ADP Lunch & Learn

Course Materials

Interpersonal Adaptability: Implications for

Finance Professionals

NASBA INFORMATION

SmartPros Ltd. is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor

of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancy

have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered

sponsors may be submitted to the National Registry of CPE Sponsors through its website:

www.nasbaregistry.org.

ADP has partnered with SmartPros (a Kaplan Company) to provide

this program and SmartPros has prepared the

material within. www.smartpros.com

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hree 3. Interpersonal Adaptability:

Implications for Finance Professionals

LearningObjectives:

SegmentOverview:

Field of Study:

RecommendedAccreditation:

Required Reading(Self-Study):

Running Time:

Course Level:

CoursePrerequisites:

Advance Preparation:

Expiration Date:

Management Advisory Services

June 10, 2017

Work experience in a corporate staff environment, or an introductory course in management

None

1 hour group live2 hours self-study

Update

“Verbal and Non-Verbal Techniques (Excerpts)”From SmartPros Advantage course “991044-v2: CommunicationSkills for Effective Customer Service v.2”For additional information, go to:http://sp.smartpros.com/pages/index.aspx

See page 3–10.

31 minutes

A finance professional’s success today depends to a large degreeon how well he or she interacts with others. Knowing how tocommunicate effectively in day-to-day interactions with colleagues and co-workers is key to achieving business goals. Each interpersonal exchange can work for – or against – an accountant in achieving the desired results. In this segment, Dr. David Minionis of Humanetrics explains how an approach of“interpersonal adaptability” can improve individual communicationskills as well as organizational effectiveness.

Upon successful completion of this segment, you should be able to:● Identify the components of Interpersonal Adaptability;● Recognize the differences between the direct versus indirect and

reserved versus animated approaches;● Identify the four communication styles;● Recognize examples of deposits and withdrawals by

communication style.

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Outlineou

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eA. Intent vs. Impact

1. Financial professional’s successtoday may depend on how well heor she interacts with others

2. Each exchange has the potential ofworking for or against theaccountant

3. We judge ourselves by our intent

a. Others judge us by our impact

B. Interpersonal Ability Key to Success

1. Interpersonal adaptability is theability to:

a. Read a situation

b. Understand your audience

c. Understand the situation thatsurrounds it

2. Darwin’s quote: “it’s not thestrongest of species that survive, butthe one that’s most responsive tochange”

a. Organizations that do this wellare constantly outperformingtheir competition

“…interpersonal adaptability isthe single biggest factor indetermining someone’s success.”

- Dr. David Minionis

I. Interpersonal Adaptability: Definition and Importance

A. Messaging

1. When we’re trying to understandsomeone’s message we usuallyfocus on verbals – the words thatthey’re saying

2. Verbals only count for about 7-10%of helping me to understand yourmessage

3. Other things that play intomessaging

a. Vocals, tone

b. Visuals, nonverbals, bodylanguage

B. Golden Rule vs. Platinum Rule

1. Golden Rule – treat other personhow you want to be treated

a. Flaw: what if they don’t want tobe treated like I want to betreated?

