communication | Brenda Eckstein International

116: Editing business letters

Communication Skills Training Tagged with: communication, Documents, Editing, Verbal, Written

May 142013

In our ‘Communication Skills’ courses we often include the ‘how to’ of written and verbal business communication. Developing a checklist for editing draft business documents is an important aspect.

But first we need to look at the basic steps in writing a business letter or preparing a document:

Check the purpose of the document and any instructions that may have been given.
Gather relevant information.
Make sure it is easy to access the information when needed.
Decide on the structure into which you’ll put the information.
Outline your message in a way that suits your style – Mindmap, keywords etc.
Check that the information is organised in a logical order.
Compile the first draft.
Edit.
Produce the final version.

Jonty Schwartz and Mpumi Dlomo, group leaders at a session in the Treverton Post-matric ‘Communication Skills’ programme.

In this article we are dealing mainly with Step 8, the editing process. This checklist was developed from the consolidated input from various facilitated group discussions over a period of time. These include the contribution of groups in a recent Treverton Post-matric course covering a total of twelve four-hour workshop modules.

Checklist for editing your draft

Questions you should ask yourself are:

Are you authorised to write and send this letter or is permission required?
Is the letter (or other document) in line with the expectations or instructions of those requesting the letter or being responded to?
Professional and appealing are two words that would describe your draft?
Grammar, spelling, font and page size are in line with corporate specifications? For example, there is no ‘slang’, the spelling is South African English, the font is Arial 12 and the page size is set at A4 if that is what is specified?
The above are not only in line with expectations, but have been checked and corrected?
The appropriate letterhead has been used? (Some businesses use different letterheads for various communities or sectors of their business.)
Page numbering is in the correct place, correct font and size?
The letter is dated and will be sent as soon after that date as possible? (Not dated March and sent in May?)
A logical structure is evident but the information flows?
The message is clear from the beginning and it will capture the reader’s attention?
There is no ambiguity? You are clear on your intended purpose and the letter reflects this?
The tone is professional yet respectful?
Where possible and appropriate your have included evidence that brings your message to life?
The source of information or quotes has been credited (correctly!)? For example, never include ‘the experts say …….’. Who are ‘the experts’? What qualifies them or makes them credible?
Wherever a date or statistic appears, it is correct?
Does this document cover only relevant information but in sufficient detail? There are no irrelevant points?
Unnecessary words and phrases have been eliminated?
If possible, the content has been reduced to one page (without prejudicing the font size or layout)?
Are you following protocol? It has been addressed correctly and is being sent to the appropriate person?
However, are you sending the message to the right person – the person who required the information or has the ability to make the decision? Have you taken the time to find out who has the authority to handle your issue? It is often a waste of time sending to the wrong person.
You have assumed the right level of knowledge and are using the level of communication appropriate to that recipient?
Even although it may not be necessary to address these issues at the time, you have thought of all possible arguments when compiling the letter?
Indicate who has been copied on the letter.
It conveys a polite and unemotional impression?
Ask yourself how you would react or respond on receiving this letter?
Is it likely to achieve the desired results?
If the letter requires a response, have you said so, and given a date? (Your expectations may be for the person to reply soon, or ‘at your earliest convenience’. In your mind, you anticipate receiving the reply by the end of this week. The recipient may interpret ‘at your earliest convenience’ as being by the end of next month.)
Have you clearly indicated any other action that you are suggesting or requiring?
Have you done whatever you can to close the gap between your intention in sending the message and the recipient’s possible perception of your message?

Although the above checklist applies primarily to letters, it is useful in checking any business document.

For training in communication skills, and especially for courses tailored to suit your specific needs, please visit www.strategy-leadership.com or e-mail brenda@strategy-leadership.com

Building relationships through quality conversation

Communication Skills Training Tagged with: Building positive relationships, communication, Conversations, Relationships

Jul 232012

The ability to hold quality conversations is an attribute which can help us achieve greater success. Improving our conversation skills enables us to build and sustain positive relationships. And within those relationships, trust is important.

Technique

I have a simple formula which participants practise in the workshops. They then ‘transfer’ the learning to the real world.

Let’s go through this step by step.

We listen, really listen to the person speaking. This in itself is a challenge to many of us. Often, instead of concentrating on listening, our minds are racing ahead, thinking of our own example and wanting to voice our opinions.
We comment on what the person has just said. This confirms that we were listening.
We then ask an ‘open’ question.

