Develop strategies of communication for maximizing
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Develop strategies of communication for maximizing impact to interactions more productive .
1, understand your audience
2, Know the knowledge of the receivers---- avoid giving the inf ormation they already know (decrease the effectiveness of communication)
3, Avoid giving highly specialized information (not confused easy to understand)
4, Consider the reasons and the desired result when devising an initial strategy
(prioritize your purpose when you have more than one purposes)
5, Avoid irrelevant information ---- sales agent describe the feature of product forget to ask order
6, Effective communication is about more than just exchanging information. It's about understanding the emotion and intentions behind the information. As well as being able to clearly convey a message, you need to also listen in a way that gains the full meaning of what's being said, builds trust, and makes the other person feel heard and understood.
Not focus on what they say --- be an active listener
Subtle intonation ----- how they feel emotion ---- connect with the people
Nonverbal signals (gesture eye contact body language tone )
Speak clearly and concisely
get someone to respond to you in a positive manner No one is going to want to talk to you if you sigh, roll your eyes, or seem otherwise impatient or bored while they are trying to convey their information.
This can actually be as simple as maintaining eye contact, and modifying your body language to appear attentive and interested
Learn the characteristics of behavioral styles and determine how style differences impact interactions and relationships.
Companies today are expanding the role of teams in the workplace in an effort to empower employees and improve organizational effectiveness. The more we try to work as a team, the more important it becomes to recognize that people exhibit different behavioral styles. I use the term "behavioral style", purposely avoiding the terms "personality" or "attitude", because unless we are psychiatrists or psychologists, we are not qualified to evaluate such things. All that we can see and deal with is a person's behavior.
There are four major behavioral styles: analytical, amiable, driver and expressive. Please note that I am using an extreme simplification of each particular style. It is doubtful that all people of a particular behavioral style exhibit all of the characteristics portrayed.
Analytical—This behavioral style is noted for the ability to gather and review data. This style is typical of people in technical positions such as engineering, accounting and information technology. Details and accuracy are important to these people, and they take great pride in providing information that is correct.
Skills: Analyticals are persistent and don't mind spending extra time to make sure things are right. For the most part, they are orderly and present ideas or solutions in an orderly manner.
Caution: Due to their desire for accuracy and attention to detail, analyticals can come across as indecisive. They can also be critical of solutions that veer from what the "facts" say. They have little use for gut feelings and may go to great lengths to avoid dealing with those who do.
Favorite word: Why?
Best Performance: Allow them sufficient time to gather and interpret information.
Amiable—Amiables are highly supportive individuals interested in establishing and maintaining relationships in an organization. This behavioral style is typical of employees in human resources and social or medical services.
Skills: Amiables are great at achieving consensus within an organization. They can effectively facilitate groups and bring sides together to develop a win/win solution.
Caution: Sometimes an amiable person's desire to reach agreement may cause the person to conform too easily, intent in maintaining relationships rather than reaching the best solution.
Favorite word: We.
Best Performance: Encourage amiables to initiate and stand behind their ideas. Allow them to maintain relationships in the organization.
Driver—Drivers, as the name implies, are often the driving force behind getting things done in an organization. They are results-oriented individuals who are motivated by goals. Drivers typically gravitate to positions in management and sales.
Skills: Drivers are effective at time management, seeming to possess an innate ability to devote just the right amount of time and effort to things that need to be done. Drivers rarely struggle with making decisions.
Caution: Because they are so driven for success in a timely manner, drivers may neglect the impact that their actions have on others. They may be viewed as willing to
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