Maximizing Interpersonal Skills
21 likes5,861 views
The document outlines strategies for enhancing interpersonal skills and effective communication in the workplace, emphasizing the importance of emotional intelligence, active listening, and respectful conflict resolution. It provides practical tips for improving interactions, understanding individual differences through a character framework, and resolving conflicts amicably. The content is intended for educational purposes within a workshop context organized by Sahar Consulting, LLC for the City of Burbank.
Maximizing Interpersonal Skills
- 1. Maximizing Interpersonal Skills Human Synergy at Work City Of Burbank Sahar Consulting, LLC Sahar Andrade, MB.BCh
- 2. Positive personal Impact 1- Confidence 2- Credibility 3- Competence
- 3. Creating a Powerful Introduction Three steps to introducing yourself effectively: 1. Project warmth and confidence. 2. State your first name and your last name. 3. When the other person has given their name, repeat it in acknowledgment.
- 4. Interpersonal Skills Include • Effectively translating and conveying information. • Being able to accurately interpret other people's emotions. • Being sensitive to other people's feelings. • Calmly arriving at resolutions to conflict. • Avoiding gossip. • Being polite
- 6. Uncivil Behavior- Difficult People • Failing to acknowledge another person‟s presence • Using abusive language • Gossiping • Discounting employee contribution • Bullying and intimidating co-workers • Sabotaging individual and company efforts • Discriminating against a particular individual or group • Practicing insensitivity against co-workers‟ needs • Practicing poor etiquette in dealing with correspondence
- 7. What is effective Communications • Using appropriate understandable language • Transmitting a clear message to be received the way intended. • Developing relationships with others. • Avoiding the communication Barriers • Communication that installs trust, openness, honesty& cooperation. • Providing feedback.
- 8. Non-Verbal Communications Silence, Appearance Body Time, and Language Space Facial Expressions Sound Gesture Body Language Smell Posture Movement
- 9. Nonverbal Communication • Body Movement – Unconscious motions that provide meaning – Shows extent of interest • Intonations and Voice Emphasis – The way something is said can change meaning – Silence • Facial Expressions – Show emotion or not • Personal Space – Depends on cultural norms – Can express interest or status
- 10. Positive Feedback 1. Kiss- Slap - Kiss 2. Show interest and your willingness to help 3. Explain the problem and show solutions 4. Give encouraging suggestions 5. Criticize an issue and not a person. 6. Do not bring out past failures or problems 7. Avoid the Blame game 8. Be aware of negative criticism 9. Consider the source
- 11. Active Listening Active listening is the basis of effective communications Noise can get in the way of active listening by the receiver. Types of Noise Steps of Active Listening The monk and the tea pot
- 12. Influencing People Seeing the other side Build a Bridge Actively Listen Same Language Highlight Similarities
- 13. What is Conflict? • Opposition leads to Conflict or when a solution cannot be found for a disagreement. • Is a disagreement where the parties involved perceive a threat to their needs, well- being, interests or concerns. • Threat perceived can be physical, emotional, power, statu s, intellectual, etc.
- 14. Interpersonal Conflict Conflict is the • Needs- ignoring our or others‟ needs energy (positive • Values-holding incompatible, unclear values and/ or • Unresolved Disagreements negative) that • Feelings and Emotions- Ignoring own or builds up when others' feelings and emotions individuals or • Underlying Stress and Tension- demands groups of exceeds our capacity to deal/ deliver people pursue • Ego problem- Not admitting own incompatible mistakes, Personality Clashes goals to meet • Power- trying to make others change their their needs and actions or to gain an unfair advantage interests
- 15. Conflict Styles Based on Thomas& Kilmann There is no one best way to deal with conflict. It depends on the current situation. Here are the major ways that people use to deal with conflict: Withdrawing Attacking Smoothing Compromising Confronting
- 16. Conflict Resolution Is a range of processes aimed at alleviating or eliminating sources of conflict. Steps: 1. "Know Thyself" and Take Care of Self 2. Clarify Personal Needs Threatened by the Dispute 3. Identify a Safe Place for Negotiation 4. Take a Listening Stance into the Interaction 5. Assert Your Needs Clearly and Specifically 6. Approach Problem-Solving with Flexibility 7. Build an Agreement that Works
- 17. Ground Rules Statements reflecting people's best intentions regarding how they wish to treat one another in civil dialogue. 1) One person speaks at a time. 2) Commitment to listen, understand first 3) It is confidential, unless otherwise stated 4) Talk directly with the person and not involve others in "gossip" or "alliance building.“ 5) Do the our hardest/ best possible 6) Offer safe environment - harassment free 7) Attack the issues, not the people
- 18. Tips for conflict resolution 1. Put yourself in the other person's shoes. 2. Don‟t be judgmental. Do not embarrass the other person. 3. Never accuse anyone 4. Watch your body language as posture, tone of voice, and facial expressions 5. Do not take it personally in conflicts people night say things they don‟t mean 6. Let the other person know that you want to find a win-win resolution 7. Apologize for anything you may have said or done to offend them.
