the weakest of all groups in terms of

performance impact. Their contribution towards thecompany performance is less.

There is a considerable incremental performance need

and the members really try to improve their performance

impact. However, there is more need of clarity ofpurpose, goals and working approach. It has not yet

established collective accountability.

The most worthwhile performance gain comes in

between the potential teams and real teams


45/75


These are the teams with small number of

people having complementary skills that are

equally committed to a common purpose, goals

and work approach for which they holdthemselves mutually accountable


46/75


Real teams

Are basic unit of performance.

This group meets all the conditions of real

teams and also has members deeplycommitted to one anothers personal growth

and success

Guidelines To build up high performance


47/75


Guidelines To build up high performance

Establishing urgency and a sense of directionThe selection of members should be on the

basis of skills and not personality.

Teams need complementary skills to perform

the job. For effective performance, a mix of

three different categories is helpful.

Technical and functional skills

Problem solving skillsInterpersonal skills

Spending time together:


48/75


Team must spend a lot of time together,

especially at the beginning. This time spend

together can be scheduled and unscheduled

creative insights develop when personal

bonding takes place.

Spending time together:


49/75


Principles

In order to strengthen an organization it might

be necessary to weaken a part of it.Assign tasks that will allow the subordinates

to grow and take on additional

responsibilities.

Let your team know you appreciate them

Each member has something to add to the

team

P i i l


50/75


Principles

Fix measurable goals to keep the teamfocused

Everyone in a team thinks in a different way

Have an open door policy if you want to beaccessible

Do not bring problems, bring solutions

Be tough on problems not people.

Internal Conflicts


51/75


Internal Conflicts

Internal conflicts are likely to happen because

of different individual temperaments, mental

setups, attitudes and behaviors. The internalconflicts lead to problems of internal co-

ordination.


52/75


The causes of internal conflicts

Communication gap

Group & individual rivalry

Lack of communication skillsViolation of communication channels

Vested interests of few people controlling the

masses, such as union leaders

Aggressive nature of some of the individual


53/75


Aggressive nature of some of the individual

Organizational climate Unfair system of

reward and punishment may be responsible

for internal conflicts.

Role based conflict Depending on the

importance of the role in the organization,one may have more important position

among his colleagues.

Favoritism shown by the superiors & leaders

of team, etc.

Effects Of Internal Conflicts


54/75


Effects Of Internal Conflicts

Reduction in the efficiency

Affecting the work progress

Affecting the revenue earned by the

organization

Mars the image of the departmentCustomer feels less confidence and realistic

towards the organization and as such loses

faith in organizations reliabilities, credibility

and goodwill.

Wh i T W k R i d ?


55/75


Why is Team Work Required ?

A team is developed wherever people have to work

together to produce results.

A team is capable of accomplishing much more

than the sum total of what the members are

capable of accomplishing individually.Teamwork is stimulating; it encourages members to

put in greater effort and helps them to give their

best.

Pieces fit together without distortion and togetherproduce some overall pattern.


56/75


In other words, manage your processes so

outputs always meet or exceed specifications

with little waste from making mistakes. For this

we need to develop team spirit and team valuesin every employee.

T S i i V l


57/75


Team Spirit Values

Values are beliefs people hold about what is

right, moral, just, and so on. They serve as

guideposts for how to behave in different

situations.In an organization where teamwork is not

practiced well, you might find managers and

workers blaming individuals when outputs

dontmeet specifications

V l S h A


58/75


Values Such As

If I do a good job thats all I have to worry

about.

Problems are the result of somebody elsescreation

Individuals who make mistakes will only have

to suffer the consequences

Were All In This Boat Together Organization,


59/75


Employees and Customers

If you really believe the value were all in this

together, when something goes wrong, your

first inclination wont be to find the culprit. And

when the organization is successful, you willtake actions to share the rewards of that

success and to recognize that everyone played

a part.

T W k V l 2


60/75


Team Work Value 2 :

Equal importance for all members, no

subordinates or superiors distinction in work.

Remember we are talking about the teamwork

attitude here, so this value has to do with how

people view and interact with one another.This value suggests to everyone weare going

to focus on the reason we are all here: To

better serve our customers and generate the

profit we need to stay in business and grow.


61/75


When a companys managers eliminate the

superior- subordinate attitude and replace it withthe idea that we are all teammates, everyone

feels more open to express whats on their

minds. Everyone will come to appreciate that all

employees have something to contribute. Theywill come to see that it makes sense to create

an environment that :

Maximizes rather than restricts an employeescontribution

Facilitates cooperation in executing processes

Team Work Value 3:


62/75


Open, honest communication is vital

Teammates need to be able to speak candidly,

honestly with one another. For this they need

following characteristics.Listening: Along with empathy comes listening.

Listening requires patience and concern to

hear the other party without any prejudice or

presumptions.


63/75


The next picture shows the qualities which a leadershould have in order to successfully lead a team.

