Effective Communication Skills for Managers

Learn the most effective communication skills for managers, with this online effective
communication skills course.

With this online Effective Communication Skills for Managers course, you will learn how to boost your
workplace communication skills. Communication skills are essential for all major tasks in the workplace, from
understanding employees’ concerns and requests to ensuring that objectives are clear.
In just 3 hours, you can have the confidence and clarity of communication that you need to connect with your
staff and excel as a manager.
Having completed this course, the learner will be able to:

 Identify the risks and rewards of difficult workplace conversations.

 Examine the rules of communication.

 Describe how you can build a rapport with colleagues to lead the conversation

Effective communication skills: Verbal and non-verbal skills

Head in the sand

Difficult? Don't Worry!

Welcome! Do you need to have a difficult conversation with someone soon? Nervous about
how they wit react? Don't know where to start? A conversation can be difficult for numerous
reasons. Common examples include:

 Discussions about poor performance or inappropriate behavior.

 Giving bad news, such as a missed promotion.

 Making a complaint.

 Sharing an unpopular decision

If this is the kind of conversation you are facing, don't worry you can take your head out of the
sand. Just work through this short course and you'll soon REAP the rewards of well prepared,
structured, and managed difficult conversations.

Avoidance Tactics - Which are yours?

The hardest thing about having a difficult conversation is getting started. Quite understandably,
we use all sorts of tactics to avoid having to face these conversations. Do you recognise any of
these?

Procrastination: "I can't do this now. It's nearly time to go home - I'll do it tomorrow."
Papering over the cracks: "Okay but that’s only the second mistake. Probably not
worth mentioning. It will only upset the positive team spirit we've worked so hard to create."

Dodging responsibility: "Sarah's so much better at this than me. Everyone knows I'm not very
good at do this. If I wait long enough, Sarah's bound to sort it out."

Trivia spotting: "Oh. look a! this error, and this one...and another one there... and another
one... Easier to point out the little mistakes than deal with the underlying reason for them being
made in the first place."

Risks and rewards

We use avoidance tactics because we anticipate a bad reaction or outcome. Before we start the
conversation, we dread it. We focus on its risks and tend to overlook its benefits.

It’s better to make a balanced judgement before your conversation. What are its risks? What
are its rewards? Do any of these risks and rewards apply to your situation?

Risks:
• Personal embarrassment if the conversation goes badly.
• Uneasiness if strong emotions are shown.
• Ineffectiveness if resistance is given and no clear solution is found.
• Burdened or overwhelmed if too much information is shared.
• Incapability if the message is misunderstood, control is lost, and matters are made worse.

If you tend to focus on risks, think carefully - what are the risks if you don't have the
conversation?

Rewards:

A difficult conversation can help you to:

• Clear the air.

• Find new solutions to problems.
• Improve teamwork or personal relationships.
• Reduce the anxiety you feel because you are avoiding the conversation.
• Improve your confidence.
• Take control.
There will be other benefits specific to your context. But before you make a start, also consider
the possible benefits of not having the conversation!

Be Prepared

The key to managing difficult conversations successfully is preparation. Split your preparation

into two:

Hard Preparation: Your hard preparation should be straightforward. Gather the black and white
indisputable facts and figures you need to have at hand.

If you are preparing for a difficult conversation now, download and complete the hard
preparation checklist in the resource files for more guidance.

Soft Preparation:

Soft preparation is more challenging. It involves:

• Organization of your thoughts, feelings, and assumptions about the conversation you are
about to have.

• The anticipation of the thoughts, feelings, and assumptions of the person you want to speak
to.

If you're preparing yourself for that difficult conversation, download and complete the soft
preparation checklist in the resource files for more guidance.

Difficult Conversations: REAP the Benefits

Most difficult conversations can be managed effectively using a simple four-step process: REAP.

Research: First, try to understand the other person's starting position. Do they know why the
conversation is happening? Stay open-minded at this point. Do not assume you know what the
other person is thinking or feeling.

Empathize: Work hard to sense how the other person is feeling. Try to see the issues you raise
from their point of view.

Articulate: State your position clearly and try to help the other person see your point of view.
This will be much easier if you have been empathetic.
Problem solving: With the other steps complete, now you should be in a good poster, to work
with the other person to resolve whatever issues have arisen. Note that if further difficult
problems arise, you may have to go to back to earlier steps in the REAP cycle.

Research - A Good Start

Conversation Openers

It's important to open the conversation in the right way. A good start sets the tone and ensures
that the research step goes well, but a poor start can undermine the whole conversation. How
effective are each of these conversation openers?

Sarah: "I don't know why you did what you did, but I'm very willing to talk through your
problems."

Megan: "I think we have different views of this. Can we make some time so I can get
your perspective?"

Tia-Mae: "I've got something to talk through with you that. I think will help us work better
together."

Summer: "I could do with your help to understand this situation better. When shall we talk

about it?"

Sarah, Megan, and Tia-Mae began their conversations well, but Summer's introduction could be
interpreted as a bit abrupt and challenging. When talking about problems it's better to assume
they are the responsibility of everyone concerned so try to avoid terms like 'your problems'.

Managing Research

Now the conversation has started, the following will help you to complete the research step
effectively:

 Try to sense the other person's priorities and concerns.

 Interpret body language so that you can read between the lines.

 Stay open-minded and curious

The research step focuses on understanding the other person's starting point Try to sense their
priorities and concerns. Do so by staying open-minded. Ask questions to learn more. Watch
their body language; does it confirm or contradict what they say?

During this early stage in the conversation, try to be comfortable with silences and don't regard
them as awkward. Often leaving space in the conversation prompts an open and honest
exchange.

Empathize

The second step focuses on sensing how the other person feels and seeing things from their
point of view. Here are a few tips to help build this empathy.

