Building Relationships Through Effective Communications
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Transcript of Building Relationships Through Effective Communications
DALE CARNEGIE TRAINING
Building RelationshipsThrough
Effective Communications
Jeff ShimerJeff Shimer
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Dr. Death?Dr. Death?
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Janet the Janet the ““Nice Auditor”Nice Auditor”
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Hierarchy of Needs
Survival
Security
Belonging
Importance
Self-actualization
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Which Do You Want To Be?Which Do You Want To Be?
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Linear Communications
Linear communication typically includes: Reports E-mails Letters
Voice mail
Sender Receiver
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Interactive Communication
Interactive communication typically includes:Phone callsGroup meetings1 on 1 meetingsTeleconferencesVideo conferencing
Message
Feedback
ReceiverSender
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The Communication Cycle of an Effective Leader
MessageMessage
FeedbackFeedback
Relationship
Filter
Filter
Filter
Filter
ReceiverSender
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Strength-Centered Compliments
ThingsAccomplishments or ActionsPersonal Traits
What To Compliment:
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Credible Praise
For the highest credibility, combine the noting of specific accomplishments
with recognition of the person’s personal qualities, strengths and
traits that made those accomplishments possible
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Strength-Centered Compliments
Accomplishment or ActionPersonal TraitEvidenceAsk a Question
How To Compliment:
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Showing Appreciation
“One strength or quality I see in you is… The reason I say that is…”
Or “You did ___ very well because…. The strength you have shown here is…”
Ask a question to get them talking
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Cushions
Build RapportSoften Resistance Show Respect
Avoid “But”& “However”
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The 5 R’s
Rapport
Relate Findings
Recommend
Review Purpose
Reassure
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Selling Your Ideas
A Quick Quiz
Ask Questions
Talk in Terms of Their Interests
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Levels of Listening
Ignore
Pretend
Selectively
Attentively
Empathetic
Listen
ing
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LADDER to Listening
Look at the Other PersonAsk QuestionsDon’t InterruptDon’t Change the SubjectExpress Emotion w/ ControlRespond Appropriately
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The Difference...
Listening to Learn
Listening to RespondVS.
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Thank You
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People Support a World They Help Create
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Strengthen Relationships
Don’t criticize, condemn or complain Give honest, sincere appreciation Arouse in the other person an
eager want Become genuinely interested in
others Smile
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Strengthen Relationships
Remember names Be a good listener Talk in terms of the other person’s
interests Make the other person feel important
and do it sincerely.
Maintaining Accountability
TheProcess
Usersof the
Process
Ownersof the
Process
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Holding People Accountable
Put it limboNo decisions are made
Establish accountabilityAccountability is assigned to
another person
Buy it backDelegation is negated
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Empowerment Analysis
“Should B
e”
Perform
ance
Standard
sControl Limits Control Limits
Subtle Deviations
Obvious Deviations
Cycle of Accelerated Learning
Habit Skill
Attitude Knowledge
Need toWant toCan do
Will doShow me how
Right with strong coaching
The knowledge trap
Fundamentals Concepts Principles
Practice
More coachingFeedbackFollow-upAccountabilityMeasurementRecognition
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Today’s Business Reality
Time
QualityCost
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Tyranny of the Urgent
Urgent Not Urgent
Important
Not Important
ICrisis
DeadlinesMeetingsRepairs
II PlanningClarifying Values
RelationshipsVision
Process- Improvement
IIIPhone calls
InterruptionsMail
ReportsDrop-ins
IVTrivia
“Escapes”Junk Mail
Busy Work