Demonstrating Communication Skills - Essay Example

DEMONSTRATING COMMUNICATION SKILLS Communication incorporates more than a ment that a person makes. Dialogue is the key ingredient of communication. Efficient communication needs speaking and listening amongst one or more people. People who centre their attention upon information when they communicate are often considered egoistic and cold. On the other hand, people who are inclined to concentrate on social particulars at the cost of information may be deemed as dull and unrelated. Successful managers are seen by others to be capable and friendly when they are proficient in conversing in such a manner that they connect socially while transferring helpful and precise information (Watson, 2003). Communication is one of the most important aspect required for a manager to build confidence and admiration among fellow workers. Displaying concern in issues that are essential to fellow colleagues assists to establish an encouraging relationship that may be very supportive when dealing with job related problems. For example, team members will more often than not praise a supervisor who displays keen attention in them being humans, ahead of their ability to finish given jobs or resolve work-related issues (Watson, 2003). Misunderstangs are one of the most frequently the reason for disrupting manager/worker bond. Supposition about the terminologies and conduct of others are quite indifferent in most workplaces. Successful managers will discover the art of verifying any insight they have about what others are conceiving or saying before they respond. They will also understand effective and sometimes clever means to prompt team members and co-workers about essential jobs, conferences and goals to abstain from chaos or troubles (Watson, 2003). IMPROVING PRODUCTIVITY FOR TEAMS Yet a large number of gifted leaders need the influx and direction from others, positively sought and cleverly executed. The following points can assist a manager in expanding the output of his team. Engage in sense making - Making sense of the world around us. 1. Obtain information from various points: clients, traders, workers, rivals, other departments and financers. 2. Employ others in intellectual decisions. Express your future beliefs and verify with the one who differ with you in opinion and thought. 3. Make use of initial studies to outline minute tests in order to verify your deduction. Watch out for modern techniques to formulate new and improved methods to grasp alternatives. 4. Do not be rigid on present policies but be flexible to new potentials. Try not to explain the world in a traditional manner, like good and bad guys, sufferer and tyrant or marketers and engineers (Ancona, Malone, Orlikowski, & Senge, 2007). Build relationships 1. Consume time to identify with vision of others, hearing them with an attentive mind and without predefined judgment. 2. Influence others to raise their voices and show opinion. What are they interested in? How do they explain the ongoing situations? Why? 3. Prior to explain your vision, try to predict how others will respond to them and how you may justify them in the best possible manner. 4. While demonstrating your visions, don’t draw conclusions; identify the reasons behind the thought process. 5. Gauge the intensity of your current links: How well do you associate to theirs, when on the receiving end of advices? When handing out opinions? When trying to solve difficult issues? When asking for assistance (Ancona, Malone, Orlikowski, & Senge, 2007)? Cultivate inventiveness 1. Never assume that the previous methods applied are the right ones. Be realistic to change. 2. When a new problem surfaces, support imaginative ways of solving the issue. 3. Test different methods of problem-solving. Find unusual methods for combining and associating people. 4. While establishing a relationship with your current environment, ask yourself, “what other ways are achievable (Ancona, Malone, Orlikowski, & Senge, 2007)?” CONDUCTING PERFORMANCE APPRAISALS A minute amount of actions can initiate more sentiment and bewilderment than accomplishment analysis and reviews. The following steps can be taken to gain a successful review. Preparing for appraisal interviews - keep the review stats current so that the response is based on the current data. This data should include agreed performance parameters and any reviews that have been auctioned in the objective time-frame. Always recognize documents only when they are made by the correct organizations (Pearce, 2007). Planning appraisals – In any situation, calm but to the point interviews are very important. Although it is an appealing thought that the best environment for reviews is over drinks, formal interviews are more convenient for both appraiser and employees. Provide proper attention of the appraisal and dedicate enough time for interviews (Pearce, 2007). Conducting appraisals – establish an environment where creative ideas are welcomed. Smile and greet