 Build the relationship - Now, you understand the other person's priorities and concerns,
take some time to sustain and build your relationship. Look for opportunities to
build trust by being considerate and constructive. Even when you disagree use phrases
such as '...I'm not sure I completely agree with you. but there's a lot of common ground
here'.

 Listen actively - Listen for patterns and themes in what the other person is saying and
show that you've understood what they have said by reflecting what you have heard
back to them Phrases such as. What I heard you say was...' and 'Just to check that I've
understood.' are useful.

 Sense feelings - Take time to increase your awareness of how the other person is feeling
and respond accordingly Ask yourself:

• How is your behaviour affecting their feelings?

• How are they conveying their feelings?

• Are their feelings changing?

 Acknowledge concerns - Where the other person raises explicit concerns - tells you
honestly what they're most worried or angry about - you must acknowledge these.
Use phrases such as I understand that...'. I realise you are...' and I appreciate that.'.
Remember, acknowledging something, and agreeing with it are not necessarily the same
thing!
State Your Position

Now you understand the other person's starting position and can see things from their point of
view, it's time to state your position. This is best done if you:

 State your main points clearly and precisely.

 Separate issues from emotions.

Emotional: I'm fed up with your laziness and your lack of care drives me nuts!

Sarah confuses issues and emotions here. Tia-Mae's more experienced at difficult

conversations...

Let’s reword it: I've noticed that your productivity has gone down recently and that you are
making more mistakes. I need you to be more careful if we are to complete this on time.

Summer's approach is more likely to get a good response.

Vague: All these extra hours I'm working are just not fair!

It sounds like Megan isn't separating the issue - the hours worked - from emotions.

Let’s reword it: I could do with a bit more support from my team given the workload I've got
now.

Summer separates the issue from the emotion and asks for support.

Unconstructive: That document was Summerbish!

This approach is never going to work! It's unclear, imprecise, and emotional.

Let’s reword it: I think more detail would have been useful in the document, particularly in
the Financial Statements section.

Summer's choice of language is unemotional, calm clear and precise.

Problem Solve

Once you are both happy that you have expressed your views and started to find some
common ground its time to move on to solving the problem. It is at this stage that you will find
solutions that are acceptable to you both.

You should only move to this step if you are confident that you have completed the E -
Empathise and A - Articulate steps If you move on too quickly, it may appear to the other
person that you are trying to dominate the conversation which means they will be less likely to
want to work with you to find a resolution.

Get There Together

Problem-solving is often the most interactive and rewarding part of the conversation It's where
you come up with solutions to the issues that led to the difficult conversation in the first place.

How can you make this part of the discussion as successful as possible? Use the following steps:

 Build on the other person's ideas wherever possible.

 Check with the other person that you understand their ideas.

The best way to come up with a solution together is to understand the other person's ideas and
build on them. You’ll be more successful at this if you continue to empathise and articulate. In
fact, the four-step process can blur at this stage - which is usually a good thing! If you need to
go right back to the research step, that’s fine.

It's best to avoid closed questions even now unless you're sure that you have reached an
agreement and it's the right time to end the conversation.

Ready to Give it a GO?

Almost finished ...

Now you have a grasp of REAP do you feel more able to manage difficult conversations in the
future? Look at the two statements below and decide whether you strongly agree, agree,
disagree or strongly disagree:
  I feel better equipped to prepare for difficult conversations. 

 I will REAP my future conversations.

We all need to have a difficult conversation from time to time - hopefully, you've
been persuaded to start thinking about them positively. Perhaps keep REAP in mind when
planning your next one.

We are not robots!

How dull would it be if we were all the same?

Ever tried speaking at a constant pace, without varying your tone of voice? How about speaking
whilst standing or sitting rigid and still? Difficult - perhaps impossible! Wouldn't feel natural,
would it?

Thankfully we're not robots. The way we move our body and the way we say things adds
meaning and emphasis to the words we speak This invaluable gift, which helps to form our
individuality, is called non-verbal communication.

Back in the Day...

As technology advances and virtual communication increases opportunities for non-verbal

communication diminish. But does this really matter? Is non-verbal communication still useful
now that we can speak and use a rich vocabulary to express ourselves?

Tens of thousands of years ago. before speech evolved, early humans depended on non-verbal
communication to fulfil their basic wants and needs.

Verbal Vocal Visual

Ever heard of Albert Mehrabian's Verbal, Vocal, Visual rule of communication? His studies
showed that face to face communication is made up of three components: Verbal - the words
said: Vocal - the way the words are said and Visual - the movements or gestures the body
makes when the words are said.

Which of these three Vs do you think conveys the strongest messages for others to
interpret? Select your answer first, then review the other two
Verbal: It may come as a surprise, but the words said only count for seven per cent of the
message received.

Interestingly though, most of us still focus more on the words we use to make ourselves
understood - probably because we're less conscious of our non-verbal signals.

Vocal: The way we say words convey more meaning than the words we say in fact the way we
speak - the tone, volume, pitch, and pace of our speech - is interpreted quickly and easily and
gives an impression of our true feelings. It counts for 38 per cent of the received message.

Visual: It may be hard to believe but more than half of face-to-face messages are formed from
what we see the body do rather than what we hear the voice say. 

Our facial expressions and level of eye contact the gestures we make and even the way we sit,
or stand sends out signals that make up 55 per cent of what we understand the message to be.

We'll look at this in more detail next.

Body 'Talk'

Visual communication - or body language - happens instinctively. It can be a challenge to

control. When we speak we are often unaware that our whole body is a vehicle for non-verbal
communication. To understand body language, it helps to break it down.

Posture and proximity: How we stand, sit move around or hold parts of our body says a lot
about us. Our posture and movements tend to convey our general moods - such as our level of
interest, tiredness, or disappointment. Use of space around us also speaks volumes.