In practising, both parties follow this format and the quality of conversations improves enormously.

The ability to tell short, relevant stories in context brings our message to life. So, where appropriate we introduce stories or other ‘word pictures’.

Coaching conversations

In ‘integral coaching’ we begin by building a ‘conversation for relationship’. This grounding is important and needs to be firmly established before we follow with ‘conversation for possibility’. How can we effectively explore possibilities without having built the relationship? The next stage is ‘conversation for action’ and this will never be as effective if the relationship has not been firmly established and possibilities properly explored.

I have found that often, even in business, people are surprised that where they believed that the other person had agreed on action, there was no ‘follow through’. On exploring further, we sometimes found that the person had jumped too fast to the action stage and had left the other person behind! So, backtracking to ‘conversation for relationship’ and ‘conversation for possibility’ helped form the foundation for an effective ‘conversation for action’.

Benefits of building positive relationships

There are many benefits of functioning within positive relationships. These include recognising and optimising opportunities. We all prefer to deal and do business with people we know and trust.

In addition, when things go wrong, where we trust people, we’ll usually give them the ‘benefit of the doubt’. In the case of the late delivery of good, our thoughts may be ‘he is such a reliable guy, his supplier must have let him down’. There will be an ‘absence of malice’. And we’ll work together will him to meet the challenge. This will build an even stronger base on which to continue developing the relationship.

Conversely, if we are dealing with some-one we don’t know and where trust has not been built up, our attitude in the same situation may be: ‘this guy is unreliable. I don’t like dealing with people who let me down. I’m not going to give him a second chance.’

Positive relationships help us to become the organisation of choice, the team of choice or the person of choice. Build and sustain positive relationships and you will benefit.

In ‘ABCs of Effective Networking: 52 ways to achieve success’ (ISBN 978-06204 1625 -2) on page 80 and 81 I cover more on relationships and the action we can take to improve relationships in all aspects of our lives. This is also addressed in ‘Networking tactics: a guide to achieving success through personal networking’ (ISBN. 978 – 06204 1624 – 5).

For more information on conversation skills, improving networking skills, building stronger networks or on ‘executive coaching’ please contact me brenda@strategy-leadership.com, Phone: +27 33 3425432, Mobile: + 27 82 4993311.

Pick up the phone

Communication Skills Training, Customer Service Tagged with: communication, Conversations, Customer, E-mails, Service

Jul 162012

A large organisations where I was rolling out a ‘customer service’ programme, introduced the mantra, ‘pick up the phone’. The purpose was to get people to talk to each other. By relying too heavily on e-mails and SMS’s, people were not building and sustaining personal relationships.

Even better than speaking on the phone is being able to interact ‘face-to-face’. Hearing a person’s voice, and being able to observe the subtle nuances of facial expressions and other gestures adds extra meaning to our words and leads to greater understanding.

The General Manager of my favourite hotel was telling me today that they are introducing ‘no e-mail days’ when staff may not send e-mails to their ‘internal customers’. The intention is to create awareness of the number of unnecessary e-mails we send. It also hi-lights the importance speaking to people. I applaud this initiative.

Many of us have developed ‘send an e-mail’ as our ‘default’ way-of-operating. What can each of us do to make sure we are communicating in the most effective way? How do we create awareness and ‘take action’ to hold a greater number of in-person ‘quality conversations’?

When presenting specific BEI workshops, we cover ‘how to hold quality conversations’ and ‘building positive relationships’. If you’d like further information, please contact me – brenda@strategy-leadership.com, Phone: +27 33 3425432, Mobile: + 27 82 4993311.

Expanding the ‘Cornerstone’ concept

Communication Skills Training, Leadership Development, Personal Networking Tagged with: communication, FLAG, Fun, Growth, Leadership

Jun 112012

My personal ‘balance’ philosophy is captured in the acronym FLAG. And I know this can mean many different things to different people! I use FLAG to show that there needs to be a combination of Fun, Leadership And Growth in all our endeavours. In my workshops these four elements form the cornerstones providing the framework within which balance and achievement are possible. And in our business and daily lives this applies, too. Thus ‘balance’ forms an integral part of my work as an ‘executive coach’, too.

The template used in BEI workshops and ‘executive’ coaching.

