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Interpersonal & Communication Skills Workshop
SEM2015021, 26 June 2015, 13:00-17:00 Taipei Time
Ray Bigger
“We cannot solve the problems by using the same type of thinkingwe used when we created them”.
Albert Einstein
“We can’t solve problems by using the samekind of thinking we used when we created them”
Albert Einstein
Ray Bigger, Managing Director Taipei, Friday 26th June 2015
Ray Bigger• Member of 2 Executive Boards
• Member of 4 Executive Teams
• Sales & Marketing Professional
• 5 Daughters - only guy around
• One is a Prison Governor in UK
• Family member one of UK’s top Criminal Psychologists
• Insulted by 400,000,000+ people
• 30+ years as a Referee
• 13 years on the English Football League/Premier League
• 2,000+ matches
• FA Youth Cup Final Referee
What would youlike to achieveduring these180 minutes?
How many words do we speak a day?
20,000
7,000
Thoughts per day
70,000
Thoughts per day
negative
Beliefs
Our perception or interpretationof our world, our business, ourselves, our capabilities.
What we believe or accept to be true.
On the next slide there are 11 lines of text covering about 76 words but
the letters have been mixed up.
If I were to tell you someone will be able to read the text without to
much difficulty, put your hand up if you think it is possible?
limiting beliefs
Our clients’ most common limiting beliefs
Most CommonLimiting Beliefs
1. We don't have the resources
2. We have too much bureaucracy /we lack flexibility
3. We're very risk averse / afraid of failure
4. We don't have the power /authority to change things
5. We are too influenced bythe past / legacy thinking
6. We don't have the best products / services
7. We don't have the support or understanding ofGroup / Corporate / Senior management
8. We don't have a clear direction / structure
9. Our senior management team is not aligned
10. We lack trust and transparency
11. We work in silos
12. We only have a short term vision
13. We can't do that here
14. We're not recognised for what we do
Most CommonLimiting Beliefs
1. We don't have the resources
2. We have too much bureaucracy /we lack flexibility
3. We're very risk averse / afraid of failure
4. We don't have the power /authority to change things
5. We are too influenced bythe past / legacy thinking
6. We don't have the best products / services
7. We don't have the support or understanding ofGroup / Corporate / Senior management
8. We don't have a clear direction / structure
9. Our senior management team is not aligned
10. We lack trust and transparency
11. We work in silos
12. We only have a short term vision
13. We can't do that here
14. We're not recognised for what we do
Client feedback: 1,500+ senior executives, 50 companies, 30+ nationalities
“Nothing goodever comes out of
head office.”
Warszawa
Whether you thinkyou can or you can’t –you’re right!
Henry Ford
Effective Communication
Setting a safe environment
Setting a safe environmentSo Alice, what do
you think of my new plan?
It’s a really good plan, Bob
It sucks and so do you
Planning communication
“….…if everyone is thinking the same way the problem you have is nobody is thinking…....”
