VALUABLE MANUAL: ESSENTIAL MANAGERS MANUAL. BY ROBERT HELLER AND TIM HINDLE.

essential_managers_manual_1489540962_4ec11b6fPASSING ON INFORMATION:

Managers spend much time of their time delivering and receiving messages in person. This can be the most critical – and satisfying – arena of communication. Honesty and feedback are both essential if you are to achieve clarity and progress.

POWER TIPS:

  • When giving positive feedback, state the reasons for your praise.
  • Let the staff know what efforts you are making to relay information.
  • If in doubt about whether or not you should pass on information, do so.
  • Waste no time on people who refuse to understand you.

BEING UNDERSTOOD:

Delivering a message that may be understood is all too easy. It may happen because you are not clear about what you want to say; or because your language is vague even though your objectives are clear; or because your body language very subtly contradicts your verbal message.

Use positive body language to emphasize your verbal message.

GIVING FEEDBACK:

  • Show an understanding of exactly what went wrong, and why.
  • Draw out ways in which poor performance or behaviour can improve.
  • Use questioning rather than assertions to let the staff member know what they think, and why.
  • Aim to express your negative opinions honestly, but in a positive manner.
  • Above all, take negative feedback away from the emotional zone by being objective, not personal.

HANDLING CONFLICT: Do not allow negative body language directed you to put you off. Sit up straight, make non-hostile eye contact, and give your message unambiguously.

With respect.

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