In two separate recent ‘leadership development’ and ‘communication skills’ courses, during one of the twelve four-hour sessions, the participants, working in groups, answered the question, ‘Why is it important to incorporate Fun, Leadership, And (continuous improvement), Growth in order to achieve balance?. The consolidated input from these two groups was as follows:

Fun

Fun energises.
Positive energy and a positive mental attitude go together.
Surrounding ourselves with positive people helps us to stay positive, feel good and be happy.
Fun brings humour and laughter and this binds people together.
This attracts more people who have common interests.
Fun helps to get things done because people are more motivated.
The working environment is more enjoyable for everyone.
This builds staff morale and helps to make this the ‘firm of choice’. Staff retention improves.
Having fun encourages us to attempt things we may have tried as children and ‘put on the back burner’. Having support helps, too.
Fun helps us to look for the lighter side and make the best of every situation.
‘Fun’ needn’t be huge. Make the little things count in a suitable manner. Celebrate every step to success.
By having fun and being positive we can ‘aim for the highest’ in everything we do. Thus fun can help to lift our standards.
Laughter with friends increases our endorphins, the brain’s ‘feel good’ chemicals.

Fun enhances opportunities to develop strong Leadership and strong teams that continuously improve (A). This leads to Growth of the Leader, team-members and individuals. Thus this element impacts on the other three ‘cornerstones’.

Leadership

Leadership, whether we are leading others or practising ‘self-leadership’ is necessary for setting our vision.
We serve those whom we lead and we need to ‘lead with’ those whom we are serving.
Strong leadership enhances team performance.
Leadership provides emotional support and maintains strength within the team
It is important to celebrate the individual successes of those whom we are leading. Give credit for achievements.
We need to keep the group energised to achieve the vision and goals we set for them.
The whole concept of ‘Ubuntu’ is important. The interdependence of people means that by improving Leadership for one person there is a ripple effect on all other role-players.
As a leader it is important to know our team’s potential and thus recognise and optimise appropriate opportunities.
Leaders need to ‘pause’ and reflect in order to optimise performance.

Strong Leadership enables clearer and more meaningful visions to be set. The approach of leaders needs to be that of ‘continuous improvement’ (A) of self, the team and individuals. The Fun element energises and aids progress. Again, the interrelationship of the three facilitates the fourth, Growth.

And

‘And’ implies ‘something extra’ and we use this to denote ‘continuous improvement’.

Reflect on what needs to be improved and take appropriate action.
Stay part of the process, avoid distance.
Flexibility is important in continuously improving. Adapt to situations.
Complacency causes stagnation and we should guard against that.
Continuous improvement of ourselves involves competition with our past performance and possibly with other people. However collaboration plays a key role.
In order to continuously improve in all areas of our lives, develop awareness. We need to use our senses more and reflect.
It is important to constantly ask ourselves the ‘six wives and a husband’ questions – who, how, when, where, why, what, which? An ‘attitude of positive discontent’ helps us to find ways of continuously improving.
‘Go the extra mile’ in everything we do.
We need to be continuously improving ways that enhances our ‘authentic selves’ rather than fitting the moulds that others build for us. In other words, ‘live for yourself and not to satisfy others expectations’

Continuous improvement (A) of product, service and the way we operate enhances our performance in all areas of our lives. This impacts on our Leadership, our ability to build, sustain and spend our energy in a meaningful way (here the F is very important) and leads to Growth. So, all four elements have impact.

Growth

Concentrating on growth will help us to become the ‘person of choice’, ‘team of choice’, ‘organisation of choice’ etc.
Growth means identifying the ‘gaps’ and working on ways of closing them.
We need to communicate better in order grow as individuals, teams or organisations.
Building strong relationships provides ‘sound bases’ on which to grow further.
We need to simultaneously work towards the ‘vision’ and concentrate on our ‘tactics’, the steps necessary to get there.
Building the future and maintaining the present are important for real growth to occur. For example, if we have no vision, we’ll stay where we are. (No growth). However, if we don’t ‘maintain the present’ everything will collapse and we won’t ever reach our future vision!
In order to see how much we have grown, we need to stop, reflect and look back on the starting point and distance travelled.

Growth is an outcome of continuous improvement (And). But we need direction and Leadership to co-ordinate our efforts and make our ‘continuous improvement’ part of our journey. It can’t be ‘granular’. Without Fun this would all become a tiresome, heavy exercise and there would be little enjoyment and little motivation to continue the journey. So, Fun is an essential ingredient in our cohesive approach to balance – in whatever we do.

