Management Channel

Archive for the ‘Comunication Skills’ Category

We persuade when we achieve that someone believes, wants or does something that we wish. But it is not necessary to confuse persuasion with obedience, since the persons go so far as to be persuaded when for their own thoughts and feelings they go so far as to accept proposals, suggestions or foreign reasonings. To be persuaded is to want really what other wants.

Also in the companies the emotions are contagious

Since the persuasion combines the suggestion with the rational demonstration it is possible to understand it like a rationalized affective reaction, when we manage in the world of the company and want to persuade in some action course, it is indispensable to identify the affective common elements of the groups, since these elements act like beliefs, expression of will or design of action.

In other words, the persuasion goes to the affections and handling emotions which is subordinated to an essential skill in the today management: the emotional intelligence. Today, the most advanced investigations of the modern cognitive psychology, they confirm the hypothesis of which the emotions are priority in the processes of development and human change.

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Of the book “Getting Past No” of William Ury, which I have read in these days, I saw this concept that seemed important to me for a negotiation.

It is necessary to listen actively. For example, answer to the opponent “I believe that you said it in quite soft terms”

So that he different is sure that he understood him, it is necessary to paraphrase what was heard.

To recognize the point of view of the opponent, which does not mean to agree with him. The recognition communicates with phrases like: “In that it is right”, “I know exactly to what it refers”, “I understand what you say”, “if I was in his situation, it would see the things like that”.

Present an excuse, say “may I ask “: What can we do to compensate it?”

Project safety

To gain access without doing authorizations. Look for the way of accumulating síes. A form is to paraphrase and in the end to ask: Is this what you mean?

To put itself in the keynote, I See perfectly his point or I can form an image of what you say.

Give to the person recognition.

Recognize the authority and the suitability of his opponent: “You are the chief” or “I respect his authority” or “they have said to Me that you are the person who knows more this politics submerged”

Establish a work relation. If there exists the possibility that you have a conflict with another person in the work, begin to cultivate the relations with this person as soon as possible.

Express his opinion without making haste. “I understand why he thinks that way. It is most logical thing, considering the experience that it has had; but my experience has been different”.

Do not say “but”, say “yes… and”. “The price is very high” Normally are answered by us “But the quality of this unbeatable productoes”. It is necessary to answer “Yes, it is absolutely true that our highest price. And what you obtain for this price is major it is a higher quality, more reliability and better service”.

Do affirmations with “me”, not with “you”. “I feel that…”, “I disturb Myself when…”, “I uncalm down with…” and “I consider that that…”.

Defend his position. It is necessary to recognize the points of view of other and simultaneously to defend the proper ones.

Recognize the differences with optimism.

Idea 1. The only way of winning in a discussion is avoiding it. Don´t try to demonstrate that the other person is wrong. Do you have to please him with that? If you discuss, fights and contradicts, can achieve sometimes a victory; but it will be an empty victory, because it will never obtain the good will of the opponent.
Think, then, about this: What does he prefer to have: an academic, theatrical victory, or the good will of a man? There mustn’t lose time in personal discussions. To prevent a disagreement from transforming in a discussion: Accept the disagreement (When two associates always agree, one of them isn’t necessary…).; Perhaps this disagreement it is an opportunity to be corrected before committing a serious error. Distrust on your first instinctive impression. Control your character.
First listen, allow to your opponent the opportunity to speak, allow him to end. Look for the agreement areas, exhibit first of all the points and areas in which you agree. Be honest; look for the points where you can admit and error, apologize for these errors, which will disarm your opponents and will reduce the defensive attitude.
Promise to think and analyze carefully the ideas of your opponents; and do it seriously, his opponents can be right. When two persons shout, there is no communication, only noise and bad vibrations.

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Management coaching creates a spirit of collaboration, allows for open communication, and builds trust and respect in the relationship. The secret to successful management coaching lies in avoiding the five most common coaching mistakes. We can reduce unnecessary conflict, turnover, and frustration during times of change if we are aware of these obstacles and commit to developing our coaching skills accordingly.

It is important, look at relationships as a business asset and competitive advantage. At times, it may seem that fighting, arguing, or screaming is faster and more effective than management coaching. Don’t be fooled. These tactics only lead to stress, fatigue, and diminished motivation for everyone. High performance, win-win partnerships, on the other hand, help the organization flourish and bring you personal satisfaction.
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1 – Keep the whole informed team: do communicate any excellent fact while the crisis lasts. Don’t wait up to the meeting of evaluation of the next day to give explanations. The ignorance and the absence of information take to the team to commit errors during the resolution of the crisis.

2 – Assemble the team when it has to give instructions or communicate an important fact: The only way of knowing that everybody knows the same and works according to the same rules is to assemble the team to give him instructions.

3 – Urge the team to which it rises questions: we know that he will want to give the instructions as rapidly as possible and that the whole world one starts working. But if it doesn’t leave that anybody rises questions, in a meeting or later, someone might confuse the facts, not value correctly the priorities or understand badly his instructions. Don’t forget that any members of the team would be prisoners of the panic and he doesn’t help them to think that with clarity.

If it doesn’t allow to them to rise questions to avoid to lose time, he will be asking them to face a crisis wrong information or an incorrect approach.

Support a serene tone. On having spoken to his team, take care of the voice tone. Although it is scared or stressed, his work consists of preventing the panic from spreading. Try that his voice doesn’t produce alarm and show them that it is calm so that they also it are.

4 – Make to inform the team in the making of important decisions: this is the ideal approach because it achieves that the people commit themselves with the decision and that it does all the possible why I worked. Obviously, in full crisis, it can’t lose time organizing surveys and debates to discuss what the best solution is to the problem. But try to involve the team the possible maximum thing.

5 – Be always close: if the crisis belongs to those who sadden or determine emotionally to the team, it is probable that the personnel needs to speak with you. It is possible that they are sad, frustrated and feel that they can’t communicate with you because it is much occupied to attend to them. For it, look for time to listen to them.

6 – Show to his team that it is on his part: insure of that the persons to his charge know that his well-being is a priority for you.

7- Never lose the sense of humor: the laugh is the best way of reducing the stress. If it joins the pranks or initiates them, the team will consider it an entertaining person.