Personal space is very important and different boundaries will apply depending on

the circumstances. Work out what’s right in your situation. Is it appropriate to stand or sit very
close? Probably not in a business meeting or with people
you've only just been introduced to!

Gestures: We use gestures - pointing, beckoning, a 'thumbs up' or a wave - to support what we

are saying. The great strength of gestures is that they can be very specific. This can however
also be their greatest weakness.

Gestures aren't universal. The meaning of a gesture in one country can have a
completely different or opposite meaning in another. You may mean to show you are happy or
approve but what you do is offend. The thumbs up sign is one such example. So, check what
gestures mean to the company in which you intend to use them.

Eye contact: Eye contact is probably the most ambiguous form of non-verbal communication
and. like gestures, its use and meaning vary considerably in different cultures and situations. 

It can indicate many things, from hatred to adoration: from keen interest to utter boredom 

Frequent eye contact - but not staring - is particularly important v.-hen trying to build
rapport and sustain a conversation. Avoid eye contact and you may appear evasive or
disinterested.

Want to know how to build better rapport? Try I like talking to you: another Ready to go
fundamentals topic.

Facial Expression: Our faces express emotion People who know us well interpret our
expressions to judge how we feel. Fortunately, facial expressions speak a universal language.

They are easily understood and common across cultures. But it's hard to keep track of What our
face is doing, and our expressions can give us away if we don't believe in what we say or hear.

An Age Before Sound

Ever heard of silent movies - black and white movies before the sound that relied on non-verbal
acting prowess alone to tell a convincing story?

A Communication Model

Of course, it's not practical or natural to go through life not speaking and it's difficult to
communicate through body language alone. For communication to be effective - verbal and
non-verbal messages need to complement one another We'll find out later that this isn't always
as easy as it sounds, but first let’s check we're clear about how communication works

Transmitter, giving a verbal message.

During a presentation, Sarah transmits a deliberate verbal message. This is simple one-way

verbal communication.

The transmitter also gives non-verbal messages.

At the same time Sarah also transmits lots of non-verbal messages Some may be intentional
others unintentional. Some unintentional messages may. for example, like stammering or
forgetting her words signal that Sarah is nervous.

How the messages are received.

Sarah's intended verbal message reaches its audience at the same time as the non-verbal
messages Tia-Mae. the receiver subconsciously decides if Sarah's verbal and non-verbal
messages complement each other.

How well non-verbal signals match the verbal message determines how much of the verbal
message Tia-Mae absorbs. Tia-Mae also uses this information to make a judgement about
Sarah's credibility as a presenter.

Receiver also gives non-verbal messages

As Sarah speaks, Tia-Mae also sends out constant non-verbal messages, such as yawning,
looking at her phone or her hands.

A transmitter sensitive to non-verbal cues will interpret these messages then use this
information to adjust their presentation and the messages they give out.

Non-verbal transmission is constant

The presentation is over, Tia-Mae has left and Sarah is alone. There are no more verbal
messages, but Sarah still communicates non-verbally. The fly on the wall can tell from Tia-Mae's
facial expression, posture, and gestures in particular how well Tia-Mae thinks the presentation
went.

Yes. our non-verbal communication is with us 24/7. What is yours saying about you right now?

TRUST

When communication develops into dialogue, so the number of non-verbal messages increases
Many are sent simultaneously with a verbal message but. as we've seen non-verbal messages
keep coming even when we are alone and silent. So how can we use these non-verbal cues to
improve our communication? Well, it takes TRUST...

Take in non-verbal cues: The more observant you are the more non-verbal cues you'll pick
up. Don't let this observation distract you from your conversation but over time, learn to be
more aware of the non-verbal signals you give to others and that they send back to you.
Review them collectively: Non-verbal communication is complex. A lot goes on at the same
time Hands make gestures: eyes constantly move tone of voice fluctuates: body posture shifts
and facial expressions change.  

Focusing on one of these might seem easier but can give the wrong impression So try to
observe everything at once!
Collect as many cues as you can - and interpret them all as one non-verbal message.

Understand their context: Non-verbal cues can be misinterpreted if the situation or

environment in which they happen is not considered.

A person who sits huddled, with head down and knees hugged by their arms, tucked to their
chest may appear upset, lonely, or afraid but if you see this person outside when there's snow
on the ground and a bitter wind blowing - it's more likely that they are just trying to keep warm.

Sense their honesty: People who do not tell the complete truth or have something to hide,
need to be very aware of their non-verbal messages Ever tried to make your body behave in a
way that goes against its natural instincts? Non-verbal communication can be very revealing! It
has the habit of giving our true thoughts and feelings away - no matter what words we use.

It's difficult for anyone to engineer deliberate non-verbal messages to cover a lie for a sustained
period. As concentration wanes their guard slips and the body's instinct, to tell the truth,
prevails. If non-verbal cues don't match the words spoken, then you know what to believe.

Trust your instincts: Non-verbal cues flow back-and-forth rapidly. At first, you'll need to
concentrate and stay focused on the moment to pick up all their messages.

But as you get better at reading these messages, you'll rely more on your instincts to interpret
them. Remember non-verbal communication is a natural subconscious language that
broadcasts our true feelings and intentions at any given moment. If your instinct is telling you
something about the non-verbal cues you receive it is probably right.

Always a Perfect Match?

As we saw in the communication model non-verbal messages go hand-in-hand with verbal

messages. However, the relationship between the two is not always harmonious.
Which of these verbal and non-verbal combinations have you done or seen done before? Look
at the two statements below and decide which you have often, occasionally or never done
before.

 That was fantastic! Well done!' accompanied by a beaming smile and clapped hand.

 A stern frown and crossed arms accompanying a raised voice that says. I'm not angry.
I'm fine!'

