Employability skills have been ignored by our Academic
structure so far. The oft-quoted NASSCOM-McKinsey report says that
approximately 75 per cent of fresh engineering graduates from India are not
directly employable. A recent survey conducted by FICCI and the World Bank
revealed that 64 per cent of the surveyed employers were not satisfied with the
quality of skills of fresh graduates.
India will soon emerge as the largest source trained given
its large young population. Hence we need to gear up to exploit this
opportunity.
With this in focus we carried out a detailed research and
identified 45 Competencies that would be desirable in a young employee.
Based on this we designed a 100 day programme and the aim of ensuring that each
fresh graduate becomes employable.
This
course will be conducted as follows:
a.
Daily capsule consisting of one management subject, one
skill capsule and one communication exercise. This will be on a ‘self-study’
basis as well.
b.
Classroom Program with Seminars.
c.
Practical Training to include Role Plays, Projects, Student
Presentation and Management Games.
d.
Periodic Tests and a Final Assessment which will consist of
a Written Test, a Viva, a Group Discussion and Final Presentation by each
student.
e.
Based on this Certificates will be given to only qualifying
employees
This
course will focus on ‘Skill and Potential Development’. By the end of the
course we expect each employee to have developed following skills:
o
Ability to present monthly review
o
Knowledge of advance excel, pivot table, vlook up etc. and PowerPoint
Presentation
o
Ability to deliver a motivating lecture to his/her team
o
Ability to prepare a project in Microsoft Project(Project
Management)
o
Knowledge of ERP like CVWS/SAP
o
Ability to develop a marketing plan and Marketing survey
o
Ability to introduce a speaker
o
Knowledge to file a suit
o
Ability to defend himself in court
o
Ability to take an interview on Skype
o
Ability to conduct a brain storming session
o
Knowledge to write a business proposal to clients
o
Ability to understand the personality, attitude and
enthusiasm of the candidate in an interview
o
Ability to inspect/audit a facility and bring out audit
points, Root cause analysis, corrective action and preventive action
o
Ability to design a daily report and ability to control the
executives on telephone.
o
Ability to develop training calendar and annual operations
plan
o
Ability to write a newsletter.
o
Ability to register a new website
o
Ability to design a basic advertisement.
o
Knowledge to handle Naukri
o
Ability to set up a Private Limited subsidiary company
(Applying a shop establishment license, hiring commercial space, registration
etc.)
o
Knowledge on Stock Market
o
Ability to organize a party/workshop
o
Knowledge on the basics of initial public offering (IPO)
o
Ability to amend maintenance contract
o
Ability to manage travel desk
o
Knowledge on software to develop a flow chart
o
Knowledge about the hierarchy of the police department
o
Ability to set up a mess of cooking facility and manage
guest rooms
o
Ability to react to difficult types
o
Ability to recognize Cues and Clues
o
Ability to avoid being misquoted
o
Ability to speak to boss and convince him to start a new
business\
o
Networking Skills
o
Problem-Solving Skills
o
Ability to control your body language
§ 7
Habits
§ Executive
Excellence
§ Blue
Ocean Strategy
§ Management
Challenges for 21st century
§ How to
make friends and influence people
You
will agree with me that this is a great opportunity for each aspiring fresher
to emerge as a young confident Manager.
DALY TRAINING PROGRAMME
Day 1
|
1.
Management Training: The GROW model for coaching
2.
Skill Capsule: Interpersonal Skills
3.
Communication Exercise: Introduction to communication skills
|
Day 2
|
1.
Management Training: Developing influence and assertive leadership
2.
Skill Capsule: Writing Skills
3.
Communication Exercise: Eight Habits of Highly Ineffective Communicators
|
Day 3
|
1.
Management Training: Visioning
2.
Skill Capsule: Listening Skills
3.
Communication Exercise: Communication Skill
|
Day 4
|
1.
Management Training: The change curve
2.
Skill Capsule: Speaking
3.
Communication Exercise: Non Verbal Communication
|
Day 5
|
1.
Management Training: The leadership pipeline
2.
Skill Capsule: Presentation Skills
3.
Communication Exercise: Types of Informal Communication
|
Day 6
|
1.
Management Training: Employee engagement and the three-factor theory
2.
Skill Capsule: The Grievance Procedure
3.
Communication Exercise: Barriers To Communication And Overcoming The Barriers
|
Day 7
|
1.
Management Training: The nine principles of motivation
2.
Skill Capsule: Information employees wants to know
3.
Communication Exercise: Effective Communications
|
Day 8
|
1.
Management Training: Situational leadership (leadership styles)
2.
Skill Capsule: How to assess Organizational Culture
3.
Communication Exercise: Understanding Communications In A Company
|
Day 9
|
1.
Management Training: The John Whitmore model
2.
Skill Capsule: Negotiation Skills
3.
Communication Exercise: What Managers normally have to communicate?
|
Day 10
|
1.
Management Training: Action-Centred leadership
2.
Skill Capsule: Rapport Skills
3.
Communication Exercise: Channels of Communication
|
Day 11
|
1.
Management Training: The six steps of delegation
2.
Skill Capsule: Corporate Etiquettes
3.
Communication Exercise: How Managers Can Become Better Communicators
|
Day 12
|
1.
Management Training: Kotter’s eight–stage process for leading change
2.
Skill Capsule: Questioning Skill
3.
Communication Exercise: Special Skills for Effective Communication
|
Day 13
|
1.
Management Training: Six principles for gaining commitment
2.
Skill Capsule: Learning Skill
3.
Communication Exercise: Recognition Of Cues And Clues
|
Day 14
|
1.
Management Training: Belbin’s team rules
2.
Skill Capsule: Numeracy (Number Skills)
3.
Communication Exercise: Group Discussion
|
Day 15
|
1.
Management Training: Drivers of trust and the trust cycle
2.
Skill Capsule: Delegation Skills
3.
Communication Exercise: How to prepare for the Group Discussion
|
Day 16
|
1.
Management Training: The truths of strategy
2.
Skill Capsule: Influencing Skills
3.