2. Mind shift

a. Rather than treat the other personhow you want to be treated

i. Treat the other person howthey want to be treated

ii. The Platinum Rule

C. Three Conversations in EveryConversation

1. Conversation that a third partywould hear

2. Conversation I’m having withmyself in my head

3. Conversation you’re having withyourself in your head

4. Social filter hopefully preventsinappropriate thoughts from gettingout

II. Conversations and Perceptions

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A. Two Dimensions

1. First dimension – interpersonalapproach

a. On one end of the scale arepeople who are very direct

b. On the other end of the scale arepeople who are more indirect

2. Second dimension – interpersonaldisplay

a. Some people more reserved inhow they display their emotions

b. People on the other end of thescale are very animated

B. Volume and Volubility

1. People on the direct side willtypically talk more, tell more

2. People on the indirect side tend toask more questions

3. People on the direct side tend tohave a louder volume, a faster paceof speech, come across as moreforceful

4. People on the indirect side tend tohave a more methodical pace ofspeech, quieter volume

C. Physical Distance and Eye Contact

1. People on the direct side tend tohave direct eye contact

a. More spatially in theconversation

b. Lean into the conversation –close talkers

2. Someone on the indirect side mayhave intermittent eye contact

a. Tend to be very aware of thespatial issue

b. Give space to other people

D. Language and Facial Expressions

1. Reserved side tend to be formal,have very formal conversation

a. Tend to be more task oriented anduse facts and data as descriptors

2. Indirect side have much more casuallanguage

a. Use stories and metaphors asdescriptors

b. More monotone, little pitchvariance

3. People on the reserved side are veryfacially controlled

4. People on the animated side have alot of movement and animation intheir face

III. Communication Methods

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A. Implementer Style

1. Direct, reserved, task oriented,practical

a. Very resourceful and determined

b. Fast-paced

c. Independent

d. Efficient with their time

B. Inter-Relater Style

1. Indirect, animated

2. Tend to be very dedicated, respectful,diplomatic

3. The most people oriented of all 4styles

4. Tend to be very casual

C. Innovator Style

1. Enthusiastic, stimulating, forceful,and spontaneous

2. Tend to be very personable,promotional, creative

D. Investigator Style

1. Indirect and reserved, task oriented

a. Methodical, very orderly

2. Like to have things well laid out andthought through before they go intoany kind of action mode

3. More serious and industrious

a. Formal and very disciplined

IV. Four Communication Styles

A. Make Deposits; Avoid Withdrawals

1. Every key relationship that you haveis like a bank account

2. Deposits – things that would beendorsed by that other individual

3. Withdrawals – things that wouldirritate that person

B. Deposits and Withdrawals for EachCommunication Style

1. Implementer style

a. Deposits: speed, progress updates,the bottom line

b. Withdrawals: small talk, peoplewho are unfocused and indecisive

2. Innovator style

a. Deposits: fun, creativity,enthusiasm

b. Withdrawals: too much detail,tunnel vision, being unappreciated

3. Inter-Relater style

a. Deposits: loyalty, trust, valuingpeople, cooperation

b. Withdrawals: rudeness, lack ofteamwork, conflict

4. Investigator

a. Deposits: providing details andtime to think, accuracy

b. Withdrawals: disregarding quality,unreliable data, low standards

C. Deposit vs. Withdrawal Depends onPerspective

1. What’s important is not whether youthink it’s a deposit or withdrawal

a. It’s whether they think it’s adeposit or withdrawal

2. Find out what things are important tothe other person

a. Those are the deposits for thatperson

3. When it’s done because it’s forcedand it’s not natural

a. Doesn’t come across as verysincere

b. Usually doesn’t work

V. Key Relationships like Bank Accounts

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VI. Three Elements of Interpersonal AdaptabilityA. Awareness

1. Interpersonal adaptability is notsomething that you’re born with

a. Can be taught

2. Awareness is knowing yourself andhow you react to different situations

a. You may think you’re being acertain way but coming across inanother way to others

“Unfortunately, we judge ourselveson our intent, but others judge uson our impact.”

- Dr. David Minionis

B. Ability

1. Ability to leverage differentinterpersonal strategies with people

2. Knowing how to build trust withpeople

3. Knowing how to empathize withpeople

4. Being aware of your audience soyou’re being most appropriate to thatindividual

C. Attitude

1. Choosing to be positive, optimistic,proactive

2. Every time you get into an interactionwith another individual

a. There’s a chance of having a terrificinteraction or a toxic interaction

b. When you realize it’s becomingtoxic

i. Need to adjust yourself andadapt so you can salvage theinteraction

D. Compensating for Missing Component

1. Assume I have ability and attitude butno awareness

a. May be a very fast talker

b. Audience may be irritated by fasttalking

c. Not aware so don’t adapt

2. Could be missing the ability part

a. Walk into an Implementer’s officeand start talking about my weekend

b. They have a lot on their plate;trying to get things done

c. Should parachute in like a NavySEAL, do what I need to do, andhigh-tail out of there

3. Lacking attitude – people who choosenot to adapt

4. Have to have all three synergisticallyworking together

E. Using Feedback to be Appropriate

1. All have something inside called socialradar

a. Many of us don’t even have it on

b. Allows us to ping the rest of theworld and see if you’re beingappropriate to thesituation/audience