General George Patton
Everyone is different
Stakeholders at a Premier League
Match Day The Stakeholders
“Take a look at the following picture and describe what
you see”
Myers Briggs Type Indicator- MBTI
Hermann Brain Dominant Instrument - HBDI
Two hemispheres
HBDI thinking styles
© Herrmann International
© Herrmann International 1997
ANALYZE
EMPATHIZEORGANIZE
SYNERGIZE
Insurance
Advertising agency
© Herrmann International 1997
ANALYZE
EMPATHIZEORGANIZE
SYNERGIZE
Computer network company
© Herrmann International 1997
ANALYZE
EMPATHIZEORGANIZE
SYNERGIZE
© Herrmann International 1997
ANALYZE
EMPATHIZEORGANIZE
SYNERGIZE
Bank – wholesale and consumer
Hotel sales & marketing
© Herrmann International 1997
ANALYZE
EMPATHIZEORGANIZE
SYNERGIZE
Telecom engineering team
ANALYZE
EMPATHIZEORGANIZE
SYNERGIZE
© Herrmann International 1997
Strategic business applications
SYNERGISTIC
Developing long-term strategy
Setting vision & purpose
Adopting global views
Generating new concepts
Spotting future trends
Observing the environment
Checking the competition
EMPATHIC
Recognising success
Strengthening culture
Opening communication
Building relationships
Corporate citizenship
Building teams
Accelerating learning
ORGANIZED
Adopting policies
Keeping to time
Exercising controls
Allocating resources
Reducing risks
Controlling quality
Streamlining processes
ANALYTICAL
Setting goals & objectives
Measuring accurately
Monitoring performance
Applying technology
Analysing past trends
Focusing on financials
Increasing efficiency
Presentation checklist
Communication Expectations
SYNERGISTIC
An overview
A conceptual framework
Frequent & spontaneous tasks
Idea chunks
Visuals
Freedom to explore
Metaphorical examples
Long-term objectives
Connection to the "big picture”
Appreciates
Initiative and imagination
Connections to other approaches
Newness and a "fun" approach
Minimal details
EMPATHETIC
Empathy & consideration of their needs
Involvement with others
A good attitude & personal relationship
Personal touch & informality
Eye-to-eye contact
References to people involved
To know how "others will react"
For all to have equal consideration
Feelings to be respected
Appreciates
The personaltouch/sensitive to feelings
Group discussion and consensus
A harmonious approach
ORGANISED
Step-by-Step unfolding of the topic
A written schedule & action plan
Thorough, timely and reliable follow through
Consistency
Alignment with well established procedures
Assurance that this has been done before
Explanation of how it will happen
References and background info
Appreciates
Very low risk
A written communicationbefore session
Proof that the "homework"has been thorough
A scheduled appointment
ANALYTICAL
Brief, clear & precise info
Materials that are direct and to the point
Well articulated ideas presented ina logical format
Data and fact-based charts
Technical accuracy
Presentation in alignment withcorporate goals & objectives
Appreciates
Critical Analysis
A good debate
Efforts to spend time wisely
Communication expectations
Typical characteristics
PreferredWork Activities
SYNERGISTIC
Keeping current with national and world trends
Reading signs of coming change
Working with new ideas and concepts
Understanding environmental effects
Inventing innovative solutions to problems
Developing opportunities to experiment
Discovering what competition may do
Challenging established policies
Selling new ideas
Problem solving in intuitive ways
Having fun
Developing vision and long term strategies
EMPATHETIC
Getting people to work together
Developing good relations with the community
Developing good relations with customers
Participating actively in teams
Persuading and conciliating
Handling interpersonal problems
Anticipating how others will feel
Generating enthusiasm and motivation
Expressing and sharing feelings
Noticing non-verbal cues of voice and body
Listening effectively
Coaching, counselling, teaching and training others
ORGANISED
Working with detailed plans and procedures
Identifying plans and results with precision
Articulating plans in an orderly way
Following policy, procedures and regulations
Organizing financial and other information
Understanding fine print in documents
Finding and correcting overlooked flaws
Maintaining a standard of consistency
Seeking highest quality and perfection
Approaching problems practically
Minimizing risks
Getting things done on time
ANALYTICAL
Gathering facts
Working with numbers, statistics and data
Measuring performance and identify trends
Measuring with precision
Understanding technical aspects
Making mechanical, electrical and other things work
Clarifying issues and identifying problems
Diagnosing and solving problems logically
Developing a critical analysis and report
Formulating a financial analysis and decision
Discussing rationally and speaking articulately
Establishing and meeting goals and objectives
What I prefer to do at work
Copyright © 2006, Q3global. All rights reserved.
What causes you stress at work?
Copyright © 2006, Q3global. All rights reserved.
Relationships
Relationships
SYNERGISTIC
Full of surprises
Spontaneous affection
Likes to spice up lovelife with fantasies
Likes to experiment
Plans things on spurof the moment
Forgets important details
EMPATHETIC
Very affectionate
Passionate, enthusiastic lover
Freely expresses andshares feelings
Sensitive to partner'sneeds and moods
Likes intimate andromantic moments
Sensitive - easily hurt bypartner's behavior
ORGANISED
Prefers stable, long-lastingrelationships
Treasures loyalty
Likes to organizeholidays and outings
Family traditions are important
Long suffering
Does not like surprises
ANALYTICAL
Puts logic before sentiment
Financial security beforeromantic gifts
Critical of partner's behavior
Clear headed approach
Needs to know whererelationships is heading
Proves love in concrete ways
An international voice service to 280 + countries
and 1000 + cities. 6000 private line network nodes
in 52 countries. 1000 frame relay nodes in 40 +
countries. 25 billion international voice traffic
minutes.