workers, to make sure that both of you are at ease and take essential motions to stay away from distractions during interviews. Establish the parameters for the appraisals but, before initializing, inquire about any issues that the employee may have. Be open, friendly and optimistic and concentrate on the future aspects. Imagine appraisals to be a collective problem solving meeting, not a court testimony (Pearce, 2007). Reviewing achievements - evaluate the accomplishment of the employees and ask about their onion on their performance, whether they are satisfied by it or not. If not, inquire about the issues that led to this cause and were the causes in their control? You may find that your opinions differ from theirs, or the precedence has shifted its dynamics (Pearce, 2007). Share views on progress – handout feedback on the performance of the employees and check if they concur or not. Establish the main areas that have to be focused upon in the future and ask how this can be achieved (Pearce, 2007). Plans for improvement – ask for opinion on how things can be improved. If employees are in trouble suggesting the correct measures, explain some of your own ideas and gain their confidence. The basic reason of this whole exercise is improvement and the focus should be on harmony and dialogue. Practical development cannot be attained unless both parties are interested in their activity and performance enhancement (Pearce, 2007). Dealing with development plans – In handling the future goals and career projections of employees, always be truthful and refrain from giving assurances that are difficult to hold up to. Be practical about prospects and enhancement and concentrate on personal and career growth. Give opportunities to make new inroads where suitable (Pearce, 2007). Agreeing with new objectives – By adhering to exact, quantifiable, suitable, practical, measured objectives, agree to the goals and to time-frame of the employees for the next period of work. Senior team members are experienced enough to figure this out own their own but junior staff has to be guided on many points. Prospects of development of their own goals and tasks should be provided to the workers, but these opportunities must always be challenging (Pearce, 2007). Ask for feedback – before completing appraisals, do ask for feedback from the employees about them. Are they satisfied? Have their actual goals met? At the end, review the main points of the appraisal and finish it off on a high note. Concur with proving the minute copies to the employees later (Pearce, 2007). Final point – Valuable appraisals have a tendency to lead to better performance index. Always carry them out as if it is a problem-solving session for both parties and try to look out for the future and not what that is history. Appraisals should have no surprises for both parties, because daily issues should have been resolved on a daily basis (Pearce, 2007). RESOLVING CONFLICT As the conflicts can hamper the relationship of supervisor and worker, it is essential to know the art of issue-resolving. The following five steps can be of essence in the workplace to avoid deterrence: Step 1: Scheduled meetings should include both the employees and the supervisor for the purpose of problem-solving. Step 2: Both parties should have different angles on how to solve the problem. Step 3: Choose practical solutions that are agreeable to both. Step 4: execute the solution and run a performance check after one week. Step 5: have regular problem solving sessions between employee and supervisor to prevent future contradictions (Gerson, 2002). IMPROVING EMPLOYEE RELATIONS The most essential part of the workplace environment is the good relationship between the workers and their supervisors. A smooth functioning of the organization always produce overall better results. The following guidelines address these issues: 1. Never expect actions out of your employees that you would have issues performing. Giving proper thought into assigning the jobs displays the esteem you have for the employee. Consider the fairness of the task at hand. 2. Have a comfortable personality so it you are easily approachable. Open your mind to other people’s thoughts. Set a particular time for staff meetings. Make daily check-up rounds to see if the employees are in need of something and take interest in their tasks. 3. Talk about your expectations with the workers and check whether both you and the employees are on the same frequency. The lack of harmony leads to task failures and weak employee/supervisor bonds. 4. Take a stance for your staff. Do whatever it takes to absorb unnecessary pressure that is on the employees. Be on a lookout for their welfare. Be on their side of the argument whenever possible. 5. Regard your employees. Transfer important tasks to them that you think they can perceive and accomplish well. This will prove your trust in them and the fact that you have admiration for their talents and abilities (Schwartz, 2005). Read More