2. Looking to be appropriate to yourimage

a. Constantly looking at how ourimage matches the situation

3. Language we choose – need to beaware of is who your audience is

a. Speak to them in the languagethat’s most comfortable to them

4. Being appropriate to knowledge

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Outline (continued)

A. Quantifying Interpersonal Adaptability

1. Multi-rater tool

a. Other people fill it out about you

2. Generates a narrative profile on you

a. Identifies your communicationstyle

b. Indicates your interpersonaladaptability overall score

i. Breaks it down withawareness, ability, and attitude

B. Budget Your Energy

1. If you have a critical meeting in theafternoon

a. Reserve energy for that meetingso you can adapt to that keyrelationship

2. Once you identify the deposits andwithdrawals in all of your keyrelationships

a. Make those deposits, avoidwithdrawals

b. Start to infect other people withyour approach

3. The more you do it, the easier it gets

C. What Accounting and Finance Can Do

1. Start by getting people thinkingdifferently

2. Get people aware of how they’recommunicating to other people

a. Not just what they say, but howthey say it

D. Challenges in Accounting and Finance

1. Taking knowledge of working thenumbers and communicating thatinformation to other people in theorganization

a. Know how to understand youraudience

b. knowing how to send messagingto other people so theyunderstand it

2. Finance people move up the ranksbecause of their technical expertise

a. All of a sudden now they’re inleadership positions

i. Different skill set – peopleskills set

b. That’s where interpersonaladaptability comes in to play

VII. Measurement and Best Practices

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● As the Discussion Leader, you shouldintroduce this video segment withwords similar to the following:

“In this segment, Dr. David Minionisexplains how an approach of'interpersonal adaptability' can improveindividual communication skills as wellas organizational effectiveness.”

● Show Segment 3.

● After playing the video, use thequestions provided or ones you havedeveloped to generate discussion. Theanswers to our discussion questions areon pages 3–8 and 3–9.

● After the discussion, complete theevaluation form on page A-1.

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Discussion Questions

Group Live Option

1. What is Interpersonal Adaptability?What are the three components ofInterpersonal Adaptability?

2. What are the three things that thesender needs to be aware of whensending a message?

3. What is the flaw in the golden rule?What is the platinum rule?

4. What are the differences between thedirect versus indirect and reservedversus animated approaches?

5. What are the four communicationstyles?

6. What are examples of deposits andwithdrawals by communication style?

7. What are some InterpersonalAdaptability best practices put forth byDr. Minionis?

You may want to assign these discussion questions to individual participants before viewingthe video segment.

3. Interpersonal Adaptability: Implications for Finance Professionals

Instructions for Segment

For additional information concerning CPE requirements, see page vi at the beginning of this guide.

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sSuggested Answers to Discussion Questions

1. What is Interpersonal Adaptability?What are the three components ofInterpersonal Adaptability?● Interpersonal adaptability: What is

it?❖ A method of communication that

synchronizes understanding andproduces mutual gain

● Interpersonal adaptability: Threecomponents❖ Attitude❖ Awareness❖ Ability

2. What are the three things that thesender needs to be aware of whensending a message?● Understanding the message: We look

for❖ Verbals❖ Vocals❖ Visuals

3. What is the flaw in the golden rule?What is the platinum rule?● The flaw in the golden rule

❖ What if the person doesn’t wantto be treated like you want to betreated?

● The platinum rule❖ Treat the person how they want

to be treated

4. What are the differences between thedirect versus indirect and reservedversus animated approaches?● Direct vs. indirect

❖ Verbal❋ Direct: Talks more❋ Indirect: Asks more questions

❖ Vocal❋ Direct: Louder volume, faster

speech❋ Indirect: Quieter volume,

more methodical speech❖ Visual

❋ Direct: Direct eye contact❋ Indirect: Intermittent eye

contact❋ Direct: Leans in during

conversation❋ Indirect: Leans back during

conversation● Reserved vs. animated

❖ Verbal❋ Reserved: Formal❋ Animated: More casual❋ Reserved: Uses facts and data❋ Animated: Uses stories and

metaphors❖ Visual

❋ Reserved: Facially controlled❋ Animated: Lots of movement

and animation❖ Vocal

❋ Reserved: Monotone❋ Animated: Friendlier

5. What are the four communicationstyles?● Four communication styles

❖ Implementer❖ Inter-Relater❖ Innovator❖ Investigator

3. Interpersonal Adaptability: Implications for Finance Professionals

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6. What are examples of deposits andwithdrawals by communication style?● Deposits and withdrawals by style