What are you doing to gain more ‘balance’ in your life? In a previous post entitled ‘FLAG cornerstones’ on October 26 2011, I provided a brief questionnaire from my first book, ‘Networking tactics’. These FLAG principles can easily be incorporated in leadership or self-development programmes. If you would like more information on our training courses or ‘executive coaching’, you are welcome to contact me – brenda@strategy-leadership.com, Phone: +27 33 3425432, Mobile: + 27 82 4993311.

Assertiveness Formula

Communication Skills Training Tagged with: Assertive, Assertiveness, Behaviour, communication, Conversation, Emotion, Leadership

May 272012

In a previous blog, ‘Ten tips on Assertiveness’ I gave the background to the importance of being assertive rather than aggressive. The last point involved the assertiveness formula and I’m expanding on that concept here.

By learning this simple technique and practising it regularly, it can become your ‘default’ enabling you to hold conversations you may be avoiding. Thus you can improve your performance in your business, community and private lives. And this will help you to feel more effective and happier.

How often have you avoided a person because their behaviour annoys you? And how often do you talk with a person but avoid certain topics of conversation because these topics are emotionally charged (either for you or for the person you are speaking with)? And how often have said what you want to say… and had disastrous results?

When I am coaching executives, facilitating ‘leadership development’ or running ‘communication skills’ training workshops, I often identify the need for individuals to become more assertive. I show them the formula, they practice each day, (developing their ‘talk’ for different situations), and then apply where appropriate. The results have been outstanding. And it is so simple:

When you……..(mention the other person’s behaviour)
I feel…… (take responsibility for your emotions)
because …….
I would prefer you to………………

Here is an example:

I was highly irritated that my housekeeper seemed to use the noisy vacuum-cleaner whenever I was on the phone. So, I called her and politely said:

‘Sybil, when you use the vacuum cleaner in the passage and I’m on the phone,

I feel very embarrassed

because I can’t hear what the other person is saying.

I would prefer you to check whether I’m on the phone before switching the vacuum cleaner on.

Sybil was very apologetic as she hadn’t realised the noise bothered me. And now, before switching the vacuum-cleaner on, she always checks to see whether I’m on the phone.

Let’s go through each element of the formula and explore in more detail:

When you……………This first statement enables you to identify the other person’s behaviour that triggers your response. That in itself is therapeutic.
I feel……………………You are recognising and taking responsibility for your own emotions. I find that participants in my workshops often automatically turn this statement around to ‘You make me feel…..’. So, it takes practice to stop blaming the other person. You need to take full responsibility for what you are feeling. (Nobody can challenge what you are feeling!)
Because…….. Having to state the reason for your feelings helps you to identify the cause.
I would prefer you to……..This focuses on the solution. Think about it! How do you want that person to modify their behaviour? The word ‘prefer’ takes your statement from a command to a statement of a preference.

By concentrating on the core of your message, you are ripping away the emotion. Standing and practising this enables you to develop a ‘posture of confidence’ which will help when you get into a ‘real’ situation’.

Use this formula regularly and you will get better results.

Code of Professionalism

Leadership Development Tagged with: Behaviour, Code of Professionalism, communication, Leadership

May 132012

Background and explanation

During leadership development courses, I often facilitate the development of a ‘Code of Professionalism’ where the team starts from scratch and through conversation decides what the main points in their ‘code of professionalism’ should be. Starting with ‘we will at all times’, participants populate their ‘code’ asking ‘what do we really mean by this’?

I stress the importance of discussing behaviours which are congruent with that principle and those which are contrary to the principle. Interesting points emerge from the group and members often become aware of how differently others may perceive aspects of their own behaviour.

Where courses run over a period of a few months, by sporadically going back to their ‘code of professionalism’ and redefining the main points, we see how the document reflects the rising maturity of the group.

Athol Davies – Post-matric Director

I’m currently running a communications skills course, emphasising ‘leadership development’ for the 2012 Treverton Post-matric group. It is interesting how different their updated code now is, four months after the start of their programme. I’m also fascinated at how different this ‘code’ is from those I have facilitated for teams in the business environment where the emphasis is on behaviour needed to get the job done in the most professional manner. The Treverton group definitely has a greater emphasis on values and life skills. And that is appropriate for their needs.