Communication Exercise: How to prepare for a Telephonic Interview & commonly asked
questions
|
Day 17
|
1.
Management Training: SWOT analysis
2.
Skill Capsule: Stress Management
3.
Communication Exercise: Communicating Assertively in the workplace
|
Day 18
|
1.
Management Training: Scenario thinking
2.
Skill Capsule: Time Management Skills
3.
Communication Exercise: How to talk about various practitioners
|
Day 19
|
1.
Management Training: The balanced scorecard
2.
Skill Capsule: Adaptability and Flexibility
3.
Communication Exercise: How to talk about various speech habits
|
Day 20
|
1.
Management Training: The 7s model
2.
Skill Capsule: Conflict Management Skills
3.
Communication Exercise: How to flatter your friends
|
Day 21
|
1.
Management Training: The rule of 150
2.
Skill Capsule: Problem-solving skills
3.
Communication Exercise: How to talk about what goes on
|
Day 22
|
1.
Management Training: The service profit chain
2.
Skill Capsule: Work ethic
3.
Communication Exercise: How to talk to late comers (genuine and naughty late comers)
|
Day 23
|
1.
Management Training: Understanding and avoiding inertia
2.
Skill Capsule: Team Building
3.
Communication Exercise: How to talk with senior management
|
Day 24
|
1.
Management Training: The six Rs of business
2.
Skill Capsule: Decision Making Skills
3.
Communication Exercise: How to talk about liars and lying
|
Day 25
|
1.
Management Training: The Boston consulting group model
2.
Skill Capsule: Social skills
3.
Communication Exercise: How to speak naturally
|
Day 26
|
1.
Management Training: The Pareto principle
2.
Skill Capsule: Emotional Intelligence
3.
Communication Exercise: How to talk about personality types
|
Day 27
|
1.
Management Training: Blue ocean strategy
2.
Skill Capsule: Anger Management
3.
Communication Exercise: Basic Rules For Public Speaking
|
Day 28
|
1.
Management Training: Benchmarking
2.
Skill Capsule: Networking Skills
3.
Communication Exercise: Written communication (types of letter)
|
Day 29
|
1.
Management Training: The product life cycle
2.
Skill Capsule: Accountability At Work Place
3.
Communication Exercise: General Communication Manners
|
Day 30
|
1.
Management Training: Systems thinking
2.
Skill Capsule: Party Etiquette
3.
Communication Exercise: Your Responsibilities as a Communicator
|
Day 31
|
1.
Management Training: Market barriers
2.
Skill Capsule: Empathy
3.
Communication Exercise: Eye to eye contact in public speaking
|
Day 32
|
1.
Management Training: The six Ps of strategic thinking
2.
Skill Capsule: Build Self Confidence
3.
Communication Exercise: Public Speaking: Not speaking in public
|
Day 33
|
1.
Management Training: Porter’s generic competitive strategies
2.
Skill Capsule: Developing Professional Skills
3.
Communication Exercise: Meeting the Listener’s Basic Needs
|
Day 34
|
1.
Management Training: Pestlied analysis
2.
Skill Capsule: SWOT Analysis
3.
Communication Exercise: How to negotiate with trade union
|
Day 35
|
1.
Management Training: The dynamics of paradigm change
2.
Skill Capsule: Chairing a Meeting
3.
Communication Exercise: Crisis Communication Plan
|
Day 36
|
1.
Management Training: Ansoff’s product matrix
2.
Skill Capsule: Team Spirit
3.
Communication Exercise: Delivering a Negative News Message
|
Day 37
|
1.
Management Training: Resources and the critical path
2.
Skill Capsule: Self motivation
3.
Communication Exercise: Communication is success
|
Day 38
|
1.
Management Training: Developing intangible resources
2.
Skill Capsule: 7 mistakes can damage your team building efforts
3.
Communication Exercise: Introducing a Speaker
|
Day 39
|
1.
Management Training: Market positioning and value curves
2.
Skill Capsule: Performance management
3.
Communication Exercise: Reacting To Difficult Types
|
Day 40
|
1.
Management Training: Competitive analysis: Porter’s five forces
2.
Skill Capsule: How to Win Friends and Influence People
3.
Communication Exercise: Body language
|
Day 41
|
1.
Management Training: Innovation Hotspots
2.
Skill Capsule: Personal Grooming
3.
Communication Exercise: How to control body language
|
Day 42
|
1.
Management Training: Deep dive prototyping
2.
Skill Capsule: How to Stop Worrying and Start Living
3.
Communication Exercise: Myths and Realities of Public Speaking
|
Day 43
|
1.
Management Training: Developing creative thinking
2.
Skill Capsule: Leadership Skills
3.
Communication Exercise: How to introduce a topic and How to butt in during a GD
|
Day 44
|
1.
Management Training: The Discovery Cycle (ORCA)
2.
Skill Capsule: How to be Polite
3.
Communication Exercise: How to conclude and sum up in GD
|
Day 45
|
1.
Management Training: The Fortune At The Bottom Of The Pyramid (Bop)
2.
Skill Capsule: Developing Others
3.
Communication Exercise: Telephone Etiquette
|
Day 46
|
1.
Management Training: The six thinking hats
2.
Skill Capsule: Managing Change
3.
Communication Exercise: How to make friends
|
Day 47
|
1.
Management Training: Innovation culture
2.
Skill Capsule: Dealing with Ambiguity
3.
Communication Exercise: Maintaining a contact
list
|
Day 48
|
1.
Management Training: Disney’s creativity strategy
2.
Skill Capsule: Facing Criticism At Work
3.
Communication Exercise: How to participate in a conference
|
Day 49
|
1.
Management Training: The mate model for strategic selling
2.
Skill Capsule: Organizational Development
3.
Communication Exercise: How to prepare a CV
|
Day 50
|
1.
Management Training: The ten Cs of selling online
2.
Skill Capsule: Conducting Effective Meetings
3.
Communication Exercise: Intrapersonal and Interpersonal Business Communication
|
Day 51
|
1.
Management Training: Seven steps to successful sales meetings
2.
Skill Capsule: Deliver Motivational Lecture
3.