❖ Implementer❋ Deposits: Progress updates,

the bottom line❋ Withdrawals: Small talk,

indecision❖ Innovator

❋ Deposits: Fun, creativity,enthusiasm

❋ Withdrawals: Too much detail,tunnel vision, beingunderappreciated

❖ Inter-Relater❋ Deposits: Loyalty, trust,

cooperation❋ Withdrawals: Rudeness, lack

of teamwork, conflict❖ Investigator

❋ Deposits: Providing details,time to think, accuracy

❋ Withdrawals: Disregardingquality, unreliable data, lowstandards

7. What are some InterpersonalAdaptability best practices put forth byDr. Minionis?● Interpersonal adaptability: Best

practices❖ Use your energy wisely❖ Make deposits and avoid

withdrawals❖ Be positive, optimistic, and

proactive❖ Infect others with your approach❖ The more you do it, the easier it

gets

Suggested Answers to Discussion Questions (continued)

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VERBAL AND NON-VERBAL TECHNIQUES (EXCERPTS)

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Required Reading (Self-Study)

From SmartPros Advantage course“991044-v2: Communication Skills forEffective Customer Service v.2”For additional information, go to:http://sp.smartpros.com/pages/index.aspx

4.2 Verbal CommunicationTechniques

Verbal communication techniques rangefrom concerns about voice qualities andword choice to pauses and speaking rate. Inverbal customer service settings what wesay and how we say it are at the heart ofclear, effective communication.

Several verbal communication suggestionsthat promote effective customer servicefollow:

● Voice Qualities. What should yourvoice sound like when you are speaking to acustomer? Words such as friendly, warm,cheerful, and enthusiastic should quicklycome to mind. It is especially important thatyour voice communicates sincerity andconcern regarding customers’ needs.

Even then, the best voice qualities are thosethat are not forced. For example, people

who genuinely enjoy helping customerstend to exhibit voice qualities that comenaturally and, in turn, are typically bothappropriate and effective.

● Word Choice. Verbal communicationalso concerns itself with the actual wordsspoken. As trite as it may seem, it is criticalthat words the customer understands areused. This sounds like a common-sensesuggestion, but one that is often overlooked.Some effective word-choice suggestionsfollow:

In a society, indeed in a world, wherecustomers’ vocabulary levels vary sosignificantly, it is easy to confuse, frustrate,embarrass, and even lose customers byspeaking above them. How can this beavoided? First, make attempts to understandeach customer’s vocabulary level. Then,choose words accordingly. This soundssimple; however, it takes time, effort, and awillingness to use words other than thoseyou may typically use.

Customers can also be confused, frustrated,and embarrassed to the point of taking theirbusiness elsewhere if inundated withspecialized technical words (i.e., jargon,

Self-Study Option

1. Viewing the video (approximately 30–35 minutes).

2. Completing the Required Reading (approximately 25–30 minutes). The Required Reading for this segment starts below.

3. Completing the online steps (approximately 35–45 minutes).

Please see pages iii to v at thebeginning of this guide for instructionson completing these steps.

When taking an FMN segment on a self-study basis, an individual earns CPE credit by doing thefollowing:

Instructions for Segment

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buzz words, etc.) with which they areunfamiliar. Again, care needs to be taken todetermine each customer’s level offamiliarization with such words. If acustomer is unfamiliar with such words,replace them with synonyms. When there isno replacement word, at least describe inlayman’s terms what each one means.

Also, don’t forget how important it is to bepolite. Words and phrases such as please,thank you, and you’re welcome, coupledwith a sincere tone and a smile, greatlyincrease the odds that successful customerservice will transpire.

● Speaking Rate. When speaking tocustomers, you are advised to speak at a rateof approximately 150 words per minute.Most people can speak at a rate as high as250 words per minute, and some even higher.Speaking too fast, though, typicallycompromises clarity and retention and mayeven frustrate customers who can’t keep up.This is especially true of situations where thecustomer has little familiarization with someor all of the information being shared.