Five of them are:-

Inner strengths namely:-

1. Vision.

2. Self-belief.

3. Result-focused.

4. Courage.

5. Integrity


64/75


Five outer signs of great team-leadership are -1. Communication

2. Commitment

3. Teamwork

4. Visibility

5. Attentiveness

Communication


65/75


Vision

Result-focused

Commitment

Attentive

CourageTeamwork

Self-belief

Integrity

Visibility

Innerstrengths

Case Study -1L d hi d T b ildi Skill


66/75


Leadership and Team building Skills

Scenario 1

Mr. Goni is a JTO supervising an RSU connecting two SEZsin Noida, UP. Recently, the RSU had a prolonged outage of 5

hours. The expected MTTR(Mean time to repair) is

approximately 20 minutes. One of the IT consulting

companies in the SEZ (who lost a big contract due to thiscommunication blackout) asked a few questions from the

BSNL staff and sent the analysis below to the GMTD,

NOIDA. One JTO (Mr Goni), one TTA (Mahesh) and 2 TMs

(Mahto and Jaswant) are permanently posted in the RSU.

There was as short circuit in the float rectifier at 0900 hrs.

The JTO was not present on site. The TTA logged the fault

but did not inform the JTO.

Case Study -1L d hi d T b ildi Skill


67/75


Leadership and Team building Skills

There was as short circuit in the float rectifier at 0900 hrs.

The JTO was not present on site. The TTA logged the faultbut did not inform the JTO.

The TTA tried to rectify the fault. The spares were locked in

a store. One of the TMs had the key to the store. But the TM

would not release the spares without authorization by the

JTO.The exchange ran on battery power for nearly one hour

before shutting down.

The MSU staff noted that the RSU was down and contacted

the JTO. The JTO rushed to the site, opened the store,

replaced the faulty rectifier cards and got the power running.But the RSU did not restore. Other services such as mobile

and WLL also did not restore as the STM-1 equipment was

down.


68/75


One of the TMs (Mahto) had an Airtel connection and with

that the staff contacted SDE (Transmission). He was asked tosend staff to restore the SDH equipment immediately but he

refused saying that no one was available.

Meanwhile two hours passed and irate customers started

crowding the RSU. Someone called the GMTD.

GMTD called the DGM. DGM rushed to the site and orderedSDE (Transmission) to send someone immediately. SDE

(transmission) revealed that the TTA posted in the RSU was

trained in SDH and should be able to restore services.

Under pressure from the DGM and irate customers, the TTAreset the STM-1 configuration and restored the SDH links.Mobile and WLL restored immediately and the exchangerestored after download from the MSU.

Answer the following


69/75


Answer the following

Question 1: Who should be blamed for the outage

time lasting 5 hours, the JTO, the TTA, the TMs, theDGM or perhaps the GMTD?

Question 2: Why do you think the TTA did not

inform the JTO? Was it right?

Question 3: Why do you think the JTO did notallow stores to be issued without his permission?

Was it right?

Question 4: Why didnt the TTA volunteer to

restore the STM-1 when the power came back?

Was it right?

Scenario 2


70/75


There is a TTA posted in a remote village in Manipur

maintaining and AN-RAX exchange and one mobile BTS.The working connections are 100 landline and 150 mobile

connections. There is a waiting list of 100 but these

people live behind a hillock where there is no mobile

coverage. And there is no distribution cable laid out in that

area.

Thero is a devout Christian. Unfortunately his church is

behind the hillock. His pastor regularly reminds him that

they are waiting for a BSNL connection. That worries Theroa lot. He is widely respected in the village as the one who

connects the remote village to the rest of the world.


71/75


Many times, Thero put up the case of laying distribution

cable to his seniors in Imphal. The case was rejected ascurrently there was a ban in SSA on laying out new

distribution cable. Thero also does not have much support

from lower staff. He has two TMs who are irregular in

attendance and one RM, who is sincere but not skilled.

Then Thero made a plan. In the next meeting he attended

in Imphal he promised that he would single-handed clear

the entire waiting list in his village provided he is issued

some distribution cable from the maintenance reserve. HisDE who belonged to the same village, agreed.

Thero got the cable. The next challenge was to lay out the

cable.


72/75


First, he called his staff, the two TMs and RM. He began

quietly, Thisproject of giving connections to our church andvillagers is bigger than any of us. We have to overcome all

our failings and for once put in our best. Not because we will

get paid for itwe will get paid anyway.but because the

seniors and the entire village are looking up to usand we

have to deliver. Inspired, his staff came out with their

problems. The TMs said that they were sorry that theycould

not attend regularly due to household problems. Thero

promised to speak to the village headman to resolve the

issues. The RM was not skilled in jointing. Thero promised toget him trained immediately.


73/75


Next, he met the village council and the pastor. He arranged for

two teams of volunteers to do the digging. A month later Therowas ready with his men and material. Four months and a lot of

hard work later, the distribution cable reached the last person in

the waiting list. That Sunday there was a special prayer service in

the church for all the people who contributed. A special invitee to

the ceremony was GMTD Manipur who was asked to cut a cakecelebrating the second monthly anniversary of the churchsbrand

new (and fault-free up to now!) BSNL connection!


74/75


Question 1: Was Thero right in doing what he did?

Question2:Compare Thero and Mr Goni (from previous

example) as leaders

Question 3: Compare their staff

Question 4: What was the role of the top management here?

Question 5: What should Thero plan for the village now?

Question 6: How do you think his staff should support him?Question 7: How should the senior management support him?

Question 8:Theros case. Is it one isolated incident or many

such things can happen all over BSNL?

Question 9: What corrective action should the supervisor theJTO- take to prevent the reoccurrence of the incident?

Question 10: What should be the role of the senior

management- the DGM and GM- in future?


75/75

2 Communication and Team Building for Middle Management-HSP

Documents

Transcript of 2 Communication and Team Building for Middle Management-HSP