At a Grand Central phone booth, male business people were approached after they had made a call. The experimenter stated he had been using the phone only minutes before, had left a ring in the booth, and asked if they had seen it. The ring did not exist so all subjects said, "No." The experimenter said, "I have to find it. Are you sure you did not see it? Sometimes people people pick up things without thinking about it." Then the experimenter asked them to empty their pockets. What do you think most of the business men did? Despite the fact that the request was overbearing, an invasion of privacy, and implied the individual had stolen the ring, 80 percent complied.
Have you ever wondered what is are the essential elements of a measurable objective? Here is a quick and easy way to address the four key components to consistently creating a measurable instructional objective. They include: A-Audience : Identify your target audience or audiences. For example your audience could be customer service representatives and their supervisors. The more specific you can be the better. B-Behavior: Identify the behavior you expect the target audience to exhibit after completing the instruction. Behavior is written as the "will be able to" statement. This statement should be followed by an action verb such as: list, describe, recall, calculate, choose, explain, etc.
For managers in organizations, the use of effective communication skills is the most likely activity to ensure success for their team. It is where a manager needs to spend most of their time, in the conversations they hold, day-in, day-out with each of their people. Conversely, where a manager is not blessed with the ability to connect particularly well with their people, there's likely to be much damage done. Their people feel isolated, distrusted, demotivated and more. When you try to evaluate in cold, hard cash terms what good communication skills are worth, it's maybe not quite so easy. The numbers don not tumble so easily out onto the bottom line like the sale of a product or service might.
Part 4 is The Counseling Stage of selling your ideas. It is important to see resistances and objections as a normal response in buying anything... even an idea! There are three effective strategies for dealing with the potential objections that you might get during the course of your presentation. Anticipate the Objection(s) - In The Clarifying Stage, I suggested that you identify the possible negative reactions you might get for your idea. List them all. The more prepared you are, the better you will deal with the objection(s). Don't Take Objections Personally - This is where I have seen many presentations fall apart. Therefore, I consider this a critical strategy.
In part 1 of this series, we looked at the importance of building conviction and confidence in your idea. We used the first of the 5 C's of Selling - The Clarifying Stage - to help you to get your arms around the idea from a number of different perspectives. We will now move to Stage 2 - The Collecting Information Stage. It is very important not to make your presentation in a vacuum. In this stage, you see the presentation of your idea from the perspective of the audience (1 or a 1, 000). A key principle here: Let the audience influence your presentation! In other words, you will customize and personalize the presentation of your idea based on your audience.
Many conflicts begin with small irritations that grow into major blow-ups. This often happens because of the mindset of the "combatants." As a conflict builds and you begin the process of confronting the issue, I have found that you really only have two options. You can choose to prove that your perspective is RIGHT, or you can choose to RESOLVE the conflict. The person who chooses to be RIGHT : R eally I nsists on G iving H is (or Her) T houghts. They focus on being heard rather than on hearing. By contrast, the person who chooses to RESOLVE the conflict: R espects the other person E ngages in productive dialogue S eeks to understand the other person O bserves carefully L istens actively V oices their concerns, and E valuates possible solutions.
If you"re not accused of "exercising poor judgment, " you're criticized for "lack of initiative." These micromanagers can put a serious dent in your self-esteem. Marie, a manager at a large cosmetics company, knows about control freaks first hand. "My boss is always hovering over my shoulder and second guessing everything I do. She insists that everything be done her way -- even when my way works just as well or even better:" These hands-on micromanagers are typically perfectionists. They oversupervise, hoard information and often delegate tasks to subordinates, but rarely the responsibility or authority to accomplish those tasks. Their philosophy: "No one can do it as well as I can.
One night, a man (generic) had a dream, and in the dream an angel comes and takes him on a tour of heaven and hell. They visit hell first. It turns out that hell, surprisingly enough, is a huge banquet room, with tables full of all the food and drink one could possibly want. The people at the tables, however, are angry, frustrated, rude, despairing, depressed, stressed, thin, emaciated and wasting away. The silverware in hell is about four feet long and can only be picked up at one end. Thus, all these folks, who are interested only in feeding themselves, are unable to do so, are unable to manage a four-foot utensil in such a way they can bring the other end to their own mouth.
How often have you felt you were communicating clearly, only to find you have sent the wrong message? This can happen because we are concentrating on what we say (verbal) instead of how we are saying it (nonverbal). The delivery of a message is as integral as the words in a message. We can't persuade others to our point of view when we send a mixed message. How does that happen? It happens because when there is an inconsistency between the nonverbal and the verbal messages, the receiver will overwhelmingly choose to believe the nonverbal to be the correct meaning. Researchers have said that 75% of communication is nonverbal. Some feel strongly that this figure is as high as 90%.
Stress Defined What is stress? Why do people say "I feel stressed! "? The most common source of stress comes from dealing with difficult people, and, according to psychology experts, stress itself and feeling stress are results of chemicals being released from the body in to the blood, and happen as a result of actions that take place outside the body. Whether it is dealing with difficult people or that problem with a dripping tap effect- or something as simple as a rainy day, these can all cause feelings of stress or anxiety. Identical to an infection, a small problem gets worse if left to develop. Stress levels resulting from stressful situations are often worsened because they are dwelt upon instead of being rationalized.