● Pauses. When speaking to customers,well-placed pauses promote clarity andretention. For example, if you want to givethe customer a chance to catch up and/or toshift mental gears before moving on to thenext thought or topic, just pause. In addition,pauses can be inserted for emphasispurposes. Some people pause immediatelybefore stating a point that they wish toemphasize. More often, people pauseimmediately after making the point they wishto emphasize, thus providing customers theopportunity to reflect on what was just said.

● Feedback. Two-way feedback is criticalto effective communication in customerservice situations. Both you and yourcustomers are capable of confusing eachother. Communicating effectively on the firstpass is challenging for everybody.

What can you do to encourage feedbackfrom a customer? Near the beginning of theconversation invite the customer to ask forfeedback when clarification is needed.

Unfortunately, there are times whencustomers need clarification, but do not askfor feedback. In such situations, you should

initiate feedback by simply asking thecustomer if he/she would like somethingrepeated, restated, or further explained. Lookfor signs of confusion no matter whether ornot the customer asks for clarification.Customers are typically confused if they: (1)frown, (2) scratch their heads, (3) sigh,and/or (4) pause at length before respondingto something you have said.

Another technique you can use to activatefeedback is to routinely ask the customers ifthey would like a point repeated, restated, orfurther explained. This is an especiallyimportant technique when the informationyou are sharing is very complex and/orunfamiliar to the customer.

Of course, there are times when you may notunderstand something a customer has said toyou. For clarification purposes, ask thecustomer to repeat, restate, or further explainwhat is confusing you. Not only will youachieve clarification; you are taking seriouslywhat he or she is saying.

● Interrupting Customers. Interruptingcustomers when they are speaking istypically inappropriate and rude, unless youare seeking feedback. Even then, it is best towait until the customer has finished athought or, at minimum a sentence, beforejumping in.

Most people have a natural urge to want tointerrupt others so they can share theirthoughts or opinions. However, most peoplelearn to control this urge at a young age. It ispolite and professional to hear the customerout before sharing your thoughts andopinions. Interestingly, approximately 95percent of interruptions in U.S. organizationsare credited to males. And, they don’t justinterrupt females. They interrupt everyone.

4.3 Non-VerbalCommunication Techniques

Non-verbal communication techniques rangefrom silent cues such as facial expressionsand amount of eye contact to appropriatebody position. Non-verbal cues areconsidered to be very powerful, very honestcommunication. Typically, if a customerperceives your spoken words contradict yournon-verbal cues, sincerity, honesty, and

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communication effectiveness will be greatlycompromised.

Several non-verbal communicationsuggestions follow:

● Facial Expressions. Facial expressionsthat are most effective in customer servicesituations are the same expressions that workwell in most other settings. Your facialexpressions should be friendly, warm,cheerful, and most important of all, sincere.Smiles work especially well and should beused generously. For example, always greetcustomers with a warm, sincere smile.

The best facial expressions are those that arenot forced. People who genuinely enjoyhelping customers typically exhibit facialexpressions that are natural, appropriate, andeffective.

Yet there are times when organizationalrepresentatives’ facial expressions shouldsway somewhat from the above-mentioneddescription. In situations where a customerhas a serious complaint and/or is emotionallyupset, friendly yet serious and sincere facialexpressions are most appropriate. In suchsituations, excessive smiling and expressionsof cheerfulness may irritate the customer. Inthese situations, customers may perceiveexcessive smiles and cheerfulness from youas being inappropriate for the situation,patronizing, and possibly insincere.

● Eye Contact. Most American customersprefer to receive the same amount of eyecontact in business settings that theytypically receive in most other settings.Exceptions may be found in situations wherecouples are madly in love with each other orare in the midst of heated arguments. In thesesituations, the amount of eye contact oftenborders on staring, which is certainly overkillin customer service settings.

Prolonged eye contact or too much eyecontact makes customers feel very uneasy.Most immediately sense theinappropriateness. Some may even believeyou are attempting to intimidate them intosubmission; be it related to the businesssituation or some other hidden agenda. Nomatter the perceived intent, be it real orimagined, prolonged eye contact can quicklyresult in lost business.