Communication Exercise: How to avoid being misquoted
|
Day 52
|
1.
Management Training: The buyer’s cycle
2.
Skill Capsule: Note-Taking
3.
Communication Exercise: Presence of mind during a speech
|
Day 53
|
1.
Management Training: Pricing
2.
Skill Capsule: Self management
3.
Communication Exercise: Intercultural Communication
|
Day 54
|
1.
Management Training: The four Ps of marketing
2.
Skill Capsule: Presenting to Large Groups and Conferences
3.
Communication Exercise: Speaking Ethically and Avoiding Fallacies
|
Day 55
|
1.
Management Training: The ten rules of cross-selling
2.
Skill Capsule: Auditing Skills
3.
Communication Exercise: Viral Messages
|
Day 56
|
1.
Management Training: Differentiation
2.
Skill Capsule: Six Ways to Make People Like You
3.
Communication Exercise: Persuasive Communicator
|
Day 57
|
1.
Management Training: Curry’s pyramid for marketing and customer relationship
management
2.
Skill Capsule: Twelve Ways to Win People to Your Way of Thinking
3.
Communication Exercise: Making an Argument
|
Day 58
|
1.
Management Training: The tipping point
2.
Skill Capsule: Brainstorming to evolve Cultural Pillars for your company
3.
Communication Exercise: Stance and what to do with ones arms while speaking
|
Day 59
|
1.
Management Training: Grip
2.
Skill Capsule: Writing Good Reports
3.
Communication Exercise: How loud one should speak
|
Day 60
|
1.
Management Training: The information life cycle
2.
Skill Capsule: 31 Core Competencies Explained
3.
Communication Exercise: Communicating with introverts and extroverts
|
Day 61
|
1.
Management Training: Information orientation
2.
Skill Capsule: How to write a Newsletter
3.
Communication Exercise: Talk about yourself in an interview
|
Day 62
|
1.
Management Training: Six sigma
2.
Skill Capsule: Skills to write a Business Proposal
3.
Communication Exercise: Call Out To A Person 200m Away
|
Day 63
|
1.
Management Training: Kaizen
2.
Skill Capsule: Event Management: How to organize a Cultural Program.
3.
Communication Exercise: Announce (Shout) On Shop Floor " Factory Closed Due To
Heavy Rains"
|
Day 64
|
1.
Management Training: Managing knowledge
2.
Skill Capsule: Project Management Perspective
3.
Communication Exercise: Read out to your partner who will write facing away from each
other
|
Day 65
|
1.
Management Training: Achieving a win-win outcome
2.
Skill Capsule: Goal Setting For Managers
3.
Communication Exercise: Give a Dictation to your partner standing 15 feet away
|
Day 66
|
1.
Management Training: The four faces of mass customization
2.
Skill Capsule: Differences Between Coaching and Training
3.
Communication Exercise: Dictation to whole class
|
Day 67
|
1.
Management Training: Process management
2.
Skill Capsule: Register your new website
3.
Communication Exercise: Extempore Speech on unknown topic -Survival on Stage(Tricks) Ask
Qs, Summarize, Give Examples
|
Day 68
|
1.
Management Training: Total quality management (TQM)
2.
Skill Capsule: Strategic Leadership
3.
Communication Exercise: Debate Prepared
|
Day 69
|
1.
Management Training: The EFQM model
2.
Skill Capsule: Talent Building & retention of core team through employee
engagement and motivation.
3.
Communication Exercise: Read out your essay to the class
|
Day 70
|
1.
Management Training: The Deming cycle: plan-do-check-act
2.
Skill Capsule: How to Complain (Effectively)
3.
Communication Exercise: Prepare a lecture and deliver to one
|
Day 71
|
1.
Management Training: Supply chains
2.
Skill Capsule: Competency Development Process
3.
Communication Exercise: Prepare lecture and deliver to class
|
Day 72
|
1.
Management Training: Ratio analysis
2.
Skill Capsule: Work-Life Balance
3.
Communication Exercise: Extempore Lecture to class
|
Day 73
|
1.
Management Training: Mapping and mitigating risk
2.
Skill Capsule: Giving Lectures and Seminars
3.
Communication Exercise: Motivation Lecture
|
Day 74
|
1.
Management Training: Shareholder value analysis
2.
Skill Capsule: Giving and Receiving Feedback
3.
Communication Exercise: Organizing Lecture
|
Day 75
|
1.
Management Training: The six levels of strategic agility and cost control
2.
Skill Capsule: Working in Groups and Teams
3.
Communication Exercise: Speak to Trade Union Leaders to pacify them
|
Day 76
|
1.
Management Training: Discounted cash-flow analysis
2.
Skill Capsule: Interviewing Skills
3.
Communication Exercise: Speak to Boss and convince him that we need to start a new
business
|
Day 77
|
1.
Management Training: Economies of scale
2.
Skill Capsule: 5 Interview Tips
3.
Communication Exercise: Conference Call with 3 Departmental Heads
|
Day 78
|
1.
Management Training: Price Elasticity
2.
Skill Capsule: Common Mistakes In An Interview
3.
Communication Exercise: Introduce and Present a topic for discussion to the class
|
Day 79
|
1.
Management Training: Seven steps for surviving a downturn
2.
Skill Capsule: What is the Interviewer Looking For?
3.
Communication Exercise: Debate Unprepared
|
Day 80
|
1.
Management Training: The seven habits of highly effective people
2.
Skill Capsule: How to prepare emotionally for the Interview
3.
Communication Exercise: Group Discussions
|
Day 81
|
1.
Management Training: Emotional intelligence
2.
Skill Capsule: From The Interviewer’s Manual
3.
Communication Exercise: Conduct Brain Storming Sessions
|
Day 82
|
1.
Management Training: Head, heart and guts
2.
Skill Capsule: How To Improve With Every Interview You Undergo
3.
Communication Exercise: Panel Interview
|
Day 83
|
1.
Management Training: Career development planning
2.
Skill Capsule: How to prepare & behave during the Interview
3.
Communication Exercise: Negotiation Skills
|
Day 84
|
1.