Below is their (still draft) ‘Code of Professionalism’ capturing my understanding of their main points from our session this week. In knocking it into shape, I have needed to incorporate the intention of the various groups and taken editorial licence in adding a few of my own comments. So, this is a ‘living document’ and may very well be further modified at our next session. It is very interesting looking back and seeing the first stages of developing the ‘code’ four months ago at the beginning of their ‘Post-matric year’ when they were a group of diverse people – and now they are a team working together towards a common goal!

I feel they have done an excellent job in developing this code. And, if you’d like to know more about the Treverton Post-Matric course, please visit their website. The Post-matric Director, Athol Davies is to be commended on the wonderful way in which he leads this group of young people, achieving magnificent shifts in their ‘way of being’.

Code of Professionalism: Treverton Post-matric – May 2012

We will at all times:

Behave in an ethical way

Choose to do what is right, not what is easy. Abide by the rules, working within an acceptable framework. But, expand your horizons. Be adventurous by questioning and stretching boundaries where it will cause no harm.

Show respect

Showing respect to the environment, animals, others and ourselves leads to protecting what is good and consciously doing no harm. Tidiness (of the environment and self), dressing appropriately, speech, and manners are all part of respect – and so are punctuality, respecting other’s ‘space’ and belongings.

Respect helps to build positive relationships.

Lead by example

Self-leadership and leading teams are part of leadership development. Leadership involves setting a vision, motivating others to achieve the goal and helping others to reach potential.

Leaders need to set an example for others to follow. Push beyond current limits both mentally and physically. Aim at the highest from a head, heart and action perspective thus setting standards of excellence.

Encourage others

Encourage others by acknowledging their achievements and motivating them to do their best. In addition, by exposing them to things they would not normally do, they might find something they will be unexpectedly good at or really like. This will help them to grow and reach higher levels and cause a ‘ripple effect’.

Treat others with empathy

Be mindful of their needs. Empathy promotes action, enhances capabilities and builds people. It is important to go beyond differences and negative feelings and to ‘tune in’ to the person, their situation and their current needs. Be nice to others, treat them with kindness and caring. They have the right to be treated with respect.

Practise tolerance

Be patient. Accept people and allow their differences. Tolerance leads to greater understanding. Try to understand why people think and behave the way they do. Listen to their ideas and accept their choices.

Looking beyond differences, we’ll find similarities as we ‘share the same space’. We can use other people’s positive differences (their strengths) to enhance ourselves.

Listen to others

It is important to go beyond hearing what people are saying. Listen actively. Validate others – ‘I see you, I hear you and what you say matters’. This shows support and builds relationships, generating further growth.

Listening promotes understanding of others and is a skill needed for self-growth.

Cultivate a positive attitude

Be careful of negative self-talk and limiting beliefs. Consciously see the good in all things and in others. But be objective. Look for value. Cultivate and maintain a positive attitude.

Be inspired

Believing in something greater than ‘self’ helps to ‘keep you going’. Look for inspiration. Being motivated stems from being inspired. Maintain a level of motivation and results will be better.

Keep up appearances

Maintain high standards for the group and individually. Make sure the ‘outside’ is not a veneer. Allow your authentic self to shine through.

And don’t judge a book by its cover. The cover is not the book – the contents may be very different.

If you are interested in finding out more about our ‘leadership development’ programmes, or any of the other services we offer, you are welcome to contact us directly on brenda@strategy-leadership.com or Phone: +27 33 3425432, Mobile: + 27 82 4993311.

Get your message across – creatively!

Communication Skills Training Tagged with: communication, Productivity, Skills, Tree, Word Cloud

Apr 102012

Poor communication is often stated as a major problem in business and prevents progress. This applies to both the organisation’s internal and external communication.

In ‘Brenda Eckstein International’s’ training programmes, we help individuals to enhance their competence in this field. By improving their personal effectiveness, productivity increases. The ripple effect can be enormous.

I usually consolidate participants’ input after each session and reflect on what I can learn from it. That way I can ‘continuously improve’ on my own performance as a trainer and also explore ways to ‘self-generate’.

Recently after one of our most popular EYES (Enhance Your Executive Skills) Communication Skills Workshops in which we cover ‘effective delegation’, ‘giving instructions’ and ‘how to be more assertive’ I was updating the input from ‘Lessons from the Tree’. In this exercise, participants observe and then instruct their partners to draw a specific tree. There are many lessons to be learnt from this simple exercise. And the CEO’s in the group learn as much as those in less senior positions! Improving their communication skills through these concepts enable them to generate more time to spend on strategic issues.

