The Communication Problem Solver 16 ppt
The Communication Problem Solver 16 ppt
... about how to proceedin the future. The sooner you take the opportunity to handle the ambigu-ity they face, the better. Clear expectations and role definitions will helppoint them in a decisive direction. ... Tolerate others’ stress and help them find a process to ad-dress their own concerns. Helping them can buoy up the relationship.Some managers need to remind themselves to step back, breathe, andnot ... Conflict’’Some people say they have a ‘‘personality conflict’’ with certain otherpeople. They might say there is ‘‘bad blood’’ or ‘‘ill will’’ between them.Frequently these problems are just preferred...
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The Communication Problem Solver 1 ppt
... book from others on the topic are the practical tools like the step-by-step how-to’s and the real-world management examples. They cutthrough the theories to enable you to analyze your communication ... Advance praise for The Communication Problem Solver: ‘‘You must read this book to conquer communication concerns once andfor all. Nannette Carro ll’s The C ommunication Problem Solver is content-rich ... skillsand challenges.Most important, The Communication Problem Solver shows how todevelop clarity that builds trust, relationships, and communication withothers. I wish I could have had this...
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The Communication Problem Solver 6 ppt
... enable employees to believe that the manager knows the direction and is there to support the employeesachieve the goals.In short, to set clear expectations for others, you must first knowclearly ... self on current trendsLead the Meeting(s) with Your BossOpen the meeting with a recap of the purpose of this communication onexpectations and responsibilities. The purpose is to ensure that ... live in the dark, your staff will too, and they will not see you as theirleader.Expectations are frequently unwritten and often unspoken or unde-fined. Yet you will be evaluated on these unwritten...
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The Communication Problem Solver 10 ppt
... for worse, the more the growth, the more the needfor structure to solidify communication and thus reach the objectives.New people do not have the background or intuition to know what the team ... together. They do nothave the history of relationship nor the informal process that took place.Defining TermsHere are definitions of the terms workflow process and project manage-ment as they ... important their ideas are to otherteam members. Ask them what you can do to make it more comfort-able for them to have their thoughts included in the meetings. Bepatient as they transition.Using...
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The Communication Problem Solver 12 pptx
... questions so the employee can solvehis own problem. These questions aid employees in discovering moreabout the problem and enable them to develop their own process skills.For problem solving ... the problem? What is the impact on the rest of the task/project/machine/team?How does it change our time frame?Who else needs to be notified?What exactly is wrong?Is the pattern of the problem ... managers solve problems using analytical skills. They askthemselves questions in order to find the root cause of a problem beforemaking a decision on what to do about it. The problems can relate...
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The Communication Problem Solver 13 pptx
... forget the details that led to the judgment in the first place. The solving is in the details, not in the label. Peel back the layers. Analyze the facts of the situation rather than targeting the ... above examples, the de-scriptions are vague and the problems unsolvable. The labels they calleach other perpetuate their current perceptions. These self-fulfilling104—HOW TOBREAK THE JUDGINGHABITA ... worry that they do not—105HOW TOBREAK THE JUDGINGHABITdispassionately solve the problem. So how does one untangle judgmentsand solve the real problems?At first we state the problem ‘‘as...
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The Communication Problem Solver 17 pptx
... experienced.1. Issue: Working through problems with people who wanted yourjob.2. Problem definition/facts: They may say they deserved the joband you didn’t. They may try to sabotage your success ... working.2. Problem definition/facts: The manager observed the employeedoing social networking on the phone and on nonwork Internet sitesover the last month. He does not know how much time the employee ... to yourguidance. Former peers may think there is favoritism. They may not fol-low work procedures, they may resist the shuffling of the workload, orthey may resent taking work assignments from...
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The Communication Problem Solver 23 ppt
... that the employee is a valued member of the team and that you want to help the person thrive on the job.Positive coaching behaviors on the part of the manager will reinforce the message the coaching ... not get the work done as well as it would be done if the managers do it themselves. Some at least want the work done the way they always did it. It has worked well in the past to do the tasks ... with them tohelp them grow their portfolio of skills. They understand they will bechanging jobs in their lifetime and will need to collect a wide range ofabilities to make them marketable. They...
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The Communication Problem Solver 28 pptx
... stay because they know Marilyn appreciatesthem and cares about them.‘‘We do get involved with their families,’’ Marilyn says. ‘‘If there is anemergency, we are there for them. If they are ill, ... speechless in their chairs. Then we began a discussionon how the participants could use what they were learning in the classto provide that kind of environment for their own staffs. The next week, ... employees have to feel cared for so they cantreat the customers nicely. It has to start at the top. When they see us actthat way to them, the employees act that way to the customers.’’Summer Stock...
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The Communication Problem Solver 30 pot
... and the direct reports because the roles areblurred. It is unclear when the manager wears the peer hat and whenshe wears the manager hat.When you are given the new management duties, the first ... team.> Discuss the change with peers. Understand and address yourpeers’ feelings. Accommodate their needs as much as possible.> Lead from the front—pull the team, rather than push them. Con-tribute ... preserve relationships and help them succeed on the job.> Behave as you would have other staff behave. The manager is amirror, so the behaviors you demonstrate are the behaviors youare likely...
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