An international voice service to 280 + countries
and 1000 + cities. 6000 private line network nodes
in 52 countries. 1000 frame relay nodes in 40 +
countries. 25 billion international voice traffic
minutes.
The Brand is transforming the global landscape and
redefining the way our customers do business. We
intend to be the first carrier to truly deliver on
simplicity. The purpose of a communications partner
is to inspire communities to do things they never
imagined doing before.
The key portfolio components of the Brand are:
Inbound Service (CIS), Virtual Network Service
(CVNS), Intelligent Network (CIN), Managed IP
(MIP), Virtual ISP (VISP), Frame Relay (CFR).
The key portfolio components of the Brand are:
Inbound Service (CIS), Virtual Network Service
(CVNS), Intelligent Network (CIN), Managed IP
(MIP), Virtual ISP (VISP), Frame Relay (CFR).
The Brand represents the total knowledge,
experience and feelings for all our products. We
deliver on our promises and working together we
will develop your business success.
The Brand represents the total knowledge,
experience and feelings for all our products. We
deliver on our promises and working together we
will develop your business success.
4 ways of expressing a US telecom Brand
A lot of people are struggling with it
22,800,000 entriesEnter ‘Poor Communication Skills
26th June 2015
Communication is about making connections
BrainIntellectually
HeartEmotionally
BodySenses
Generating engagement, collaboration and participation
People
Planning communication
Interpersonal
Effective Communication
“I’ll tell you what to do”
“This is how I did it”
“Let me show you how to do it”
“How do you think you should do it?”
Communication
How we communicate
Words Tonality BodyLanguage
7% 55%38%
93% non-verbal communication
What we should pay attention to
40% 40%20%
Listening
Combat ActivePassive
Positive or Negative
Conflict
How much time do you spend in meetings?
What makes agreat meeting?
Two hemispheres
Q3global Results Tree Model - the current reality™
Results What we getWhat we get
What we doWhat we doActionsWhat we chooseWhat we chooseDecisionsHow we do itHow we do itBehaviors
Copyright © 2006, Q3global. All rights reserved.
Thinking / FeelingsWhy we do itWhy we do itValues / Beliefs
The greatest impact on business
ResultsResultsWhat we getWhat we getWhat we doWhat we do
ActionsActions
What we chooseWhat we chooseDecisionsDecisions
How we do itHow we do itBehaviorsBehaviors
Thinking / FeelingsThinking / Feelings
Why we do itWhy we do itValues / BeliefsValues / Beliefs
Copyright © 2006, Q3global. All rights reserved.