What fascinated me after this particular workshop was that I copied-and-pasted the participants’ combined input into a ‘Word Cloud’. Have a look at the picture! It came out looking like a tree. What a co-incidence!

Yes, creativity adds energy and can help to broaden our perspectives. We constantly need to find new ways of ‘getting our message across’. Different people vary in the way they of absorb information. So, use a range of ways of providing information and you have more chance of closing the gap between your intention in sending your message and the recipient’s perception of your message.

Most of our training is ‘in house’ and specially tailored for companies. However we do run occasional ‘public’ workshops on this topic. The next will be held in KwaZulu-Natal in May 2012 - Pietermaritzburg on Thursday, May 10 2012 and Mooi River on Thursday, May 17 2012.

For more information on our training sessions on this topic please contact me – Phone: +27 33 3425432, Mobile: + 27 82 4993311, brenda@strategy-leadership.com

‘Lessons from the tree’

Communication Skills Training Tagged with: Assertiveness, communication, Delegate, Instruction, Knowledge

Oct 262011

These notes are from my Communication Skills Training on giving instructions, how to delegate effectively and how to be assertive.

When giving instructions, where possible:

Understand the task from as many perspectives as possible. If you don’t, you are not going to be able to explain it effectively to the person whom you are instructing, particularly where the task is complex. The ripple effect could be enormous.
At the beginning, convey the purpose of the exercise and tell the person what you are going to ask them to do. In other words, it helps to give them the full scope and sequential information.
Deliver the message in the most appropriate way for that task and that person.
Let the other person know what the time frames are e.g. ‘you have 5 minutes in which to complete this exercise’.
Minimise intervals between instructing the person and letting them start that aspect of the task.
Observe what the other person is doing, monitor progress and take action on deviations.
Be clear in what you are asking them to do. Don’t assume. For example, if you are giving a list of instructions, tell them whether they should just be writing down the instructions or actually drawing the picture.
Give the person an opportunity to ask questions and answer them in the right amount of detail. Get people to reconfirm that they understand the instructions.
Be aware of noise and other barriers and avoid – for example, standing too near others who are talking can distract. Speak at the right level for that person.
Take into account what tools the person has and modify the instructions accordingly. For example, it’s pointless telling the person there is blue sky and green grass if the person has only a black pen!
Consider your knowledge of that person and their capabilities. Adapt your instructions accordingly. (It’s easier where you know the person, have a relationship and trust them.)
Avoid an unnatural environment – for some, not being able to face the person or not having eye contact tempted them to cheat because they found it unnatural.
Use eye-contact and other observation (e.g. body language) to assist in obtaining feedback.
Sometimes, the position of the person makes a difference. In this exercise, because they were ‘back-to-back’, in some cases, the person instructing transposed ‘left’ or ‘right’ for the person where this wasn’t necessary.
Past knowledge some-times interferes – for example, some people may have had previous exposure to a different type of ‘three-runged-swing’ and presumed, without hearing any further details, that the one they were to draw was identical to their past experience.

Communication Skills Training

Communication Skills Training Tagged with: communication, Delegation, networking, SAIMechE

May 092011

Giving instructions – How to Delegate Effectively – How to be assertive.
By Vaughan Rimbault

I attended this morning workshop in Pietermaritzburg recently, as a special guest of the presenter, Brenda Eckstein. Through a chance lucky draw book prize at the last KZN Branch dinner, I made contact with Brenda in connection with her prize book “ABCs of Effective Networking” which offers 52 weekly topics to consider. Within a few meetings Brenda invited me to this particular workshop as a way of getting to know her and her business a little better. At my prompting, Brenda has also made application to SAIMechE for membership as an Associate, and as networking is precisely what SAIMechE is all about we look forward to what she has to show us.

Brenda has a very engaging and articulate manner which makes it easy to follow her discussion. She presents a well polished workshop which flows well and keeps the delegates involved to the last. Participation is a key element of the event. The workshop manual was used throughout, and was clearly arranged and laid out.