Management Training: The self-development cycle
2.
Skill Capsule: What Information to gather about the Company
3.
Communication Exercise: Bullying a subordinate
|
Day 85
|
1.
Management Training: Problem-solving techniques
2.
Skill Capsule: How to hold the Interviewer’s Attention?
3.
Communication Exercise: Happy Leader
|
Day 86
|
1.
Management Training: Thinking flaws and pitfalls
2.
Skill Capsule: Stop Procrastinating
3.
Communication Exercise: Suddenly Losing Temper
|
Day 87
|
1.
Management Training: Force field analysis
2.
Skill Capsule: Risk Management
3.
Communication Exercise: Cornering a subordinate
|
Day 88
|
1.
Management Training: The nine-box grid
2.
Skill Capsule: 14 Principles of Knowledge Management
3.
Communication Exercise: Threatening with job or termination
|
Day 89
|
1.
Management Training: The Myers-Briggs type indicator
2.
Skill Capsule: How to test motivation
3.
Communication Exercise: Organizing a seminar
|
Day 90
|
1.
Management Training: The Johari window
2.
Skill Capsule: How to Assess Interpersonal Skills
3.
Communication Exercise: Giving a farewell speech
|
Day 91
|
1.
Management Training: Double-loop learning
2.
Skill Capsule: How to Assess Communication Skills
3.
Communication Exercise: Addressing your Department for the first time
|
Day 92
|
1.
Management Training: Heron’s six categories of intervention
2.
Skill Capsule: How to Assess Teams and Team Work
3.
Communication Exercise: Repeating Introductions
|
Day 93
|
1.
Management Training: Reconciling cultural differences
2.
Skill Capsule: How to Assess Skills In Management & Supervision
3.
Communication Exercise: Whistle and Burp
|
Day 94
|
1.
Management Training: The strategic HRM model
2.
Skill Capsule: How to Assess Leadership Skills
3.
Communication Exercise: Knots
|
Day 95
|
1.
Management Training: Hofstede’s Cultural Dimensions
2.
Skill Capsule: How to Ask About a Person's Weakness
3.
Communication Exercise: Backward clumps
|
Day 96
|
1.
Management Training: Ecosystems, paradigms and the culture web
2.
Skill Capsule: Networking & Getting an Interview Call (Rules)
3.
Communication Exercise: On The Spot Speaking / How To Cover Up On Haul While Speaking
|
Day 97
|
1.
Management Training: The Components Of Culture
2.
Skill Capsule: Asking Why You Left The Last Job
3.
Communication Exercise: Reading and writing in pairs (back to back)
|
Day 98
|
1.
Management Training: Managing cross-cultural relationships
2.
Skill Capsule: Why do You Want To Change The Industry Or Career?
3.
Communication Exercise: Reading aloud to class
|
Day 99
|
1.
Management Training: The eight preconditions for diversity
2.
Skill Capsule: How to Assess Salary Desired
3.
Communication Exercise: Short write up on subject of ones choice and presenting it
|
Day 100
|
1.
Management Training: Peter Senge’s fifth discipline
2.
Skill Capsule: Questions You May Ask During An Interview
3.
Communication Exercise: Better Translations.
|
DAY 1
MANAGEMENT SUBJECT: THE GROW MODEL FOR
COACHING
The
single most important technique for executive coaching
The
GROW model, developed by Sir John Whitmore, provides a frame-work for coaching.
GROW has four stages: Goals, Reality, Options and Way forward. Responsibility
for setting goals rests with the coachee. The coach works in a non-directive
way, supporting and challenging.
GOALS
This
focuses on the coachee's aims and priorities. It sets the agenda for the
coaching conversation. The coach should be flexible and prepared to explore,
question and challenge. This is achieved with questioning and empathy. The
outcome is a clear set of goals for the session and the overall coaching
relationship.
Questions
include:
·
What is your goal?
·
What are your priorities?
·
What are you trying to achieve?
·
How will you know when you have achieved it?
·
Is the goal specific and measurable?
·
How will you know when it has been achieved?
·
What will success look like?
|
REALITY
Explore
the learner's current position: the reality of their circumstances and their
concerns relating to their goals. The coach needs to help the coachee analyze
and understand the significant issues relating to their goal through
intelligent questioning. The coach can also provide information and summarize
the situation to clarify the reality.
Questions
include:
·
Can you control the result? What don't you have control
over?
·
What are the milestones or key points to achieving goals?
·
Who is involved and what effect could they have?
·
What have you done so far and what are the results?
·
What are the major issues you are encountering?
|
OPTIONS
The
coach helps the coachee to generate options, strategies and action plans for
achieving goals. This can uncover new aspects of the individual's current
position with the result that discussion reverts back to the coachee's reality.
This is fine if it is productive or enlightening - the aim is to help the
individual, not rigidly follow a process.
Questions
include:
·
What options do you have? Which do you favour and why?
·
If you had unlimited resources, what options would you
have?
·
Could you link your goal to another organizational issue?
·
What would be the perfect solution?
|
WAY
FORWARD
Do
not rush the final stage. The aim is to agree what needs to be done. It can
help for the coachee to develop a practical plan to implement their option. The
coach should be a sounding board, highlighting strengths and weaknesses,
testing the approach and offering additional perspectives.
Questions
include
·
What are you going to do - and when? Who needs to know?
What support and resources do you need?
·
How will you overcome obstacles and ensure success?
|
Finally,
the most effective plans incorporate a review and feedback process to check
progress and provide motivation.
SKILL CAPSULE:
INTERPERSONAL SKILLS
·
Interpersonal skills are all about working with other
people.
·
In a business setting, the term generally refers to an
employee's ability to get along with others while performing his job
·
Interpersonal skills are actually characteristic traits like
Manners, attitude, courtesy, habits, behavior and appearance which helps us to
communicate and maintain relationship with others
The
organizational context of how interpersonal skills are used can be shown by the
vast number of interpersonal interactions such as:
Ø
Meetings
Ø
Delegation
Ø
Motivation
Ø
Facilitation
Ø
Coaching
Ø
Leading
Ø
Problem Solving
Ø
Selling
INTERPERSONAL
SKILLS WHILE WORKING
·
The success of an organization is dependent upon the people
within it working well together
·
Internally
Ø
In teams
Ø
Across teams
Ø
Within and between departments and business units
·
Externally
Ø
With suppliers
Ø
With Customers
Why
is Interpersonal skills needed?
