communicating more effectively in your organization may 2012
DESCRIPTION
Half day open training event held in London, Ontario.TRANSCRIPT
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Communicating more effectively in your organization
by Toronto Training and HR
May 2012
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Contents
3-4 Introduction to Toronto Training and HR5-6 Definition7-8 Systems of communication9-12 Points to think about when communicating13-15 Nine stages of a message16-20 Meetings21-22 Employee voice23-24 Harmlessness25-26 Why not tell the truth?27-28 Communication mistakes made by new supervisors29-30 Minimizing gender-based communication mishaps31-39 Age-related considerations40-41 Communication after a conflict meeting or mediation42-43 Issues around emails44-45 4 Cs of intra-company communication46-48 What does organizational behaviour teach us about communication?49-50 Presentations 51-52 Conclusion and questions
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Introduction
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Introduction to Toronto Training and HR
• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR
are:- Training event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
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Definition
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Definition
What is a communication medium?
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Systems of communication
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Systems of communication
TWO ASPECTSDoes it work effectively?Will people use it?
Consider meetings
Consider how ideas may be generated
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Points to think about when communicating
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Points to think about when communicating 1 of 3
Leadership must support the change (even if they don’t necessarily agree, they shouldn’t share that with subordinates)Rationale for the change must also be communicated clearly – help make it make senseBe sure to ask for questions from those impacted and listen to what is said – dialogue with the impacted parties is very important – otherwise the employee buy in is hampered
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Points to think about when communicating 2 of 3
Communicate consistent messages – and communicate them oftenUse a number of ways to communicate – speaking, writing, video, training, focus groups, bulletin boards, IntranetsCommunicate what you know, when you know it – you may not know everything up front
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Points to think about when communicating 3 of 3
Be honest about what you don’t know and above all – do not make things up – you will destroy trustEncourage dialogueKeep everyone in the loop to avoid gossip and fear mongering
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Nine stages of a message
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Nine stages of a message 1 of 2
A MESSAGE MUST BE:SentReceivedUnderstoodBelieved or trustedBelieved to be important to the organizationFelt (more than just believed) to be relevant to the employee personallyHeld at the front of the mind and acted on continuously (corporate values and goals)
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Nine stages of a message 2 of 2
A MESSAGE MUST BE:‘Stored’ then retrieved and acted on when necessary (operational information)Communicated to teams, customers and other external contacts
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Meetings
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Meetings 1 of 4Overt reasons for meetingsCovert reasons for meetings
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Meetings 2 of 4A MEETINGS CHECKLISTWho should attend the meeting?What is the brief or terms of reference of the meeting?What should the agenda be?What about the physical location and arrangements?
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Meetings 3 of 4A MEETINGS CHECKLISTHow can contributors be stimulated and controlled?Minutes or report of the meetingImplementation of proposals
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Meetings 4 of 4VIRTUAL MEETINGSBuild an effective agendaChoose the right mediumAddress time zone barriersMinimize tangential discussionsReinforce shared responsibilityBalance tasks and trust
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Employee voice
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Employee voiceDefinitionHistory of employee involvement at workMechanisms of employee voiceUpward problem-solvingRepresentative participationBenefits for employeesBenefits for employeesSuccess factors
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Harmlessness
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HarmlessnessAcknowledging the truth as you see itBeing honest about your intentionsLooking at the truth from the other person’s perspectiveLooking forward to see what must happen to ensure that each person feels respected and that the outcome is most effective for the people and for the organizationRe-examining your original truth
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Why not tell the truth?
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Why not tell the truth?
Fear of the unknown Fear of the tough situationsLoss of power
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Communication mistakes made by new
supervisors
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Communication mistakes made by new supervisors
Lack of focus on the teamFailing to offer and solicit feedbackDelegating without authorizingReprimanding employees in the presence of othersSupervising everyone in the same way
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Minimizing gender-based communication
mishaps
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Minimizing gender-based communication mishaps
Facial expressionsBody languageSpeech patternsBehaviour
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Age-related considerations
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Age-related considerations 1 of 8
COMMUNICATION BARRIERS AND SOLUTIONSOutdated assumptions about seniors’ lifestyles, interests, capacitiesPhysical changes of aging Communication materials and media not suited to audience
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Age-related considerations 2 of 8
SENSORY CHANGESVisual acuityHearing acuityAgility and mobilitySocial/emotional changes
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Age-related considerations 3 of 8
COMMUNICATING WITH ABORIGINAL SENIORSMulti-level communications Personal contact Community support Language accessibility Minimize print use
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Age-related considerations 4 of 8
Verbal communicationNon-verbal communication
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Age-related considerations 5 of 8
FORMULATING THE MESSAGECommunication conceptMessage conceptCommunication conceptUsing printEffective design
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Age-related considerations 6 of 8
WEBSITESTypefaceWriting styleOther mediaNavigation
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Age-related considerations 7 of 8
KEY MEDIAPersonal communicationTelephoneMeetingsPrintOnlineForms
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Age-related considerations 8 of 8
KEY MEDIASignageRadioTelevision and videoPublic address systemsPublicity and packagingAutomated communication
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Communication after a conflict meeting or
mediation
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Communication after a conflict meeting or
mediationPay attention to contentDistinguish tone of voiceObserve body languageWatch reactions to difficult conversationsMonitor gossip levels
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Issues around emails
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Issues around emails
When you’re having an email exchange with a co-worker, and he or she escalates the conversation by sneakily cc’ing a more senior colleaguePreemptive auto-responses such as “Thank you for your email. I get an overwhelming amount of email, but I care about each one of them! I will respond as soon as it’s convenient”The instant follow-up
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4 Cs of intra-company communication
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4Cs of intra-company communication
ClearConciseConsistentContinual
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What does organizational
behaviour teach us about communication?
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What does organizational behaviour teach us about
communication? 1 of 2Communicating in organizations is a two-way process-there’s both upward and downward communicationsEffective listening skills are just as important as strong writing or verbal communications skillsGroupthink (the tendency not to question or critically examine decisions made by highly cohesive teams) can be avoided at least partially through effective communications
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What does organizational behaviour teach us about
communication? 2 of 2In order to communicate, organizations need to understand and deal with some of the barriers to effective communication such as “noise,” distractions, poor choice of words, cultural differences, linguistic background, status and power differentials and lack of time
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Presentations
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Presentations
Own the spaceDon’t hold your breathRelax your feetSoftly softlyYou’re never alone
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Conclusion and questions
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Conclusion and questions
SummaryVideosQuestions