Too little eye contact, though, can also bedamaging. Besides sensing theinappropriateness of such actions, customerstypically form other negative perceptions.For example, customers may believe that thereason you are giving them too little eyecontact is because you are trying to avoidthem or their needs or hurry them along.Other customers may conclude that you donot care about their needs and/or them.

Finally, organizational representatives shouldbe familiar with the unique cultural desiresof customers as they relate to eye contact.For example, most Japanese women areuncomfortable with receiving the amount ofeye contact American males typically give.In turn, in some Middle Eastern cultures,males give very little eye contact to females,which may be misinterpreted by their foreignfemale customers. The point is that membersof organizations who make eye contact withcross-cultural customers should be bothknowledgeable of and sensitive to theirglobal customers’ expectations and needs asthey relate to eye contact.

● Body Position. Body position can evenimpact communication effectiveness incustomer service situations. And, as can beimagined, body position norms vary amongdifferent cultures.

When serving customers, position your bodyso it faces the customer. Furthermore, turnyour head so you are facing the customer. Bydoing so, you communicate attentiveness tocustomers as well as reduce peripheral visualdistractions.

The physical distance between you and yourcustomers is also very important. Americancustomers and American businesspeople aretypically most comfortable when theymaintain a distance of approximately onearm’s length.

If you stand much closer than an arm length,the customer is likely to feel veryuncomfortable. This feeling is similar to thefeeling most people experience when theyfind themselves in a packed elevator with agroup of strangers.

To stand much farther away from thecustomer than an arm’s length is not advisedeither. Customers perceive the

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inappropriateness of such actions. Moreimportantly, though, is the realization thattoo great a distance prompts both parties tospeak louder. This can really become acounterproductive shouting match if thecustomer is dissatisfied and you do not fullycontrol your emotions and actions.

If both you and the customer are seated,avoid placing him on the opposite side of adesk from you. Arrange the chairs so you areboth away from the desk. Sitting behind adesk creates a power barrier that underminesrelaxed, effective communication.

Finally, organizational representatives shouldbe familiar with the unique cultural desiresof cross-cultural customers as they relate tobody position. For example, people in mostLatin American countries are comfortablecommunicating at a distance considerablyless than an arm’s length, with somepreferring a distance of four-to-six inches.Obviously it is important to be bothknowledgeable of and sensitive to yourglobal customers’ expectations and needs asthey relate to body position: especiallyphysical distance.

● Touch. Touch can also impact theeffectiveness of customer servicecommunication. This is especially importantin U.S. organizations where sexualharassment, intentional or unintentional,often results in litigation. Unexpectedtouches, no matter how innocent, can alsoescalate emotions in already emotionallycharged customer service exchanges. If thesituation is heated enough, innocent touchesby organizational representatives can resultin fisticuffs initiated by the customer.

The best advice regarding touchingcustomers is don’t do it. The most commoninappropriate touches in business settings areon people’s hands, arms, shoulders, andbacks. If you were raised in a family wheresuch touching was the norm, learn to look forand control these subconscious behaviors. Inaddition, maintaining slightly more than anarm’s-length distance from customers helps.

However, one form of touching, handshakes,is appropriate in most customer servicesituations. Americans, for example, prefer afirm handshake. So, what does this mean? It

simply means that the grip should not be softnor should it be so strong as to causephysical discomfort. In addition, thehandshake should last approximately two-to-three seconds. Furthermore, the up-and-downmotion of each party’s arm should beapproximately 12 inches in distance. Amuch-shorter range feels awkward, whilemuch longer ranges are very inappropriateand annoying.

Cultural differences also exist regardingtouching. For example, Japanese peopleprefer a bow to a handshake. People in somecultures will even greet others in businesssettings with a hug, while others may evenkiss a same-gender person on the cheeks.Furthermore, it is taboo to touch an Indianchild on the head.

Become both knowledgeable of and sensitiveto your global customers’ expectations andneeds as they relate to touching. Robert E.Axtell’s book Gestures: The Do’s and Taboosof Body Language Around the World, JohnWiley & Sons, Inc., is an excellent referencesource on topics such as touching anddistance.