- 19. Be Tactful T = Think before you speak A = Apologize quickly when you blunder C = Converse, don‟t compete T = Time your comments F = Focus on behavior – not personality U = Uncover hidden feelings L = Listen to feedback
- 20. Resolving Conflicts Dialogue has six rules: 1. Be Open& Suspend Judgment 2. Keep Dialogue & Decision making separate 3. Speak for yourself and not as a representative & Treat all participants as peers 4. Listen for understanding with empathy, acknowledge that you heard, and that you care 5. Look for common ground& Identify on what you agree 6. Search for and disclose hidden assumptions especially in yourself
- 21. Emotional Intelligence 1. Think intelligently about our emotions to think more intelligently, and regulate others‟ emotions by influencing and engaging and motivating groups 2. People resonate to people who connect to them emotionally. Learned ability 3. Can reduce stress by decreasing conflict, improving relationships, understanding, increasing stability, continuity and harmony. Start within by self awareness and continues outwardly in how they impact and
- 22. IQ (Genetic) VS. EI (Learned) People with EQ, even with average IQ have been found to be more successful because they are social, empathetic and cheerful‟. IQ is mostly determined by genetics and so it can not be changed drastically. But EQ is mostly learned and people can be trained.
- 23. Having People’s Skills is 1. Effective Communication 2. Understanding People 3. Expressing Yourself clearly 4. Asserting your needs 5. Exchanging Feedback 6. Influencing Others 7. Resolving Conflicts 8. Being a Team player
- 24. Emotional Intelligence The elements of “EI” include: 1. Self-Awareness: Knowing your emotions and their effects. 2. Self-Management: Knowing how to manage your emotions, how to keep disruptive impulses in check. Being flexible and comfortable with new ideas. 3. Social Awareness: Ability to listen, to be persuasive, to nurture relationships. 4. Relationship Management: Ability to influence others, handle conflict, develop, lead and work with
- 25. Five stages: How can you develop 1. Identify your ideal self 2. Identify your real self EI skills? 3. Specify any gaps, establish your goals and establish a list of activities to help reach them, 4. Experimentation, practice and reflection 5. Support through trusting relationships
- 26. Assertiveness vs. Aggressiveness Assertiveness Your Needs Their Needs Aggressiveness Submission
- 27. Assertiveness Assertiveness is a measure of the degree to which you see yourself as tending to ASK or as tending to TELL as you interact with others Equally Ask Assertive Tell Assertive Important Tend to be opinionated Tend to be cautious, reserved about & forceful, makes sharing statements, declaration opinions, questioning, lo and direct actions of w key and quiet. others
- 28. Assertiveness ME ASK Assertive TELL Assertive • Slower Pace • Faster Pace • Fewer Statements • More Statements • Quieter Volume • Louder Volume • Non Directive • Directive • Relaxed use of hands • Points hands for emphasis • Leans Backwards • Leans Forward • Indirect Eye Contact • Direct Eye Contact
- 29. Responsiveness (Emotional) Is a measure of the degree to which you see yourself as tending to control your feelings i.e. keep them inside or display them to others B Control: Do not show any e feelings publicly h a v i o Emote: Readily share r feelings, express anger, joy& s Hurt feelings
- 30. Styles More Controlling More Emoting • Monotone • Inflection • Task Subjects • People Subjects • Tasks/ Data • Opinions/ Stories • Less Use of hands • More use of hands • Rigid Posture • Casual Posture • Controlled facial • Animated facial expression expression
- 31. Control Monotone, Task Subjects, Tasks/ Data, Less Use of Theory hands, Rigid Posture, Controlled facial expression ASK TELL Assertive Assertive Slower Pace, Fewer Faster Pace, More Statements, Quieter Statements, Louder Volume, Non Directive, Volume, Directive, Relaxed use Of Hands, Use Of Hands, Leans Leans Backwards, Forward, Direct Eye Indirect Eye Contact Contact Emote Inflection, People Subjects, Opinions/ Stories, More Use of hands, Casual Posture, Animated facial expression
- 32. Framework Conscientious/ Analytical Dominant/ Driving ASK Assertiveness+ Emotion TELL Assertive+ Emotion Control Control Influential/ Amiable Steadiness/ Expressive ASK Assertive + Emotive TELL Assertive+ Emotive