To improve
Ø Relationship
Ø Working
environment
Ø Leadership
skills
Ø Productivity
Ø All
round success
Ø Liking
by others
When
& Where Interpersonal Skills are required at work place?
Ø
While working in groups to form effective teams
Ø
Socializing at work place
Ø
Presenting yourself at work
Ø
Listening & Questioning
Ø
Giving or receiving feedback
Ø
Building & maintaining relationships
TIPS
TO DEVELOP GOOD INTERPERSONAL SKILLS
ü
Smile
ü
Communicate clearly
ü
Resolve conflicts
ü
Bring people together
ü
Be appreciative
ü
Mutual respect
ü
Look for opportunities to interact with others
ü
Pay attention to others
ü
Have a sense of humour
ü
Have unity in diversity
ü
Empathy (see it from their side )
ü
Maintain good emotional balance
ü
Don’t complain
COMMUNICATION
EXERCISE: INTRODUCTION TO COMMUNICATION SKILLS
ASK YOURSELF
Do you get tongue-tied when required to
speak in public?
Does the thought of presenting to a crowd faze
you?
COMMUNICATION
SECRETS
Ø
Communication
is far more than what U say. It’s how U say.
Ø
It’s
about listening and talking and the act of mutually disclosing inner feelings
and thoughts to others.
Ø
Involves
intrapersonal communication, understanding yourself and participating in
effective self-communication.
Ø
Listening
goes beyond attentively waiting for other people to stop talking. It really
means getting inside of their hearts and minds and experiencing life situations
Ø
Being
“alive” is an extraordinary opportunity for learning and experiencing. However
most people never find their purpose or their reason for being here.
Ø
Your
job is to make your company and yourself as successful as possible. That’s the
Theme of this Presentation!!
Ø
Effective
and persuasive communication is the greatest of all the keys to success.
Ø
Success
= Talking so people listen and listening so people talk
Ø
People
are attracted to the people who make them feel secure, free and happy.
Ø
By
making others feel special; they will realize how special U are.
Ask
basic questions :
Ø
How do
U talk, so people listen to what U have to say?
Ø
How do
U inspire people to communicate your point of view?
Ø
How do
U encourage people in your life who currently ignore your ideas may reconsider
and take notice?
Ø
What
simple things can U do so people will pay attention to what U have to say at
home, at work, among professional circles?
Why
Communication…
o to
express our emotions
o achieve
joint understanding
o to get
things done
o pass
on and obtain information
o reach
decisions
o develop
relationships
MANAGEMENT SUBJECT: DEVELOPING
INFLUENCE AND ASSERTIVE LEADERSHIP
Providing
support and challenge while strengthening results and relationships.
Whether
you are giving feedback or selling a product or an idea, influencing requires
an understanding of how your behaviour affects others.
Overview
All
individuals have their own personality - the result both of nature and nurture
- and this remains largely unchanging. However, behaviour is different: it is
flexible and capable of being developed and enhanced. It's useful to consider
behaviour (yours and others) in terms of warmth or coldness, dominance or
submissiveness.
·
Warm means being supportive, open, positive, empathetic,
constructive and engaging - not simply 'friendly'.
·
Cold means being suspicious, detached, not focused on people
or relationships.
·
Dominant means being challenging, in control, confident,
strong, authoritative and direct.
·
Submissive means subduing your own thoughts or actions for
something or someone else.
The
diagram below (the assertiveness model) highlights different types of behaviour
(based on the Thomas-Kilmann Conflict Mode Instrument).
Dominant
Aggressive
behaviour Assertive behaviour
·
Argues • Professional
·
Needs to win •
Inquiring
'Sort yourself out.' ‘Tell
me what's on your mind.’
Cold Warm
Avoiding
behaviour Appeasing behaviour
·
Uninvolved •
Over-friendly
·
Indifferent • Talkative (rambling)
'I'll deal with it later.' •
Highly positive
•
Too agreeable
Submissive
Aggressive:
dominant and cold behaviour
When
dealing with aggressive behaviour, the best approach is to:
·
increase your dominance to match their high dominance levels
·
ensure that you are demonstrating behaviour that is
assertive and warm rather than aggressive
·
use open questions to generate understanding
·
use body language and tone of voice to increase your
dominance levels.
Avoiding:
cold and submissive behaviour
When
dealing with avoiding behaviour, the first priority is to get people engaged.
Useful techniques include displaying lower dominance and higher warmth, using
open questions aimed at making them feel secure and softening body language and
intonation while continuing to smile.
Appeasing:
warm and submissive behaviour
When
dealing with appeasing individuals, it can help to:
·
stay focused to keep them on track
·
use open questions that appeal to their social needs but
temper these with closed questions when they waffle
·
ask summary questions to maintain clarity and focus
·
use their name if you are interrupting them.
Assertive:
warm and dominant behaviour
When
dealing with conflict, it can help to be assertive and encourage others to be
assertive as well. Consider how easy it is to warm up behaviour: why and when
is it not easy? Why do we, as individuals, not behave in an assertive manner?
What is it that hinders supportive and challenging behaviour? Finally, what are
the most important questions for you to ask?
SKILL
CAPSULE: WRITING SKILL
- Clarity in Writing…
- Rs 1000000000
- Rs. 10,00,00,000/-
- Rs. 10 Crore
WHILE WRITING
- Plan what you want to say in your letter/report
- Reread the letter when you have finished
- Check spelling & punctuation, then send
- Use simple language – avoid ambiguous words
“KISS” (Edit the letter by cutting
ruthlessly).
- Be kind to others’ eyes (font size,clarity)
- Be creative (use tables, graphs)
- Use the language YOU are better at
KEEP IN MIND WHILE WRITING
- Visualize the reader when you are writing
- Don’t write unbroken paragraphs
- Use numbered paragraphs to make cross-referencing easier
- Punctuation plays the role of body language in writing
- Use headings and subheadings.