● Distractions. In verbal customer servicesituations (i.e., face-to-face, telephone,videoconference, etc.) distractions should beeliminated or at least minimized. To do so,take planning measures in advance ofmeeting with customers and exercise self-control when with them.

Examples of planning measures to be takenbefore meeting with a customer include:

● Turn off the ringer on your telephone.

● Turn off the volume on youranswering machine.

● Have incoming phone calls forwardedautomatically to your voice mailsystem.

● Turn off your cell phone.

● Turn your pager onto vibrator mode—not ringer mode.

● Ask others not to interrupt you whenyou are with a customer.

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Examples of self-control when with acustomer include:

● Don’t answer your phone.

● If you are talking with a customer onthe phone, don’t take incoming callson another line.

● Don’t respond to incoming pages.

● Don’t respond to knocks on youroffice door.

● Don’t encourage conversations withothers that interrupt.

While all distractions and interruptionscannot be avoided, most can and should be.Failure to control distractions isunprofessional and rude, and leavescustomers feeling like a “second-classcitizen.” Failure to control distractions canbe especially volatile in emotionally chargedsituations.

Section 10: Other UsefulCommunication Techniques

10.1 Allot Adequate Time forAudience Analysis

It is imperative that you acquire as muchunderstanding of your customers as possible.While good audience analysis requires timeand effort, the result is typically moreeffective communication and fewermisunderstandings, fewer mistakes, andfewer hard feelings.

As a means of analyzing communicationpartners, it is recommended that you developa series of questions regarding topic areassuch as: his communication abilities,knowledge, needs, expectations, anticipatedreaction to your message, etc. Then, answeras many of the questions as thoroughly aspossible before developing messages.

Good communicators understand that oncethey have analyzed their audience thoroughlythey may need to adjust their communicationstyle to fit their audience’s needs. Goodcommunicators are flexible communicators.

10.2 Incorporate BasicCommunication Principles intoYour Communication

There are a variety of basic communicationprinciples that should be adhered to whendeveloping messages. Most are expected(i.e., keep written and verbal messagesconcise), and most, when used properly,enhance communication.

Several of the more importantcommunication principles are listed below.

● Make message clarity your primeobjective.

● Avoid using vague words that canresult in misinterpretations andmisunderstandings (i.e., soon, several,etc.)

● Target your choice of words,appearance, etc., to your audience.

● Weave the words so as to create in thereceiver’s mind a visual picture ofyour message.

● Avoid using sexist language.

● Use a positive, courteous, professionaltone. Avoid a tone that communicatesanger, frustration, or resentment and/oris patronizing or condescending.

● Develop concise messages, but not atthe exclusion of details needed formessage clarity.

● Use emphasis and de-emphasistechniques to improve messageeffectiveness.

● Use an active voice most of the time,but remember that the passive voiceprovides an excellent de-emphasistechnique.

● Adhere to the rules of writingmechanics. Appropriate use ofgrammar, punctuation, and spelling arestill at the heart of effectivecommunication.

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10.3 Avoid CommunicatingBiases, Prejudices, andStereotypes

Most people understand how improper suchstatements are in any form of businesscommunication and how damaging they canbe to business relations. Of course, businesspersonnel should avoid incorporating suchstatements whether direct or implied,whether intentional or accidental.

It is human nature, though, to observe othersand how they behave and then form mentalcomparisons and judgments. The challenge isto keep such attitudes out of businesscommunication. How can this beaccomplished? First, watch for suchstatements when planning and developingmessages. Then, set aside appropriate time torevise messages giving special focusedattention to spotting and eliminating suchstatements before the messages aretransmitted. In addition, have another personread or listen to your messages beforetransmitting them.

10.4 Learn How to CommunicateEffectively With Others inMulticultural and InternationalEnvironments

U.S. businesspeople are challenged daily tocommunicate clearly and effectively withpeople of other cultures. This challenge canbe seen in the multicultural makeup of theworkforce of most U.S. organizations as wellas in international business.

The benefits of learning about others’cultures and their unique communicationbehaviors and desires go beyond the abilityto communicate with them effectively. Wealso communicate respect to them. Byexhibiting, through our actions, knowledgeof their cultures and communicationbehaviors and desires, we typically gain ourcommunication partners’ respect. Such ashow of respect typically leads to improvedbusiness relations.