Are you sure you haven't encountered them all? They are the three most common ways that
non-verbal and verbal messages interact. They are around us all the time and are summarized
as:

 Repetition - Non-verbal cues repeat what is said (the pointing example).

 Emphasis - Non-verbal cues give emphasis to what is said (the praise example).

 Contradiction - Non-verbal cues contradict what is said (the 'I'm fine' example).

Matched and Mismatched Messages

Non-verbal messages that repeat or emphasise a verbal message provide clarity and balance

the overall meaning, they match. We trust messages that match.

The combination of honest verbal and non-verbal messages creates confidence and helps us to
build rapport.
But a hint of contradiction can bring sincerity and trust into question. Select the seesaw to find
the effect when non-verbal messages contradict what's said

Contradictor/ verbal and non-verbal messages tend to stand out When we see the
contradiction, something feels wrong

Our first response is to question the honesty of the verbal message. We begin to dismiss the
words said and believe the messages that come from the non-verbal cues we see or hear If the
contradiction continues, we'll lose confidence in the integrity of the speaker.

This can lead to confusion, tension and - at worst - mistrust.

What Would You Do?

Tia-Mae's a great proof-reader and always happy to help. When you need a second pair of
eyes to review something you've written, it's Tia-Mae you turn to.

Today you're looking for another favour Tia-Mae greets you with, hello', but doesn't smile
or give any eye contact While you explain what you need Tia-Mae leans back and gazes into
the distance and away from you. When you ask. 'Is that okay?' Tia-Mae snaps back 'Yes -
that's fine. I'll do it for you this afternoon '

Overall. Tia-Mae's non-verbal messages make you doubt that this is going to happen.
Your reputation is on the line if this task is either done badly or not at all. What would you do? 

 Ask Tia-Mae questions to clarify the non-verbal signals you've received.

That's a sensible approach. Tia-Mae's never let you down before so you would be right to
ask questions to work out if you have misinterpreted the non-verbal messages that appear to
contradict what Tia-Mae has said.

Tia-Mae seems out of character Perhaps this isn't disinterest. Could Tia-Mae be stressed or
distracted by something unrelated? Could this be influencing the non-verbal behaviours you've
received?

The Effect of Negative Emotion

Let's face it. We all have days when we feel stressed, unwell or distracted. You might feel fine
then suddenly something is said or done that triggers emotion that seems to come from
nowhere These are the worst times to be judged by the non-verbal messages we send out.

And yet as we indulge in our emotion paying little attention to the non-verbal messages we put
out to the world, those who receive our messages pick up and interpret them more readily
because they appear out of character or incongruent to the context of the situation or
conversation So we become judged.

If you know you're having a bad' day then perhaps it is best to steer clear of difficult
conversations. You can't suppress or ignore your feelings as your non-verbal messages will
inevitably give you away but it helps to be aware of how your emotional state manifests itself
non-verbally so you can account for it if or when it arises.
So when next faced with non-verbal messages from others that shock or concern you, don't be
too quick to judge or take them personally. It's more than likely just a symptom of their 'bad'
day.

Put it all together

Our communications systems are complex - far too complex to cover in this one short
fundamentals topic - but hopefully, you've found it a useful start. 

Here's a quick reminder of the key points.

Vocal, Verbal, Visual – Face to face communication is:

7% verbal (the words we say).

38% vocal (the way we speak - our tone, volume pitch and pace).

55% visual (our body language - posture proximity, gestures eye contact and facial expressions).

Trust - Five steps to getting the most from non-verbal messages:

Take in non-verbal cues - don't overlook or ignore them.

Review them collectively - interpret all non-verbal cues as one message.

Understand their context - consider the situation or environment as this can affect the
meaning.

Sense their honesty - non-verbal behaviour reflects our true thoughts and feelings no matter
what words we use.

Trust your instincts - tap into your natural and subconscious ability to interpret non-verbal
messages.

Repetition, Emphasis, Contradiction - Non-verbal cues are used to repeat what we say and
give emphasis to what we say. 

This happens when the non-verbal messages sent match the words said Matched messages
provide clarity, develop trust, and build rapport.
Non-verbal cues can also contradict what is said. When this happens, we believe the non-verbal
messages over the words said. Mismatched verbal and non-verbal messages can lead to
confusion, tension and - at worst - mistrust.

Why are you here?

You're unusual! Did you know that?

Most people think they're good listeners when in fact...they’re not. But you're different. You're
here doing a course about listening. This suggests you think you want to learn So well done for
that!

The good news is that there's no great mystery about what makes a good listener. There are
just four simple things you need to get right. In this topic we'll explain what they are so you can
go away and put them into action.

Hearing...Listening... What's the difference?

Megan and Summer are debating how we listen... But what's all the fuss about? We've all got
ears too, haven't we? We all listen.

Brainwork: Well, we all hear through our ears assuming they work ok. But listening involves the
brain...

That’s obvious: Of course, it involves the brain! Your ears wouldn't work without the brain. Talk
about obvious...

Listening takes skill: You're right, but the thing about listening is that it's not just a
physical function - it's a skill you can develop. That's a key difference between hearing and
listening.

Listening is active: So, if I understand you and I'm listening to what you're saying... listening is
more active, while hearing is just what we do anyway. It's passive.

Reflect what you hear: Yes - right! And you've just shown one of the important listening skills
by reflecting what is said.
Why Listen?

The ability to listen effectively is more important today than ever: it helps us to keep up in a
world which changes constantly. Every day we are bombarded with new information. But often
we feel pressured to make quick judgements and scan this information rather than stepping
back absorbing and reflecting on it.

So just when we need to listen better we're learning not to listen well. Effective listening is
important in a wide range of situations. Here are some examples.

Leaders and Managers: One factor that determines an effective leader is their ability to listen
well. Good leaders are great listeners.

