COMMUNICATIONS

Dena Mezger, PE

Learning Objectives Know the definition of “communication” Understand active/effective listening Understand how to issue directives to your

Team Understand how to communicate change Understand how to communicate with the

public Understand the dangers of emails Understand your own communication style

“I know you believe that you understood what you think I said, but I am not sure you realize what you heard is not what I meant.”

(State Department spokesman regarding Vietnam War)

Communication

Definition: An exchange of information between two or more people or groups to reach mutual understanding. Someone gives info Someone receives info Intended and unintended messages Goal is for both parties to understand info

the same way

Influences on Communication Process

Noise Visual distractions Physical barriers Exhaustion Language skills Knowledge

Personal relationship

Emotions Attitudes Perception Values Expectations

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Body LanguageNonverbal Behavior

Arms crossed on chest Hand on cheek Touching, rubbing nose Rubbing the eye Hands clasped behind

back Open palm Pinching bridge of nose Steepling fingers Stroking chin Head resting in hands,

eyes downcast

Interpretation Defensive Evaluation, thinking Rejection, doubt, lying Doubt, disbelief Anger, frustration,

apprehension Sincerity, openness,

innocence Negative evaluation Authoritative Trying to make a decision Boredom

Active Listening

Focus on speaker Eliminate distractions Keep eye contact Take notes Ask questions Summarize what you heard

Effective Listening Attentive Observation - focus on speaker Acknowledging – convey understanding

“It sounds like you really want to change” Inviting – encourage speaker to say more

“Tell me more” Nod head

Checking it out – ask who, what, when, where or how

Communicating with Your Team

Sharing info Direction Solving problems Corrections “Atta-boys”

Directing Your Team Keep directive simple One directive at a time Expect compliance Phrase as request Customize to employee Get feedback

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Giving Directions Exercise

Pick a partner Move chairs to sit back-to-back One will receive blank paper, other will receive a sketch Give directions in order for partner to recreate sketch Don’t tell what the item is, just give step by step directions on how to draw it

Providing Feedback Focus on

Value to receiver, not the chance to “vent” for sender

Facts without judging “right or wrong” Behavior, not the person Observations, not assumptions or inferences Specific events or behavior, not abstract ideas Share ideas rather than give advice Appropriate time and place

Communicating Change Understand the change and its

impact Provide your input Understand the decision Understand why Explain the decision Make it palatable

Using the “grapevine” Staying ”connected” Dealing with rumors Feeding the grapevine Sharing info

Communicating with Your Peers

Asking for help Providing help Sharing information

Communicating with Your Boss

Reasons Receiving

direction Providing

feedback Good news Bad news

How to Know the purpose - be

prepared Appropriate time and

place Get to point quickly Use active listening to

encourage response Receiving assignment –

as who, what when, where to make sure you understand

Communicating with the Public

Be polite and professional Listen Answer the question Explain, briefly

Tailor answer to the audience Avoid technical jargon Stick to the facts

This generally applies to written communications also

E-mail Emails are forever Emails don’t show “tone” Emails get forwarded Hitting “delete” instead of

“send”

Communications Exercise Tally answers to Social Style

questionnaire Determine your primary and

secondary styles

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Social Styles

Analytical(Technical Specialist –

Conscientious)

Driver(Control Specialist –

Dominant)

Amiable(Support Specialist –

Steady)

Expressive(Social Specialist –

Influential)

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Social StylesAnalytical (Technical Specialist) /

ConscientiousDriver (Control Specialists) /

Dominant

Industrious Vigilant Determined Thorough

Persistent Orderly Requiring Decisive

Serious Critical Tough-minded Efficient

Exacting Indecisive Dominating Pushy

Moralistic Stuffy Harsh Severe

Amiable (Support Specialists) / Steady

Expressive (Social Specialists) / Influential

Supportive Dependable Personable Dramatic

Respectful Agreeable Stimulating Gregarious

Willing Conforming Enthusiastic Manipulative

Dependent Retiring Reacting Excitable

Emotional Ingratiating Promotional Undisciplined 5

Analytical / Analytical

Analytical/Driver

Driver/Analytical

Driver / Driver

Analytical/Amiable

Analytical/Expressive

Driver/Amiable

Driver/Expressive

Amiable/Analytical

Amiable/Driver

Expressive/Analytical

Expressive/Driver

Amiable / Amiable

Amiable/Expressive

Expressive/Amiable

Expressive / Expressive

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Social Styles

Nerd Jerk

Wimp Mouth

08/30/2010

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Personal Social Profile

Did you think this identified your style accurately?

Do you think others see you the same way?

How might you use this information?

Questions?

CONDUCTING EFFECTIVE MEETINGS

Small vs. large meetings

Setting goals and following through

Managing meetingsOVERVIEW

Session Learning Objectives: Conducting

Effective Meetings

• Understand the steps required to manage an effective meeting.

Understand your responsibilities in a good meeting

Understand the different types and sizes of meetings

CONDUCTING EFFECTIVE MEETINGS

Small vs. large meetings

Setting goals and following through

Managing meetings

“The Meeting from Hell” Tell the person next to you about “the

worst meeting ever” One or two things that made it the

meeting from hell Share a few of the examples with the

large group   Discuss strategies or behaviors that

would have made the experience better.  

“One either meets or one works. One cannot do both at the same time.” – Peter

Drucker

“The length of a meeting rises with the square of the number of people present.”

- Anon

HOW DO YOU USE MEETINGS??

What is your pet peeve about meetings?

Do you enjoy going to meetings?

Is the meeting necessary?

Do you define its purpose?

MEETING TYPES

Depends on creativity of group Best in small groups Relaxed and spontaneous

CREATING(Goal setting and brainstorming)

Objective to exchange ideas Two-way communication 30 people or less Less formal

EXCHANGE IDEAS(Performance reviews and staff meetings)

Objective to deliver quickly One-way communication Any size group Formal and businesslike

INFORMATION GIVING(Training, lecture, delegation and crew meeting)

MEETING TIPS Short mtgs.: Late in day or before lunch. Provide agenda before meeting and use it. Make sure all at meeting are heard. Summarize what was discussed. Make assignments with due dates.

Provide written action items list Start and finish on time. Try assigning time limits to topics. If there is conflict – focus on issues. Rotate who is chair

CONDUCTING EFFECTIVE MEETINGS

Small vs. large meetings

Setting goals and following through

Managing meetings

GOOD MEETINGS

Organized / Structured There is preparation Advance information sent Start on time Length of meeting is appropriate Conversation free & open Follow upEveryone at the meeting is responsible for

making the meeting a success.

2 CONTRIBUTIONS YOU CAN MAKE

PROCEDURAL SUGGESTIONS

CONTENT SUGGESTIONS

CONFERENCE CALLS

Designate note taker Identify yourself when you speak Call on those that are silent Poll all to get agreement Solicit feedback Finish with assignment review

and TO DO LIST

CONDUCTING EFFECTIVE MEETINGS

Small vs. large meetings

Setting goals and following through

Managing meetings

MEETING SIZE MATTERS

SMALL Informal Easy to participate Brainstorming works Leaderless possible Participants invited Usually private

LARGE Robert’s Rules Need to force

participation Structured brainstorming Leaderless = Anarchy Could include squatters Often public

Meeting Attitude Assessment Scoring

40 to 50=You are a solid meeting contributor

30-39=You contribute, but you may want to get more involved 

10-29=Reevaluate your attitude toward meetings and work to be more of a meeting contributor.

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Questions?