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