We started off by preparing our own “30 second commercial” – what we would like to say to introduce ourselves when we meet new people. Mine was:

“My name is Vaughan Rimbault. I’m from SAIMechE. I’m happy to be here because I’ll meet new people, develop new skills, and relax away from the demands of work. I am the Boss and I think I deserve this workshop” Apart from the humour, our 30 second commercial should be appropriate to the context within which an introduction is being made. 30 seconds is actually a long time for an introduction, so be prepared to break it up into smaller bits and introduce them as you go along. Try to introduce some unique aspect in your commercial that the other person might be able to comment on, and thus start a conversation.

Using simple role plays, Brenda stressed that the essence of a message transmitted from one human being to another is influenced by external and internal factors, and that we should never assume that someone has understood our message just because we have given it to them. Feedback is a critical element in ensuring that messages and instructions are accurately transmitted as intended.

We spent some time asking questions of ourselves as a communication self-assessment. This seemed to be too good to be true. On reflection, how do I get an idea of how I communicate if only I am doing the evaluation? How do I see myself and experience my own communication? I should be asking the questions on my effectiveness to the other people at the table. I was a bit disappointed at the time as this was one of my own objectives to achieve in the workshop. I don’t have many employees to delegate to, and they are all mature professionals who need little instruction. No of them have the time to take on any further delegation from me, so the opportunity to obtain a new perspective on my communication skills was attractive.

In order to illustrate the importance of context and prior experience in writing instructions, we were each asked to write our own instructions for making a toasted cheese and tomato sandwich. It was not long into the exercise when we realised how difficult it is to write effective instructions. With no given reference about the person for whom we were writing the instruction, we had no idea of how much instruction to include. Do we need to explain what bread is? Is it important whether the cheese is grated or sliced? What’s a tomato? And a sandwich toaster? Many permutations and possibilities, each an opportunity for confusion and frustration. To give instructions effectively, the prior learning and experience of the person to whom you are giving the instruction needs to be considered carefully. Rather “over” instruct than “under” instruct.

The 10 steps to effective delegation provided a worthwhile structure around which to develop a delegating strategy. Choosing the right person, explaining why you are asking, and define the result were the first 3 of these steps. Each required a pause for reflection on the task to be delegated. A comprehensive method to achieve effective delegation. The general rule: “Don’t keep the cake and give away the crumbs” Delegation is a method of making sure the right people are doing the right jobs at the right time. It’s not about giving away the jobs you don’t like to someone else – usually your junior. Delegation can take place downwards, sideways and even upwards.

Differentiating between assertiveness and aggression is a key element to maintaining a positive influence in the organisation. Being assertive in a positive manner produces good results. Being assertive does not mean you always get your own way. Being assertive means been able to influence how to achieve the best result. Emotions need to be tightly controlled so as not to slip into aggression. Aggressive behaviour targets the person – assertive behaviour targets the problem. Be prepared to listen to reasonable alternatives, but reserve the right to disregard them. Take full responsibility for your assertiveness – be prepared to walk the walk once you’ve talked the talk. Assertiveness requires a clear message of acknowledgment of the views and opinions of others together with the authority to make the final decision.

As was expected the workshop finished right on time. The company was pleasant, the tea treats were tasty, and I felt that most participants went away feeling better about themselves, their working environment, and their ability to make a difference in it. I believe the workshop presents a fair value exchange and I would recommend it – particularly if a number of people from the same organisation can attend. Nicely done, Brenda.

Your Life’s Story

Communication Skills Training Tagged with: communication, Creativity, networking

May 082011

This article is devoted to family, friends and business associates who have enriched my life. You all have wonderful stories to tell – and I keep nagging many of you to ‘take action’ and write your life’s stories. Sometimes it is easier to get started by making lists or answering questions. So, I hope that this exercise will help you.

PAST
Let’s start by looking at some of the influences that have shaped you.
People: please list 10 people who have had a positive impact on your life.

What did each person do that was so special?
Great – you are doing well!

Achievements: list 10 achievements that you are really proud of.

What effect did each of those have on your life? Or how did each of those change your life?
That wasn’t difficult, was it?

Past challenges: list 5 challenges that you have overcome.

PRESENT
Let’s move on to the present.
Present challenges: list 5 challenges that you are facing now.

Sense of belonging: where do you belong? What groups are you part of?

Nationality
Ethnic
Religious
Tribe or clan
Family
Generation
Gender
Educational or professional
Organisations
Hobbies, sporting, creative or musical groups

How about trying to find another 5 groups that you belong to that are important to you? These can be formal or informal groups.