Partners and Friends: Personal relationships grow stronger and last longer when those involved
take time to listen to each other. Good listeners make great friends and partners.

Parents: Parents who listen to their children, and whose children feel that they listened to.
form stronger closer bonds. Good parents are great listeners.

Listen with your FEAT

The internet is full of long lists of tips about listening and you could read piles of books on the
subject But when it comes down to it. there are just four elements that you need to remember:

 F - Your feelings.

 E - Your environment.

 A - Your actions.

 T - Your thoughts.

Most of us are better at organising our actions and our environment than our thoughts and
feelings Thoughts and feelings are less tangible. So let's deal with them first.

Your Thoughts

The first step in managing your thoughts is to be aware of what you're thinking.

So do it right now! Look away from this screen and just for a second reflect on what's going on
in your head.

OK. Assuming you've done that, now think about each of these points.

Clarity: Prepare yourself to listen. Give yourself the time to clear your mind. Think about the
best way to clear your mind Perhaps you could sit quietly and visualise something. Go
somewhere quiet if you need to.

Focus: Keep your attention on what is being said, but also notice what is not being
said. Because your mind can process information faster than other people can speak it may
begin to wander So concentrate and maintain your focus.

Ideas: Listen for ideas or key points, not words. Sometimes, individual words particularly
emotive or unusual ones will trigger thoughts or responses that are not useful or relevant. 

So try to identify the main ideas that are being discussed - the big issues - and integrate them
into the flow of the conversation Look for patterns and relationships between ideas.

Pre-conceptions: Although you should be looking to see how ideas fit together, avoid the
temptation to jump to 'solutions' or pre-conceptions.

Don't jump in to try to fix things. Keep an open mind, defer judgement, and adjust your
thoughts as you get new information.

Feelings can get in the Way

Your mood and how you feel can also affect your ability to listen as you can see. Select each
character to read how emotions and feelings can affect how you listen.

I'm sometimes distracted by worries about my work. When this happens. I'm not very good
at being open to what other people are saying. My worries are almost like ear-plugs: I can hear
that there's a conversation going on I'm not really listening.

I'm an enthusiastic person. I like getting on with things! The trouble is. if I let my

enthusiasm take over too much, I sometimes block out other peoples' opinions and views. I get
caught up in my own world! 

I have strong opinions on lots of things. So sometimes when I'm talking with somebody who
has different views I get pretty wound up. The trouble is. once I start feeling frustrated or angry.
I don't find it so easy to take in what the other person is actually saying. I kind of filter it out.
Your Feelings

Having heard from Sarah, Megan, and Tia-Mae, think about how your feelings affect the way
you listen. What are the best ways to make sure that you keep listening, however you are
feeling?

 Stay calm but attentive.

 Don't judge even where what is said affects your emotions.

 Sense the emotional tone of what is said.

That's right. Try to stay calm If you don't, you're not likely to detect and absorb the meaning of
what is being said. Completely ignoring your feelings is probably impossible, and could actually
cause more stress for you. You're only human, after all! Be aware of your feelings, but try not
to be distracted by them. 

Check your biases and prejudices before you start and try to avoid judgement even if what is
said upsets, disturbs, anger, elates, encourages or surprises you. Be sensitive to the emotional
tone of what is being said and. where appropriate, check your feelings with the other person.

Your Actions - A Brief Conversation

Sarah and Megan are discussing some of the actions you can take to improve your listening.

Body language: Megan, I always think that the most important thing is to use body language
effectively to put the other person at ease. What I find is that...

Eye contact: ...yes. yes. I know. But that's just so obvious Sarah. Putting them at ease by
maintaining eye contact and all that. Tell me something new!

Reflect back: I know and I really don’t like talking with people wearing dark glasses, it freaks me
out!

But don’t be a robot: Well, I agree with that one. I mustn't reflect what somebody has said in a
mechanical way. Got it!

Watch the body signs: And watching carefully for non-verbal communication is very helpful
too.
No need to speak: Send the sign, nodding of the head signals Yes, I agree. Body language can
reveal a lot about what somebody really thinks even if they're not saying it out loud.

Your Actions - What Works

What worked well in Sarah and Megan's conversation? 

 Sarah tried to put Megan at ease through body language.

Sarah maintained eye contact while listening and used body language to help Megan feel at
ease Doing this well is only possible if you sort out your thoughts and feelings first, as your body
language may betray your real thoughts and feelings if you don't.

Megan interrupted and reflected back what Sarah had said almost word for word - this sounds
mechanical and unnatural so try' to avoid this.

If you need to clarify something, wait for a pause in the conversation, then ask a question.

It's difficult to know whether Sarah and Megan were watching for non-verbal communication
but in the end, the body language used made it was clear that Megan wasn't happy.

Best and Worst Actions

There are two types of action that is likely to improve your conversations and listening. And
there are two types of action that you should try to avoid.

Mirrors: In an earlier conversation, we sav.' how Megan reflected back something Sarah had
said almost literally. 

While reflecting back to another speaker is usually a good way of showing that you're
listening, it's important that you don't do it too literally. It can sound unnatural and
artificial. The key is to capture the essence of what they have just said but in your own words
This is one part of mirroring.
Probes: It might seem strange to include a questioning method in a topic on listening, but the
use of probing questions can help you get a better understanding of what has been said. 
A probe is a question that seeks to find out more about a particular subject and like mirrors, is a
good way of showing the speaker that you are paying attention. A probe may begin something
like. 'Can you tell me more about...', or. 'What exactly do you mean by...?*

Divisions: Poor listeners often put diversions into their conversations. By picking up on

individual words, rather than listening for ideas or themes, they misunderstand what is being
said. They then ask questions that divert the conversation onto new subjects that may not be
relevant. We’ll look at some examples of diversions later.