ProfitabilityExecution
ProductivityPerformanceInnovation
Q3global Results Tree Model - the opportunity™
39
Comes from Boston
She is an investment banker
Worked for Citibank for 5 years
Lives in a 14th floor apartment in Manhattan
Pays US$6,000/month rent
Married to Pierre
He is from Paris, France
Works as a creative director
He earns US$12,000/month
They drive a BMW 3 Series and a Ford Explorer
She likes skiing
Collects wine
Enjoys the theatre, especially musicals
Has an 7 year old son called Grant
Has a 4 year old daughter called Amy
Has two pet dogs called Trixie and Sam
Kathy
Selling
CustomerEducation
Brand
Distribution
Database
Acquire new / existing
Feedback
Transactional
Interactive sites
Products
Transactional online 1x
Promotion contests
Proposal new customers
Advisory analysis recommend (FNA)community sites
consultation
Campaignemail
promotions (offer)
Lower cost of acquisition
Web chats
Personalised
website
a/c page
personalise attention
Acquisition retention cost saving
Services
eCRM
Discussion forum
FNA
Customer retention
CM empowerment
Distributors biz info
Value add for traffic
Survey & feedback improve product development
Uniform delivery improve perception
Advisory services porfolio tracker, etc. traffic to site
Prospects
Competition analysis
Channel
Selling aids
FIN planning
Cost of education
Easy to update
InternalPRU University
intellectual data bank
Externaltrainingdistributors
customers
Topic / Dynamicsporty
whatever
Show we're "real" & understand life
Community developmentFinancial literacy education
PCA "Cause"
Convenience of transactioncost & time effective
Standard info disseminationprevents customer confusion
Cost effective reachalliancesaccess different customer database
Sales supportbetter customer service
Sales activity
Communitychat room
Close relationship directly between PCA and customers
Recruit qualified sales force
Database
Website
Context
PromotionsMGM
discount
Low cost
Target
Lead generation
data collection
customer enquiry
customer survey
Understand need
A/C management system benefits
agent
commission update
knowing policy status
able to serve customer better
prompt notification for payments
customer
knowing policy status
positive customer experience
get cheaper insurance
lower premium cost through referra
convenience
Online fulfillment hydrid cost if transaction for low value customers
Policy tracking
MF portfolio
Self service online transactions
Financial advise
MF trading create a secondary market
Competitor comparisons to make product choice
Financial needs analysis module / calculators
Benefits
convenience / 24 hrs
staff cost
flexible
personalised / customisation
customer loyalty
improve service
Develop simpler products for customers
Higher conversion rate
New ideasprogressive changes
data ownershipcross-selling
Protection for livingX protection
Flexiblecustomised
Stakeholders
Challenge traditional
Building the Brand on-line
60 executives16 nationalities12 operations
BrainstormingBrainstorming
™MindMaxxingprocess
MindMaxxingprocess
Q3global MindMaxxing ™
100% involvement and contribution
2 3
4
1
5 65 min
Combine individual maps In each group
Split into small groups
Consolidate all group maps into mapping software
Review consolidated group map
3 minMap individual thoughtsClarify discussion topic
Topic
MindMaxxingprocess
MindMaxxingprocess
39
mindmappingtool
mindmappingtool
The Power of Questions
“…..the most serious mistakes are not being made as a result of the wrong answers. The truly dangerous thing is asking the wrong questions……”
Peter Drucker
Questions
5Age
120?
8 40+
How many questions we ask each day
60? 4?
Questions
Asked the WRONGquestion
Asked the RIGHTquestion
Productivity & Step Up: what should we
Developing an environment for innovationRate on a scale of 1-5
1 = No - - - - 5 = Yes
Connecting values to decision making
Presentation Basics
What makes a great presentation?
“Simplicityis the key to brilliance.”
Bruce Lee
Getting the basics right
Presentation basics1. Audience 3. Visuals2. You
to tell and sellthe story
to be engaged and
won over
to support your story
Presentation checklist
Great PresentationsGreat Presentations
Presenter Audience
Barriers tocommunication
Message
Background
In the mid-1950s, granules similar to those found in endocrine gland cells were observed in endocardial cells from the atria. This was the first indication that the heart also can function as an endocrine organ.
Scientists had searched for a long time for “Third Factor,” the factor in addition to GFR and Aldosterone that controlled fluid balance.
In 1981, a product of cardiac secretion, atrial natriuretic peptide (ANP) was first described and was subsequently shown to induce natriuresis and vasodilation. It is also an antagonist of the renin-angiotensin-aldosterone system.
In 1988, a molecule of the same family was discovered in pig brain and was named BNP (Brain Natriuretic Peptide). This was later found to be produced by ventricular myocardial cells.
In 1990, a third peptide, CNP, was discovered in the nervous system and vascular epithelium.
Recently, a fourth peptide called DNP has been reported.
Background
Heart as an Endocrine organ
GFR and Aldosterone plus?
ANP
BNP
CNP DNP
1988
1981 200419901950
Sir Martin Sorrell – Group CEO - WPP
“””InternalCommunications””
Sir Ken Robinson
“””…schoolskill CreativityandInnovation”
You the Presenter
••How do you look?•Clothes•How do you sound?•What is your body language saying?•Pitch•Tone•Pace
Planning communication
“ Q & A”