| Express your thoughts clearly: | | | | views differ from your own: |
| To be effective in interpersonal communication, | | | | Employees learn a great deal about their manager |
| organize your thoughts. Think through what you | | | | on the basis of how the manager responds to |
| plan to say before you say it. Choose the | | | | opposing views. (And body language speaks louder |
| appropriate words that will best communicate | | | | than words.) If the manager appears threatened |
| these thoughts, and speak in the language of the | | | | or distressed whenever an employee offers an |
| listener. Strive for utmost clarity. | | | | opposing view, the employees in all likelihood will |
| Be willing to express your feelings: | | | | be reluctant to challenge the manager in the |
| Those people who are able to express their | | | | future. As a consequence, the manager's ideas |
| feelings are more likely to be effective | | | | may go untested, and some potentially good ideas |
| communicators than those who are not. This does | | | | may never be considered. Avoid becoming hostile |
| not mean an irresponsible venting of emotions; | | | | to opposing views. Try to understand the other |
| rather, it means expression of feelings tempered | | | | person's views: what they mean, how they came |
| with responsibility. If you are unable or unwilling to | | | | about, and why the person supports these |
| express your feelings, others may view you as | | | | particular views. Then, when appropriate, try to |
| bland. Your people want to know where you are | | | | incorporate these views into your own thinking, |
| coming from. Tell them! Move beyond merely | | | | while at the same time giving due credit to the |
| exchanging data and information. Enrich your | | | | person who generated the ideas. |
| communication with a clear expression of your | | | | Be willing to change your convictions as new |
| feelings about the issues at hand. | | | | truths are uncovered: |
| Put yourself in the place of the other person: | | | | Too many people believe that they have a "lock" |
| The effective communicator has empathy: the | | | | on truth. There is only one way to the top of the |
| capacity to participate in another's thoughts or | | | | mountain, and that is their way. Their own views |
| feelings. Empathy is the ability to see the world | | | | are obviously correct, which means that any |
| through the other person's eyes. It is an attitude, | | | | opposing views are obviously incorrect. One of |
| a frame of mind, which has a profound effect on | | | | the greatest challenges for you as a manager is |
| the quality of the communication. Empathy is | | | | to keep an open mind. This does not mean a |
| what helps set up the exchange as a living mutual | | | | wishy-washy approach in which you agree with |
| relation. | | | | every opposing view, but it does mean that you |
| Be "truly present" When engaging in interpersonal | | | | will hear others out and try to understand their |
| communication, many managers appear to be | | | | views, even when the views are contrary to |
| preoccupied with other thoughts. Their body | | | | your own. Perhaps it will turn out to be a |
| language conveys the impression that their | | | | significant learning experience; you may glean |
| thoughts are paying attention on something other | | | | some insights that will help you strengthen your |
| than the matter at hand. Don't be guilty of this | | | | own views. |
| type of behavior. Whenever talking with another | | | | Be willing to confront: |
| person, give that person your undivided attention. | | | | Conflict is an integral part of life. If we are |
| Even if you have only 10 minutes to give, give | | | | encouraging people to be authentic in expressing |
| the person 10 minutes of your undivided attention. | | | | their thoughts and feelings, conflict is inevitable; if |
| Be a good listener: | | | | we are calling for people to be creative in |
| It has been estimated that no more than about | | | | expressing their own views, conflict is inevitable; |
| 10 percent of the general population might be | | | | and if we are requiring people to work in complex |
| considered really good listeners. That means that | | | | and ever-changing organizations that have |
| about 90 percent of us have room for | | | | competing demands, conflict is inevitable. Conflict |
| improvement. It will be to your credit if you | | | | is not something to be avoided; rather, it is |
| develop a reputation for being a good listener. Be | | | | something to be guided and channeled for |
| an active listener and listen with understanding. | | | | productive ends. Whenever your views differ |
| Ask good questions. Paraphrase the key points | | | | from those of others, be willing to confront. This |
| that the other person has made. Check your | | | | is essential for authentic dialogue. |
| perception of the person's feelings. Link the | | | | Think win-win: |
| elements. Achieve unity. These are things that | | | | When confronting others, there are those who |
| you can learn to do. Great effort is required, but | | | | think only in terms of win lose. There obviously |
| making the effort will surely enhance your | | | | will be a winner and a loser. This is a basic attitude |
| effectiveness in interpersonal communication. | | | | that has been ingrained over the years. Don't get |
| Postpone evaluation: | | | | trapped in the win-lose mentality. Transcend it! |
| Whenever a new idea is being presented for | | | | Focus on ends rather than means. Ask yourself: |
| consideration, many managers are too quick on | | | | In this particular confrontation, what might be |
| the draw in evaluating the idea. Before they have | | | | done to assure that both my adversary and I |
| really understood the idea, they judge it to be | | | | achieve our objectives? How can we both |
| either good or bad. Such behavior tends to inhibit | | | | emerge as winners? |
| communication and may cause the manager to | | | | Summary: |
| miss out on some promising ideas. Whenever a | | | | The manager is responsible for creating the work |
| new idea is being presented to you, discipline | | | | environment. Have you ever wondered what |
| yourself to postpone evaluation until after you | | | | exactly is up with your employees? This |
| have demonstrated that you fully understand the | | | | informative article can give you an insight into |
| idea. | | | | everything about how you can communicate |
| Avoid becoming hostile when another person's | | | | properly with your employees. |