- Use ruled sheets instead of plain ones.
- Don’t print without thoroughly checking your sources.
COMMUNICATION
EXERCISE: EIGHT HABITS OF HIGHLY INEFFECTIVE COMMUNICATORS
1. The
Argumentative Communicator:
- Ask yourself: Do you find yourself saying “BUT” often in your communication with others?
- Are you constantly offering your opposing opinion when it is not asked for?
- Do you enjoy playing the Devil’s advocate?
- Please Consider: There is a way to give your opinion. When you continue to oppose the comments of your listener, you run the risk of making him feel wrong, stupid or uninformed.
2. The
Comparison Maker:
- Ask Yourself: When someone shares his feelings, do start yours and start comparing both the experiences/ events etc.?
- Please Consider: When someone shares, the need may be to express and ventilate, comparisons block the other person because U may not have considered the matter from his point of view, he may be willing to buy your prescription.
3. The
Better - Than Talker:
- This is similar to the Comparison maker but with a more condescending tone. The better than talker is not comparing for purposes of being compassionate, but for the purpose of creating superiority. He is interested in feeling superior to the person he is speaking to, that requires the listener feel inferior.
- Please consider: The difference between talker and communicator is that the communicator is making an effort to arrive at understanding. A Talker rambles endlessly without intending for both the people to benefit from “conversation.”When the listener feels inferior, the talker is not in rapport and any hope for connection is lost.
4. The
Hear My Old Baggage Communicator:
- Ask yourself: Why do you have the need to be rescued, seeking sympathy from others. Seeking sympathy is not unreasonable.
- Please Consider: The old baggage places an obligation on your listener to feel something which he may not want to feel for U. U also reflect feeling of sadness, despair and helplessness. That may not be of interest to everyone around U. Be discretionary of choosing your listener to fulfill your need to be sympathized, helped, attended to.
5. The
Judgmental Communicator :
- There is a difference between observation and judgement. Being judgmental involves rights and wrong, good or bad according to your frame of reference but posing it applicable to the whole world.
- Please consider: If U judge others, U may think that U are doing it to gain rapport or be on their side. Being judgmental reflects that U are internally not aligned with yourself and that U have a need to judge others in order to feel better than what they are. Don’t play into that trap. Respond in a way that strengthens your position of self respect and self esteem.
6. The
Interrupting Communicator:
- When someone interrupts U, U know that they believe what they have to say is more important than what U have to say. U know they think they are better than U !
- Please Consider: Take a breath after your partner has finished before U speak. In that breath you are saying that I heard what U said, I am taking in, I appreciate your communication.
7. The
Complaining Communicator:
- Complainers face the same trouble as the Baggage Communicators. Being persistent complainant, U will create negative feelings in others and push people away rather than draw them nearer. Complaining should be avoided in communication with those whom U do business and those whom U love.
8. The
Gossiping Communicator:
- Gossip is perhaps the most evil, deadly, miserable way to communicate. Don’t se it, don’t participate in it, don’t respond to it. U are giving away so much of who U are when U spread or even listen to the gossip. AS a gossiper, U reflect that U are very insecure, your self esteem is dependent on finding faults in others, your world honors the small, weak and petty. Hence seriously evaluate any need that U may have to gossip.
- Wisdom is knowing that your thoughts shape your experience.
DAY 3
MANAGEMENT SUBJECT: VISIONING
Creating
your future
By
imagining the future you want and then translating those ideas into practical
and actionable plans, you will make it happen.
Orienting
thinking towards the future is particularly important for middle and senior
managers and leaders because it provides focus, determines the company's
culture, builds resilience and adaptability and engages employees.
The
need
A
powerful vision motivates and guides everyone at all levels in a company.
People manage what is in front of them, as daily and short-term tasks
understandably dominate our routine and thinking. This certainly keeps things
running smoothly in the stable present but is ill suited to coping with change
or taking advantage of (or creating) opportunities. Visioning liberates us from
simply managing the present, achieving more of the same or being unprepared for
new developments, and thus enables us to build a more successful future.
The
process
Visioning
involves assessing and challenging current thinking and methods, developing new
ideas and deciding on the future you would like. It is also necessary to look
outside your company - noticing and understanding trends, identifying threats
and opportunities.
It
can be helpful to involve others in a visioning Communication Exercise by
asking their views on various issues. These questions will prompt thinking and
encourage each person to consider and challenge the company's aims and
activities and to suggest new options (giving reasons for their choices).
Using
these answers, you identify the most common issues and ideas, reduce these
options to the ones that are most significant and then draft a provisional
vision statement - this can be done by a smaller group of people, with the
final vision being reviewed and approved by everyone involved. As well as
generating ideas and opening up discussions, a major advantage of involving
others in the visioning process is that you will gain their commitment to the
final vision.
Once
you have developed your vision, determine how it can be achieved:
·
Deal with any barriers that may stand in the way and
consider how future events may affect it.
·
Develop a practical plan and communicate the vision and plan
to every-one - show people why it is important, what it will achieve and how it
will work and gain their commitment.
·
To bring others with you, your vision needs to be clear,
convincing, credible, easy to grasp, actionable, inspiring and focused - but
not overly prescriptive, to provide flexibility and adaptability.
What's
next?
A
vision is for nothing if it is not acted upon. You should ensure that all
strategy and decisions are guided by the vision and that everyone remains
committed to the vision. A vision also needs to be reviewed and adapted to
changing circumstances to ensure that it remains relevant and useful.
SKILL CAPSULE: LISTENING SKILLS
LISTENING
- Receive
- Interpret
- Evaluate
- Remember
- Respond
WHILE LISTENING
- Avoid distractions
- Do not interrupt unnecessarily
- Be active (show interest)
- Paraphrase what you’ve heard
- Throw an echo
WHAT LISTENING LOOKS LIKE
- The Listener keeps looking at the speaker
- The Listener’s body is in ‘open’ position
- The listener is smiling with a pleasant &encouraging expression
- Listener looks relaxed but alert, neither tense nor slouching
- Listener utters humming sounds
BARRIERS FOR EFFECTIVE
LISTENING
- Pre-judgement- Listeners who jump to conclusions
- Self-centeredness – Shift attention from speaker to themselves
- Selective Listening – Tune the speaker out
- Wandering mind – Your mind processes information four times faster than rate of speech.