Fixers: People who let preconceptions or their feelings affect how they listen are more likely to
use fixers in their conversations. Fixers are points in a conversation where a person who is
supposed to be listening, intervenes and fixes' the discussion. 

This usually happens with a definitive statement like 'I know what’s wrong it's all about...', or.
So there's no doubt that you should...'. We'll look at some examples of fixers later.

When to Mirror and When to Probe

Mirroring and probing are such important skills that it's worth thinking more about when you
would use them. Review each statement and select whether you would Mirror or Probe.

When you think you’ve understood but need confirmation - would you mirror or probe?

When you have not understood something – would you mirror or probe?

When something sounds incomplete – would you mirror or probe?

Use mirroring to confirm something you think you have understood and to summarise what the
other person has said. If you have been silent for some time, it's also a useful method of
reassuring the speaker.

Probing questions are most effective to get more detail and check that the speaker hasn't
missed any important information. They're also very useful to help you clarify points you didn't
grasp initially.

Your Actions - A Brief Conversation

Sarah and Megan are arguing again. Try to identify where either of them is using diversions or
fixer
A concentration challenge: I find it difficult to concentrate on what people are saying
particularly if they're talking slowly. My mind races away.

A diversion: Yes. I'm impatient too I don’t like people who do things too slowly, blocking the
pavement on the way to the shops that kind of thing.

Try Tai Chi? A subtle fixer: I know - you're impatient: no doubt about that. I'm sure all you need
to do is learn yoga or Tai Chi or something. That will teach you the meaning of calm.

Another diversion: I have a friend who does Tai Chi in the park every day. He gets cold
particularly in the winter.

Back to the subject: Umm yes. It must get cold. But do you have a problem with maintaining
attention?

Taking the bait: Possibly although I find that if maintain eye contact, I can concentrate for
longer.

Review the conversation: Did you spot the two diversions? Sarah jumped on the word 'slowly'
to divert the conversation then later diverted it again by picking up on the mention of Tai Chi
Megan used a fixer when suggesting that Sarah needed to learn more about how to be calm In
this case a fixer might have been appropriate.

The difference between offering advice on the one hand and closing conversations by fixing it
can be quite subtle.

Your Environment

It's extremely important to find the right environment in which to listen. An environment is
made up of two aspects:

Physical environment: Think carefully about any physical factors that may distract you.
Obviously, it's difficult to listen well in a noisy place but there are other physical factors to
consider. Think about the temperature the presence of other people who may see you talking,
seating positions comfort and the room layout.

Cultural environment: Whenever people get together, some kind of atmosphere or 'feel' is
created If the feel of a group or a place isn't appropriate for listening, then you should try to
take yourself out of it before having an important conversation. 
An environment where it is normal to be closed, suspicious and untrusting is unlikely to result in
effective listening.

Your Listening Skills

That almost completes this topic. How confident are you now that your listening skills will
improve? Look at the two statements below and decide whether you strongly agree, agree,
disagree or strongly disagree:

 I am confident that I will be able to remember my FEAT.

 I feel better prepared to practice listening effectively.

It won't be long before your listening skills are called on again. Just remember your FEAT when
the need arises. And don't forget your two ears and one mouth Always twice as much listening
as talking!

Reasons for rapport

Hello and welcome to 'I like talking to you', the quiz that challenges you to build rapport in
minutes. So, let's waste no time and meet today's contestants. Select each contestant to find
out their reasons for competing.

Sarah - Hi, I'm Sarah. Business has been pretty tough recently. I want to build stronger
relationships with my clients to help boost sales.

Megan - Hello. I'm Megan I belong to a community action group that raises funds and promotes
better road safety in our borough. I hope that good rapport skills can help me to influence
people and gain support for our ideas. I can offer magnificent conversation.

Tia-Mae - My name's Tia-Mae I've just moved to a new house and don't know many people in
my area I'd like to make an immediate connection with people to help build some new
friendships.

You - And welcome to you. our final contestant. What brings you to this quiz? Why do you want
to be better at building rapport?

Objective of the game

Let's say that you know who you want to build rapport with and why building that rapport is
important to you. It's the 'how’ that can be tricky and trip you up.
This 10-minute quiz will help It cuts through the detail and offers an effective framework to
help you build rapport in any situation, regardless of your past success or unique strengths,
weaknesses experience skills, values or beliefs.

We keep it simple Each one of five short rounds has one question. A point is scored for each
question answered correctly. But whether you win or lose at the end you will be able to say I
can offer magnificent conversation and know what this means.

Round One - IMPRESS

We all know the saying 'first impressions count'. But when is that critical first impression
formed? Select your answer, then note it down.

On first sight

When shaking hands

During early conversation

At the end of the conversation

Round One - IMPRESS

Answer: On first sight

Initial judgements will be made about you within seconds and probably before you even have
the chance to speak. The first step in building great rapport is to make a positive first
impression so you have the best starting point to develop good conversations. This first
impression is formed from:

 Your timekeeping - If it's a prearranged meeting, be on time.

 Your appearance - Present yourself appropriately: choose clothes to match the occasion
and turn up clean, neat, and tidy.

 Your smile - A friendly smile is always welcomed.

Round One - Review

So that's the first key to building rapport in the bag. 

IMPRESS = Create a positive first impression. 

Round Two - CONNECT

You’ve made a positive impression Now the talking starts. Small talk helps you to get to know
each other and find common ground. Which of these questions are best to develop early
conversation? Select all the questions that apply, then note it down.

 A - What did you do over the weekend?

 B - What do you think about [a topical good news item]?

 C - I've never heard of... Can you tell me more about it?

 D - Do you like hang-gliding?