Several of the more important cross-cultural communication guidelines arelisted below:

● Analyze and understand your ownculture, subcultures, and

communication behaviors and desiresbefore studying others’. (You canunderstand and appreciate others’needs better if you first understandyour own.)

● Understand how people of othercultures perceive your culture,subculture, and communicationbehaviors and desires. (For example, itis typical in Latin cultures forbusinesspeople to want to visit with aforeign business partner about non-business matters, as a means of gettingto know her as a person, beforediscussing business. From such visitsthey attempt to determine if the otherparty is a person with whom theywould like to develop a long-termbusiness relationship. U.S.businesspeople, however, typically liketo get right down to business, becausethey operate on tight schedules andequate time with money. If the U.S.businessperson attempts to forcebusiness talk from the start with aLatin businessperson, she may damagethe potential business relationship andmay be viewed as “pushy”.)

● Learn all you can about your cross-cultural customers’ communicationbehaviors and desires. Also learn asmuch as possible about your businesspartner’s country and culture. (Forexample, learn about the country’spolitical system, beliefs/religion(s),history, educational system, socialcustoms, climate, geography, etc.)Such knowledge will be very useful inconversations in business and socialsettings, gain your business partner’srespect, and contribute to a successfulbusiness relationship.

● Learn about your cross-culturalcustomers’ attitudes about the use ofelectronic communication technology.(For example, some cultures preferface-to-face communication, whileothers are receptive to e-mail messagesand faxes. Then there are others whoexpect initial contact to be face-to-faceand once a relationship is establishedare receptive to e-mail communication,teleconferences, etc.)

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● As a general rule, when writing to orconversing with business partners fromanother country, keep messages asshort and simple as possible. Usesshort simple sentences and avoidslang. In addition, since the chance ofthe confusion is increased, makefeedback an active part of thecommunication activity.

Learning about others’ cultures andcommunication behaviors and desiresrequires quite a bit of effort, but the resultsare typically very interesting and fruitful.

10.5 Constrain Emotions

Unrestrained negative emotions typicallythreaten communication effectiveness. Whennegative emotions go unchecked,communicators often write or makedamaging statements and/or respondemotionally and defensively to others’messages. This is typically not a problemwith routine, positive, non-controversialmessages. But, messages that containnegative news and/or very controversialcontent are extremely susceptible toemotional interference.

When upset, message developers may betempted to create messages that expressemotions such as anger, resentment, and/orfrustration. Their words may even be viewedas being mean spirited, spiteful, petty,patronizing, and/or condescending. Mostpeople have the creative ability to developmessages like those described above andsome might even take pleasure in doing so.However, we all know on a logical level thatthey should not develop and transmit suchpotentially damaging messages.

The challenge is to keep negative, emotions-based statements out of messages. Firstpostpone developing messages susceptible toemotional interference until you have“cooled off” and can develop them

objectively and professionally. Next, look fordamaging emotional statements whenplanning and developing messages. Then, setaside appropriate time to revise messageswith the intention of eliminating suchstatements before the messages aretransmitted. In addition, have another personread or listen to your messages beforetransmitting them with the purpose ofcatching problems that have gone unnoticed.

Receivers of upsetting messages may also betempted to create responses that expressemotions such as anger, resentment, and/orfrustration. If not controlled, their messagesmay also be viewed as being mean spirited,spiteful, petty, patronizing, and/orcondescending. These people, like allcommunicators in such situations, muststrongly consider pushing the “delete” buttonon their keyboard before pushing the “send”button.

Receivers of upsetting, emotionally-chargedmessages are also challenged to leavenegative, emotions-based statements out oftheir messages. As mentioned above, theyshould also postpone responding to upsettingmessages until they have “cooled off” andcan develop them objectively andprofessionally. They need to also look fordamaging emotional statements whenplanning and developing such responses,then set aside appropriate time to edit outpotentially damaging statements beforemessages are transmitted. Finally, theyshould also have another person read orlisten to their responses before transmittingthem with the purpose of catching problemsthat have gone unnoticed.

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