LET OTHER PEOPLE KNOW YOU
ARE LISTENING
S: Stand or sit straight, turn your face squarely
to the other and smile
O: Have an open body position
L: Lean towards the other person
slightly
E: Maintain Eye contact and make encouraging
noises
R: Relax and be comfortable
HOW TO
IMPROVE LISTENING SKILLS
- Look beyond the speaker’s style
- Fight distractions
- Provide Feedback
- Listen actively
ACTIVE LISTENING
- Listen for concepts, key ideas and facts.
- Be able to distinguish between evidence and argument, idea and example, fact and principle.
- Analyze the key points
- Look for unspoken messages in the speaker’s tone of voice or expressions
- Keep an open mind.
- Ask questions that clarify.
- Reserve judgment until the speaker has finished
- Take meaningful notes that are brief and to the point
Here's what good listeners know -- and you should, too:
- Face the speaker. Sit up straight or lean forward slightly to show your attentiveness through body language.
- Maintain eye contact. To the degree that you all remain comfortable.
- Minimize external distractions. Turn off the TV. Put down your book or magazine, and ask the speaker and other listeners to do the same.
- Respond appropriately to show that you understand. Murmur ("uh-huh" and "um-hmm") and nod. Raise your eyebrows. Say words such as "Really," "Interesting," as well as more direct prompts: "What did you do then?" and "What did she say?"
- Focus solely on what the speaker is saying. Try not to think about what you are going to say next. The conversation will follow a logical flow after the speaker makes her point.
- Minimize internal distractions. If your own thoughts keep horning in, simply let them go and continuously re-focus your attention on the speaker, much as you would during meditation.
- Keep an open mind. Wait until the speaker is finished before deciding that you disagree. Try not to make assumptions about what the speaker is thinking.
- Avoid letting the speaker know how you handled a similar situation. Unless they specifically ask for advice, assume they just need to talk it out.
- Even if the speaker is launching a complaint against you, wait until they finish. The speaker will feel as though their point had been made. They won't feel the need to repeat it, and you'll know the whole argument before you respond. Research shows that, on average, we can hear four times faster than we can talk, so we have the ability to sort ideas as they come in…and be ready for more.
- Engage yourself. Ask questions for clarification, but, once again, wait until the speaker has finished. That way, you won't interrupt their train of thought. After you ask questions, paraphrase their point to make sure you didn't misunderstand. Start with: "So you're saying…"
- Restate. To show you are listening, repeat every so often what you think the person said not by parroting, but by paraphrasing what you heard in your own words. For example, “Let’s see if I’m clear about this. . .”
- Give feedback. Let the person know what your initial thoughts are on the situation. Share pertinent information, observations, insights, and experiences. Then listen carefully to confirm.
COMMUNICATION EXERCISE: COMMUNICATION SKILLS
COMMUNICATION
- Communication is defined as “the process of the flow ( transmission and reception) of goal – oriented messages between sources, in a pattern, and through a medium or media.
ELEMENTS OF COMMUNICATION
- Communication is a process.
- Communication involves transmitting information and understanding it.
- Communication is goal oriented.
- Communication requires channel or medium.
- Communication is multi-dimensional.
PROCESS OF COMMUNICATION
& TYPES OF COMMUNICATION
- Verbal and Non – Verbal Communication
- Formal and Informal Communication
- Upward, Downward and Horizontal Communication
VERBAL COMMUNICATION
- Oral Communication
- Written Communication
NON
VERBAL COMMUNICATION
- Body language
- Kinesics, Proxemics & Paralanguage
- Intention
- Manner: directness, sincerity
- Dress and clothing (style, color,
- appropriateness for situation)
- Signs & Symbols.
IMPORTANCE OF NONVERBAL
COMMUNICATION
- 7 % of communication happens through words
- 93% of communication happens through non-verbal cues of which:
- 55% through facial expressions
- 38% through vocal tones
DAY 4
MANAGEMENT SUBJECT: THE CHANGE CURVE
Understanding
how people respond to change
The
human reaction to change is now well understood. The change process is commonly
understood by reference to the research on people's reaction to bereavement.
Elisabeth Kubler-Ross has been a great contributor to our understanding of the
experience of loss and bereavement, as well as how we react to changes more
generally. The stages of loss that people typically go through are now commonly
known as the Change Curve.
1. Shock.
The first reaction can often be shock - and all the emotion that results from
this.
2. Denial.
This is a typical reaction and it is important and necessary. It helps cushion
the impact of the inevitability of change.
3. Frustration
and anger. The person resents the change that they must face while others are
less affected.
4. Depression.
First, the person feels deep disappointment, perhaps a sense of personal
failing, things not done, wrongs committed. Around this time they may also
engage in bargaining: beginning to accept the change but striking bargains -for
more time, for example,
5. Experiment
and decision. Initial engagement with the new situation and learning how to
work in the new situation, as well as making choices and decisions, and
regaining control.
6. Acceptance
and integration. Dr. Kubler-Ross describes this stage as neither happy nor unhappy.
While it is devoid of feelings, it is not resignation - it is really a victory.
People
who are made redundant can go through a similar process. Just as with other
types of change, people often go through a first stage before denial - that of
shock or disbelief. We have witnessed people in shock following news of their
redundancy. It can take a long time for people to reach the acceptance stage
and often people oscillate between the different stages.
SKILL
CAPSULE: SPEAKING
SPEAKING…
“A
wise man reflects before he speaks; A fool speaks, and then reflects on what he
has uttered.”
-
French Proverb.