- 33. Conscientious/ Dominant/ Analytical Driving Framework Thorough, Serious, Sy Efficient, Decisive, Candid stematic, Prudent , Independent Influential/ Steadiness/ Amiable Expressive Cooperative, Supportive, Di Enthusiastic, Spontaneous, plomatic, Patient Outgoing, Persuasive, Fun Loving
- 34. More Facts Conscientious/ Analytical Dominant/ Driving Needs to be right, Orientation: Needs: Results, Orientation: Thinking, Back-up: Withdraw Action, Back-up: Take Charge Influential/ Amiable Steadiness/ Expressive Needs Personal Needs Approval, security, Orientation: Orientation: Spontaneity, Relationships, Back-up: Goes Back-up: Confront along
- 35. They Need To: Conscientious/ Analytical Dominant/ Driving To Declare To Listen Influential/ Amiable Steadiness/ Expressive To Initiate To Check
- 36. ALL STYLES Uses Conscientious/ Analytical Data Dominant/ Driving 1. Historical 1- Cost Data Benefit 2. Doing is Analysis Experience 2- Pushing to conclusion Avoids Takes Risks Risks 1- Relation- 1- Vivid based 2- Dramatic 2- Trust& 3- Testimonies Reassurance Influential/ Amiable Uses Steadiness/ Expressive Opinions
- 37. To Develop Better EI Understand both your strengths and your weaknesses Attend to detail and complete projects Stay open-minded to change and new ideas Intrinsic motivation and commitment Always be optimistic, even in trouble Put yourself in others‟ shoes Let customers‟ needs determine how you serve them Enjoy helping co-workers develop their skills Know office politics and rules Find „win-win‟ solutions Work well on teams Persuade others
- 38. 11 Tips To Improve Your Interpersonal Skills 1. Set the ground for respectful communication 2. Work on your attitude. 3. Have reasonable expectations. 4. Chose the right time and place 5. Watch your body Language, have an open demeanor 6. Actively listen and respond periodically. 7. Avoid “fire starters” such as: hot words, over- dramatization, blaming, guilt induction, and past events 8. Choose to behave assertively. Avoid being aggressive 9. Stay focused on the issue 10. Reflect upon the interaction and get ready to keep developing the relationship. 11. Be ready to change and keep exploring continuously.
- 41. Best way to deal with “D” • D Direct/ Demanding • Results-oriented • Determined Come prepared • Outspoken Be specific and stick • Domineering to business • Heavy Authority/ Responsibility Present facts logically and efficiently • Adventuresome • Decisive/ Confident Stress “what,” not • Challenging “how” • Competitive Ask questions to get • Quick opinions • Risk-taker
- 42. Best way to deal with “I” • I Enthusiastic • Positive/ Talkative • Generous • Motivational Engage in stimulating, • Persuasive fast-moving interaction • Friendly Talk about people and • Self-confident their goals • Trusting/ Poised Ask for opinions • Sociable/Popular Put details in writing • Impulsive • Emotional Leave time for socializing • Self-promoting
- 43. Best way to deal with “S” • Dependable/Helpful S • • • Easygoing Restrained Present ideas non- threateningly Considerate/ Sympathetic Stress “what” and “how” • Procedure-oriented • Predictable Patiently draw out personal goals and • Possessive assist in the • Patient/ Calm/ Steady achievement of those goals • Deliberate • Loyal Clearly define roles& goals • Team Player/Loyal Persuade with • Asks “How?” assurances of support
- 44. Best way to deal with “C” C • • • Accurate/Precise Controlling Worrisome Prepare details in advance • Thorough/Prepared Support ideas with accurate data; list pros • Systematic and cons • Risk-reducing Be patient; allow for • Conventional changes& criticisms • Cautious/Logical Jointly schedule • Organized/Neat implementation plans • Perfectionist/ Critical Persuade with guarantees and • Detail-oriented contingency plans • Asks “Why?”
- 45. Workbook • This workbook is the intellectual property of, and is proprietary to Sahar Consulting, LLC and it is not to be disclosed, in whole or in part, without the express written authorization of Sahar Consulting, LLC. It shall not be duplicated or used, in whole or in part, for any purpose other than to be educational material for the “Interpersonal Relationships- Human Synergy at Work” workshop training for the City Of Burbank. The workbook can‟t be used in part of whole in the same program/ similar or different programs if not facilitated by Sahar Consulting, LLC. • The pictures are being used ONLY for educational purposes and are copy righted • Credit to Richard Chang& Associates
- 46. Sahar Andrade, MB.BCh Sahar Consulting, LLC www.saharconsulting.com