SKILL NUMBER 1: MANAGING PEOPLE .....Part 2

THE BOOK OF MANAGEMENT

THE TEN ESSENTIAL SKILLS FOR ACHIEVING HIGH PERFORMANCE

SKILL NUMBER 1: MANAGING PEOPLE (pg. 13-77)

2.         Interacting With Others

Ability to interact with others is a skill greatly needed to guide others through careful communication, teaching and assessment as to enable them to work to their full potential as individuals and as a team.  In interacting with others you need to:

• Communicate effectively
• Good communication is a proven tool for improving commitment
• Send clear and comprehensive messages
• Listen actively
• Paying attention to the essential ingredients that is concentration, empathy, acceptance, and taking responsibility
• Keep an open mind, free from preconceived ideas
• Withholding judgment until the speaker finished talking
• Listening techniques:
• Make eye contact
• Show interest
• Avoid distracting actions
• Take in the whole picture
• Ask questions
• Paraphrase
• Don’t interrupt
• Confront your biases
• Read nonverbal cues
• Made up of visual, vocal, and tactile signals
• 93% of the message transmitted in the face-to-face communication come from nonverbal channels
• Often called body language
• Have teaching skills
• Confucious: I hear and I forget.  I see and I remember.  I do and I understand.
• Give feedback
• Feedback can induce a person to set goals
• Feedback tells a person how well they are progressing
• Positive feedback gives reinforcement
• Constructive negative feedback can result in increased effort
• Able to improve performance
• Demonstrate that you care about what they are doing
• Positive feedback is usually accepted readily, while negative feedback often meets resistance
• Ways to provide feedback:
• Keep feedback goal-oriented.  Do not unload your feeling on someone
• Keep feedback descriptive and fair.  Do not be judgmental
• Keep feedback job-related.  Do not make personal judgment
• When delivering negative feedback, criticize only shortcomings over which the person has some control
• Explain reasons of being critical or complimentary
• Avoid vague statements
• Tailor feedback to fit the person.  Consider past performance and future potential.
• Check understanding of feedback
• Negotiate
• Two approaches
• Distributive bargaining (focus on getting opponent to agree to a deal that meets your specific goals)
• Integrative bargaining (focus on building long-term relationships and facilitates together in the future)
• Start by considering the other party’s point of view
• Acquire as much information
• Manage conflict
• Conflict can be dysfunctional and lead to undesirable consequences
• Conflicts are generally rooted in one of these three areas:
• Problems in communication
• Disagreement over work design, policies, and practices
• Personal differences
• Five basic approaches to handling conflict:

	UNCOOPERATIVE	COOPERATIVE
ASSERTIVE	COMPETITION Using your formal authority to resolve issues the way you want	COLLABORATION Finding a solution that is advantageous to all parties
	COMPROMISE Each party gives up something to reach a solution that is satisfactory to all
UNASSERTIVE
	AVOIDANCE Withdrawing or postponing the conflict	ACCOMMODATION Yielding to another party’s position

• Value diversity
• Must understand cultural diversity effect on expectation and behavior
• Workers who believed that their differences are not merely tolerated but valued by their employer are more likely to be loyal, productive, and committed.

 

Short notes from:

THE BOOK OF MANAGEMENT

The Ten Essential Skills For Achieving High Performance

Darling Kindersley Limited (DKL), Penguin Group (UK)