WHILE SPEAKING
- Take initiative
- Be polite
- Be pleasant (smile, jokes)
- Be clear and concise (tone, accent, emphasis, pronunciation)
- Cite negative opinions honestly, but in a positive manner
- Seek Feedback
WHILE SPEAKING OVER PHONE
- Write down in advance what you want to say and in what order
- Smile
- Speak slowly
- Always be polite and friendly
- For long messages, follow a script
- Get confirmation
- Monitor your time
COMMUNICATION
EXERCISE: NON VERBAL COMMUNICATION (INTERESTING THINGS ABOUT BODY LANGUAGE)
- It has no words or sentences, but it does send bits of information that combine into messages.
- Those messages, which are sometimes clear and sometimes fuzzy, are mostly about your feelings.
- People can learn to read those messages with a fair degree of accuracy.
- You cannot not have body language- you are sending messages nonverbally all the time. Especially when you are trying not to!
- Your preferred body positions and movements do say something about the kind of person you are.
- If your words say one thing and your body another then people will believe your body, not your words.
- You can change how you’re feeling by consciously changing your body language.
TYPES OF NON VERBAL
COMMUNICATIONS
- Kinesics
- Proxemics
- Paralanguage
KINESICS
- Eye contact and facial expressions
- Gestures
- Postures
PROXMICS
- Public space Over 12 feet
- Social Space 4 to 12 feet
- Personal Space 18 inches to 4 feet
- Intimate space 0 to 18 inches
PARA LANGUAGE
- Cues one can pick up from an individual’s voice:
- Tone
- Rate of speech
- Accent
- Pronunciation
- Not WHAT you say but HOW you say it!!
EXAMPLES OF FORMAL
COMMUNICATIONS
- Office Order
- Rules & Regulations
- Policies
- Guidelines
- Work Instruction
MANAGEMENT SUBJECT: THE LEADERSHIP PIPELINE
Developing
a leader-powered business
Performance
is inseparable from a company's approach to leadership development. Developed
by Ram Charan, Stephen Drotter and James Noel, the Leadership Pipeline is a
company-wide framework for developing future managers and leaders.
Overview
The
Leadership Pipeline is a continual process that ensures a throughput of
talented leaders. It is a practical, easily understood system that clearly
explains what is required to work successfully at each leadership level,
helping:
·
individuals and companies to understand what is required for
excellence at each level
·
individuals to develop their skills, optimize potential and
progress their careers
·
organizations to manage and develop talent, and to build
strategic an organizational capabilities.
How it
works
The
Leadership Pipeline represents the flow of internal talent into
business-critical roles. As such, organizational structures, processes and
reward mechanisms are geared towards encouraging preferred behaviours. For the
individual, the Pipeline clarifies the development path that will build the
leadership capabilities required to operate successfully at higher levels. At
each stage:
·
people need to be clear about the capabilities needed for
each level
·
managers and leaders should use the skills and values that
are expected at each level so that others can operate effectively.
Traditional
approaches to leadership development tend to simply strengthen existing skills,
and inadequate attention is paid to learning new ones. The Leadership Pipeline
formally recognizes that change and improved performance occur best when the
skills that are needed for the next level are built on a solid foundation at
previous levels and when individuals are given the time and correct support and
training to learn the skills, time management and values required for the new
role.
This
clear framework makes it easy for people to see what capabilities and values
are needed for successful career progression and it focuses people on the
skills the organization needs - thus improving both current and future
performance.
Working
towards successful transitions
Typically,
career progression involves making successful transitions at six key stages:
1.
From managing yourself to managing others
2.
From managing others to managing managers
3.
From managing managers to functional director
4.
From functional director to business director
5.
From business director to group business director
6.
From group business director to company director.
In
reality, people often make these transitions with little support and
inad-equate preparation, commonly modelling themselves on their predecessors
and learning what works through trial and error. The Leadership Pipeline makes
explicit what is required for success at each level. In particular, it
clarifies the requirements in three key areas:
1.
Developing new skills
2.
Improving time management
3.
Adopting the values the organization is looking for.
Acquiring
these capabilities at each level builds the foundation for success at the next
level. Consequently, this focus on skills, time management and values
prioritizes improved performance for advancement - benefiting both the
individual and the company.
SKILL
CAPSULE: PRESENTATION SKILLS
5 styles of communicating to manage
conflicts
1 “Go
for it”
·
You
feel confident but uncooperative
·
You
win and other person loses
2 “Run
Away”
·
You
don’t feel confident or cooperative
·
You
lose
3
“Yes, Boss”
·
You
feel cooperative but unconfident
·
You
let the other person win
4
“Let’s Trade”
·
You
feel partly cooperative & confident
·
You
both win a bit and lose a bit
5
“Let’s both win”
·
Mutual
Cooperation & Confidence
·
You
help one another to win
Developing
as a presenter
} Trust yourself
} If you
do not think you are up to a particular presentation either get help (do
training courses and rehearsals), or get someone else to do it (there's no
shame in recognizing your limits). However, most people have better
presentation skills that they think they do. Recognize what you have. If you
doubt your ability to think on your feet, for example, then defer questions
till after the presentation. Similarly, do not use a joke as an ice breaker if
you are not good at telling them.
} Success is the best presentation training
} Don't
over reach yourself. Several short presentations that you feel went well will
do you far more good than one big one that makes you sick with nerves and
leaves you feeling inadequate.
} Feedback
} Encourage
those around you to tell you the things you did well. Very few of us make
progress by being told what was wrong with our presentation. When we're up in
front of an audience we all have very fragile egos.
} Follow
these essential tips and your presentation skills development will blossom.
COMMUNICATION
EXERCISE: TYPES OF INFORMAL COMMUNICATION
TYPES OF INFORMAL
COMMUNICATION (Grapevine)
o Straight Line pattern
o
Informal Star Pattern
o
Probability Pattern
o
Cluster Net Pattern
TYPES OF COMMUNICATIONS DIRECTION WISE
DIRECTIONWISE
o Upward Communication
o Downward Communication
o Lateral Communication
|
MEDIA OF ORGANIZATIONAL
COMMUNICATIONS
- Employee Handbook
- In House Magazines e.g. “Live Wire”
- Statement covering Personnel Policies
- Notice board
- Information center
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