Next: how similar are you to the other people in each of the above groups?
How do you differ from most people in those groups?
Spend a few minutes pondering your involvement.

Who are you (now)?
Please list 5 ‘touchstones’ – in other words, those things, people or situations that really bring out the best in you – for example, sunrise, your dogs, an engrossing book etc.

Your values
5 of your top personal values are:

FUTURE
Now we move on to your future state.

Your vision
What do you want your life to be like in 3 years time? Please ‘stretch’ yourself – but still be realistic.

How will you be adding more fun to your life?
Who are the people you want to be spending most time with?
How will you be investing and spending your time?
What financial assets will you have accumulated?
What will you be earning and how will you be saving and spending your money?
Which tangible items mean a great deal to you?
Where will you be situated geographically?
What will you have achieved through study or skills development in the next 3 years?
What will you be doing more of (than you are doing now)?
How will you be building, conserving and spending your personal energy?

Stop, start, continue
In order to achieve your 3-year personal vision:

What must you continue doing?
What must you start doing?
What must you stop doing?

If you’d like more details on setting your personal strategy, please read ‘Networking Tactics: a guide to achieving success through personal networking’ – Brenda Eckstein.

Glance through your answers. You are unique. No-one else could have given the combination of answers that you have provided. So, capture the essence and begin writing an aspect of your life that you are enthusiastic about. After all, you are the world expert on YOU!

I hope that this brief exercise has stimulated your creativity and motivated you to start writing your special ‘life’s story’. I look forward to hearing your progress.

Warm wishes,

Brenda

PS – Well done!

Expand Your Network

Personal Networking Tagged with: Business networking, communication, Networking tips, Personal networking, Relationships

May 072011

Expand your personal network by improving the quality of relationships within your existing network, and also by adding new contacts in a purposeful manner.

Personal networks are dynamic and constantly changing. Most people would like to expand their networks and at the same time maintain quality and integrity. In order to do this, you need to pay attention to all the aspects of building your network. These include improving your skills, identifying your network, organising and updating the information and sustaining relationships. On this firm foundation you can then build an even stronger and more effective network.

We often underestimate the value of ‘harnessing the power of collective networking’. I thank one of my current clients for emphasising this aspect and wording it so well. A forthcoming blog will provide ideas for symbiotically tapping in to other team-members expertise in networking.

Exercise
How can you improve the quality of existing relationships within your network?

List your top 20 customers. What action are you going to take in order to sustain each relationship? Are you going to phone them for a chat, meet with them, entertain them, send them an article of interest, or simply send them a message?

Set definite goals for each customer and implement the process of building positive relationships.

Which areas of your network need to be improved? With which categories of people would you like to build relationships? (For example, people in similar positions in other businesses?)

Take action. Build strong networks, keep them alive and you will benefit.

How To Deal With Dissatisfied Customers

Customer Service Tagged with: communication, customer service, How to, Service

May 072011

Ten steps for handling dissatisfied customers

When you become aware that there is a problem,

Immediately provide an opportunity to allow the customer to fully express his or her dissatisfaction to you in private.
Listen carefully to what they are really saying. Ask yourself: ‘what does this customer really want’?
Remain objective. Don’t take what they are saying personally. Don’t get trapped in a negative filter towards the customer. Maintain a positive attitude.
Express empathy as you listen to the customer
i) Use empathetic phrases. For example: ‘The lateness of our delivery must be very frustrating’
ii) Apologise either for the problem that has occurred, or concentrate on their feelings and say how sorry you are that they are feeling that way.
Double check all the facts
i) LISTEN
ii) Use the mirroring technique. Repeat whatever they have said for clarification (shows you are listening). Obviously do this in a professional manner and ensure that you are not irritating them.
Begin active problem solving
i) In a non-threatening manner, question the customer to gather the information you need
ii) Include bridging techniques
iii) Ask yourself how you can provide what they want.
Mutually agree on the solution
i) Be realistic
ii) Come to mutual agreement on the solution with the customer
Follow up and make sure that you more than ‘go the extra mile’ in resolving the situation in the shortest amount of time possible.
Communicate with the customer regularly throughout the time it takes to completely resolve the ‘problem’.
Check flaws in your procedures to make sure that the same problem doesn’t occur again (either with the same customers or with others).

Remember that when things go wrong your ‘bounce back’ policy can increase your credibility and win customers and customer loyalty.