Round Two – CONNECT Answers

Answer: A, B, C

Yes! Questions like these need a long answer They open up the conversation and help find
topics of interest that you can expand on. Avoid questions like 'Do you like hang-gliding7 when
you want to get the conversation going. Imagine the answer 'No', followed by awkward silence -
a real conversation killer! 

Even if you love hang-gliding, don't start talking about it to fill the silence. People enjoy talking
about topics that interest them Finding topics that interest you both is a key part of building
rapport.

Round Two - Review

That's another key to building rapport for you. 

IMPRESS = Create a positive first impression. 

CONNECT = Find common ground. 

Round Three - OBSERVE (part 1)

So, at last, the conversation has started You've only asked a couple of questions but you get the
impression from the other person that all is going well. What helps to form this
impression? Select all the answers that apply, then note them down.

 A - Their body posture.

 B - Their facial expressions.

 C - Their tone of voice.

 D - The gestures they use.

Round Three - OBSERVE (Part 1)

Answer: A, B, C, D

Yes. all four are important clues. In fact, only seven per cent of what we communicate comes
from the words we say. The rest is given non-verbally. Once the conversation has started
there's no time to sit back and simply respond to what is said This is a time of activity - to
observe the rapport that is developing actively How does this person really feel about you and
the topic you're discussing?

It's essential that you find out - and you don't have to say a word to do so. All you have to do is
watch and listen.

Round Three - OBSERVE (Part 2)

Body position or posture

I’m pleased you invited me said Summer as she sits in a chair with her arms folded across her
chest

I’m pleased you invited me said Summer with a smile and holding out her hands in front of her.

Which one do you believe is genuine response?

Facial expression and eye contact

Really? That’s amazing said Summer as her eyes were watching other people walking in the
room
Really? That’s amazing said Summer and her eyes looked directly into yours.

Which one do you believe is a genuine response?

Actions speak louder than words.

Okay, these are basic examples that only scratch the surface of the complexities of human non-
verbal communication. But they illustrate the point: Actions speak louder than words.

Look around. Is anyone in the room with you now?

If so, choose someone and study them for a few moments. If not, think about doing this
exercise next time you're with family or friends and see if you can read their body language.

Listen and watch

Use this model to observe the person. What can you 'read about them from what you can see
and the way they are speaking? 

How quickly do you interpret their non-verbal communication? It doesn't take long does it?

A key part of building rapport is paying close attention to these clues - and then knowing how
to use them to your benefit.
Round Three - Review

Here's your third key to building rapport. 

IMPRESS = Create a positive first impression. 

CONNECT = Find common ground. 

OBSERVE = Watch and listen carefully.

Round Four - MIRROR

During your conversation, you see that Megan leans forward and talks quickly and excitedly but
you are sitting back with your arms folded. You are not used to Megan's accent It's difficult to
understand. You prefer to speak more slowly. What can you do to improve your rapport? Select
your response, then write it down.

 A - Ask Megan to slow down.

 B - Interrupt Megan to check your understanding.

 C - Lean forward too and match Megan pace of speech.

 D - Create a distraction to break the conversation.

Round Four - MIRROR

Answer: C

Remember people usually like people like themselves. Not everyone is like you. so work out
what to do to be more like them. You have observed their choice of language pace of speech
and tone of voice Now mirror these - apart from their accent of course! 

Summarise to show that you have understood their ideas or the key points they
have made. Match their posture and express yourself using similar gestures. Many of us do this
without thinking and might feel awkward mirroring on a more conscious level It becomes easier
with practice.
Just remember to be subtle about it and leave a few seconds before you mirror - it will feel less
artificial.

Round Five - CONTROL

This is a self-reflection round. Time to work out if you are a rapport improver or
destructor. Look at the four statements below and decide whether you strongly agree, agree,
disagree or strongly disagree:

 I understand what triggers an emotional response in me.

 Making progress is more important than displaying true feelings.

 I tend to act on impulse and act before I think.

 I find it easy to see a situation from another person's point of view.

Most of us fit here. We understand our emotions but sometimes they just get the better of us.
There's the intention to improve but sometimes we can't help but destruct. After all, we're only
human. But when building rapport, we need to be especially conscious of our emotional
triggers and reactions and try to put the other’s viewpoint before our own.

Round Five - Review

Well done! Here is your last key to building a strong rapport. 

IMPRESS = Create a positive first impression. 

CONNECT = Find common ground. 

OBSERVE = Watch and listen carefully. 

MIRROR = Copy body language, pace, and tone. 

CONTROL = Be aware of and manage emotions.

Make it Stick

Congratulations. Now your rapport is strong enough for you to start leading theconversation.
Perhaps you want to influence or negotiate?
Before you do, cast your mind back to the start of this quiz. Remember the phrase Megan
wrote in her profile? It may not have made sense then, but it should mean something to you
now.

Megan reveals the relevance of “I Can Offer Magnificent Conversation”

You'll probably agree that it's pointless spending 10 minutes of your time learning something to
then forget it when you need it most. So just try to remember 'I Can Offer Magnificent
Conversation' and the rest should follow.

A summary of what we have learnt in the past few lessons

 Procrastination - "I can't do this now. I'll do it tomorrow".

 Trivia spotting - "Look at this error, and this one, and another one".

 Dodging responsibility - "I'm not very good at this. Someone else will sort it out".

The following are potential risks when having to make a difficult conversation:

 Personal embarrassment if the conversation goes wrong.

 Uneasiness if strong emotions are shown.

 Overwhelmed if too much information is shared.

The following are potential rewards when having to make a difficult conversation:

 Find new solutions to problems.

 Take control of the situation.

 Improve teamwork or personal relationships.

Preparation is the key to managing difficult conversations successfully - preparation can

include:

 Hard preparation - Gather Indisputable facts and figures to have at hand.

 Soft preparation - Organise your thought, feelings and assumptions about the
conversation.

The acronym REAP stands for Research, Empathise, Articulate, Problem solve.

