What To Say to Build Relationships

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Information about What To Say to Build Relationships
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Published on March 20, 2012

Author: FastFix

Source: slideshare.net

Description

A collection of guides for making conversation with the purpose to build relationships: presenting yourself, managing information, making decisions, giving feedback, and others.

What To Say:To Build Relationships Mitchell W. Manning, Sr.

What To Say: To Build Relationships How to use this presentation1. Review the presentation2. List key points and questions3. Discuss with others4. Decide your next steps

Relationship Development Continuous Improvement Design Execute Monitor/ControlDesign – determine what is really importantExecute – translate into learning and doingMonitor/Control – translate into performanceContinuous Improvement – Feedback Loop

Keys to Relationships• Behavioral Skills are the true keys – Presenting Yourself – Managing Information – Presenting Your Ideas – Acquiring and Transferring Knowledge and Skills – Conflict Resolution – Questioning Decisions and Actions

Presenting Yourself• My job is…• This is what I’m good at…• This is how I work best…• These are my values…(I value/believe…)• This is the contribution I plan to make…• These are the results I expect to deliver…• This is how I expect to be held accountable…

Process for Presenting Your SelfWrite your success stories for sharing using this outline... • The situation (or task assignment) • Your observation • Your decision • Your action • The result of your action • How I feel about… • What I learned,,,

Managing Information Become expert at processing information.Question Process to UseWhat’s happening? Situation AppraisalWhat’s wrong? Problem SolvingWhat are the options? Decision MakingWhat can go wrong? Potential Problem AnalysisWhat can be improved? Potential Opportunity Analysis

Managing InformationBecome expert at processing information. Situation Appraisal What’s happening? • Identify Concerns • Set Priority • Plan Next Steps • Plan Involvement

Managing InformationBecome expert at processing information. Problem Analysis What’s Wrong? • Describe Problem • Identify Possible Causes • Evaluate Possible Causes • Confirm True Cause

Managing InformationBecome expert at processing information. Decision Analysis What are the options? • Clarify Purpose • Identify Options • Evaluate Each Option • Assess Risks • Make Decision

Managing Information Become expert at processing information.Potential Problem Analysis What can go wrong? • Identify Potential Problems • Identify Likely Causes • Take Preventive Action • Plan Contingent Action

Managing Information Become expert at processing information.Potential Opportunity Analysis What can be improved? • Identify Potential Opportunity • Identify Likely Causes • Take Promoting Action • Plan Optimizing Action

Presenting Your Ideas Become expert using SOPPADA to present your ideas. Subject – I want to tell you about... Objective – This is why... Present Situation – This is how it is... Proposal – This is how it can be...Advantages (top 3) – These are the benefits...Disadvantages (top 2) – These are negatives... Action – This is how to do it...

Acquiring and TransferringKnowledge and Skills: Tell - • What (in under 30 seconds) • Why (in under 90 seconds) • How (action planning) • Example • Application • Evaluation (project management) • Summary and Next Steps

Addressing Performance Issues: Evaluating Others • Agreement • Plan • Process

Conflict Resolution Process:become expert at observing, orienting, deciding and acting to resolve conflict Observe Act Orient Decide

The Origin of ConflictIdentify the origin of conflict before attempting to resolve. FactsMethods Values Objectives

Behavioral Choices for Conflict Learn to use the best choice to resolve conflict. ConfrontCompete Collaborate Avoid

Work Behavior Conflict Learn to address the origin of work conflict. HighLow Shared Goals and Sense of Control and Values High Accountability Low

Stakeholder Conflict Company & Shareholders - Profitability - Growth - Reputation Individuals - TrustEmployee Groups - Security-Equity Balance - Fairness-Consistency Synergy - Recognition-Teamwork and Collaboration Leverage - Contribution - Growth - Pay & Benefits Customers - Price/ Value - Service - New Products - Quality

Conflicts from the Hierarchy of Decision-Making Executive •Direction •Goals •Critical/Sensitive Management •Systems and Processes •Major Impact/ Buy-In Individual Employees •Functions and Tasks •Routine/ Operational

Conflict InterventionMeet with the stakeholder Describe what they did Tell them why it is important Ask them how they feel Ask them what they will do differently Confirm their commitment to change Agree on a schedule for follow-up Thank them for their commitment

Conflict Prevention Share thoughts, feelings, and rationale Maintain and enhance self-esteem Listen and respond with empathy Clarify and Agree to Next Actions

Questioning Decisions and Actions1. Why are you doing this? making this commitment?2. What are your objectives and desired outcomes? intentions?3. How will you know it has been successful?4. What have you done to prepare?5. What can happen? worst case/best case/most likely case?6. How do you plan to make it work? keep it working?7. How important is it to you to be successful?

Things you can shareand learn to build relationships: Interests Skills/Abilities Values Personality attributes Desired lifestyle Needs & wants Experiences Vocation

Professionalism and Relations:Let professionalism be your calling card and signature. • Decide what it means to you • Examples of professional behavior – Arrive at work on time – Dress appropriately – Stay current in the field – Accept responsibility for mistakes – Complete tasks on time – Respect organizational norms – Keep personal business out of the office – Avoid gossip and the grapevine

ConclusionI hope you can put What to Say to immediate useto build relationships. Hopefully, my thoughts, andyour attention, have stimulated your thinking,confirmed your experiences, and given you newideas for building important relationships.Best Wishes,Mitch Manning Sr.manningmitch@aol.com

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