Managers spend at least 70% of their working day in communication of one sort or another. The greater part of communication is on a ‘face-to-face’ basis. It will be speaking to other individuals or groups of people. Often, these are just chance encounters where words are exchanged on a fairly impromptu basis. Even if it is a planned meeting, the style and content of the conversation are largely unrehearsed.
Whether selling, briefing the team, training a staff member etc, ‘face-to-face’ communication brings into play the need for a whole range of perceptive and verbal skills not employed in other forms of communication.
Learning Outcomes
By the end of the Module, delegates will:
- Have developed an understanding of the processes involved in ‘face-to-face’ communication and how they can be made more effective.
- Have identified the main barriers that prevent effective ‘face-to-face’ communication and learnt how to overcome them.
- Have recognised the importance of non-verbal communications and feedback and improved their perceptive skills in recognising and interpreting their significance.
Module Content
The ‘Face-to-face’ Process – Its simplicity but why does it generate so many difficulties?
Communications Networks – Internal; external; two way; your personal networks.
The Arc of Distortion – The idea; what is said; what is heard; what is understood.
Frames of Reference – Experience; Education; Environment; Beliefs.
Messages – Clarity; sequence; use of jargon and abbreviations; the words themselves.
Barriers to Effective ‘Face-to-face’ Communications – Ambient noise; psychological barriers; language; accents and dialects; voice tone; mind elsewhere; lack of interest.
Non-verbal Communication – Timing; pitch; emphasis; volume; accents; body posture and gestures; the face; physique; dress.
Improving Listening Skills – Concentration; listen for meaning; control emotion; suspend evaluation; remain an ‘active’ listener.