REAP headings:

 Research - Try to understand the other persons' starting position.

 Empathise - Work hard to sense how the other person is feeling.

 Articulate - State your position clearly.

 Problem solve - Work with the other person to resolve issues.

The following make up Albert Mehrabian's rules of communication:

 Verbal communication.

 Vocal communication.

 Visual communication.

Remember, according to studies by Albert Mehrabian the following component of his rules of
communication conveys the strongest messages for others to interpret: Visual communication.

The following are components of visual communication:

 Posture and proximity.

 Gestures.

 Eye contact.

 Facial expressions.

Five steps to get the most from non-verbal messages:

 Take in non-verbal cues.

 Review all non-verbal cues collectively.

 Understand their context.

 Sense their honesty.

 Trust your instincts.

One factor that determines an effective leader. Is their ability to listen well. Good leaders are
great listeners. The acronym FEAT stands for: Feelings, Environment, Actions, Thoughts.
Managing your thoughts:

 Clarity - Prepare yourself to listen.

 Focus - Keep your attention on what is being said.

 Ideas - Listen for key point, not words.

 Pre-conceptions - Avoid jumping to solutions.

The following are types of action that are likely to improve your conversations and your
listening:

 Mirrors.

 Probes.

The following can you listen for to interpret non-verbal communication:

 The pace of speech.

 The tone of voice.

Use the following to interpret non-verbal communication:

 Facial expressions.

 Any touch or contact.

 Body position or posture.

How to connect with people:

 Impress - Create a positive first impression.

 Connect - Find common ground.

 Observe - Watch and listen carefully.

 Mirror - Copy body language, pace and tone.

 Control - Be aware of and manage emotions.

Effective communication skills: Successful
presentations and meetings
After completing this course, the learner will be able to:

 Examine how to develop and deliver effective presentations.

Discuss how to chair a meeting and write up the minutes of a meeting.

Describe strategies you can use to influence others.

Perfect Preparation

The annual Conference for Safety Training Professionals is coming up and our team has been
asked to present 10-minutes on the importance of safety today. Is this great news? Would your
first thought be elation or fear and dread?

Which statement best reflects your initial reaction if asked to prepare for a similar task? Select
your response.

 Confident - Let me at it. I can't wait to get started!

 Unprepared - With the right preparation I could do a good job.

 Nervous - If I can control my nerves I might get through it successfully.

 Panicked - I wouldn't know where to start and would rather run in the opposite
direction.

Confident: Is it right to assume that you’ve done this kind of thing before? The mere thought of
giving a presentation can make some crumble It's good to consider - rationally rather than
emotionally - how you feel about presentations so you can identify where, if any fears,
problems or other kinds of blocks might lie.

This section looks specifically at preparing yourself to build confidence before you step up and
speak.

Unprepared: It's good that you recognise that a key to success is in your preparation. The mere
thought of giving a presentation can make some crumble. Your response is rational rather than
emotional which helps you to identify where if any, fears problems or other kinds of blocks
might lie. This topic looks specifically at preparation to build confidence before you step up and
speak.

Nervous: Yes, the mere thought of giving a presentation can make some crumble. It's good to
consider - rationally rather than emotionally - how you feel about presentations so you can
identify where, if any. fears problems or other kinds of blocks might lie. This topic looks
specifically at preparing yourself to calm your nerves and build confidence before you step up
and speak.

Panicked: You are not alone. For most of us, the mere thought of giving a presentation is
enough to make us crumble. It's good to consider - rationally rather than emotionally - how you
feel about presentations so you can identify where if any. fears problems or other kinds of
blocks might lie. Hopefully, this topic will help It looks specifically at preparing yourself to build
confidence before you step up and speak.

Preparation is the Key

Regardless of whether you feel excited or scared the amount of preparation you put into your
presentation is a key component that will help determine your level of success.

Stick with this short topic to discover some simple steps to PERFECT prep that should always
ensure a positive outcome.

Pinpoint Your Purpose

Giving a presentation takes up your audience's time. They want a good reason to listen to you
So what makes the content of your presentation necessary to them? Which of our statements
below seems to have thought about the purpose of their presentation?

“I’m going to talk about the outcomes of safety training”

“I want everyone to feel positive about safety training”

“I’ve got some great statistics to share”

“I’ll tell them about my personal history”

Answer - "I want everyone to feel positive about safety training".

While the others have identified elements of their presentation it is Megan who has thought
about its purpose. There must be a reason why you are communicating.

You present the information, so your audience has the knowledge to decide, form an opinion
or solve a problem.

The first P of PERFECT is for Pinpoint your purpose. Simply ask yourself how people will use the
information you present. The answer reveals the purpose of your presentation.

Empathize with Your Audience

So, your presentation needs to be audience centered. The first E of PERFECT is for
Empathise with your audience. What kind of preparation does this entail?

Needs and feelings – Lets see what Tia-Mae and Summer are talking about for their
presentation

Summer, have you thought about the audience? Who are they? Have you anticipated their
needs and feelings? Have you put yourself in their shoes? What do they know already? Will
they understand the language or jargon you intend to use?

Not really Tia-Mae, I was more worried I haven’t got enough material, I could bore them if it’s
too simple.

That is Possibly true Summer, we all have short attention spans. You could lose their interests if
it is too long or too complex. Remember we only have an attention span of 10 minutes on
average, in that short time it is better to keep it simple.

So, you are saying Tia-Mae that basically, everyone will be thinking what’s in it for me? Even if
they don’t say it out loud

Yes Summer, so, think about what your audience wants to know or how you want them to feel.
Think about their heads and hearts and you will be fine

Research Your Content

Summer is worried about having too little material for the presentation. With your purpose
defined and an awareness of your audience's needs, you can start researching and compiling
your content. What sort of content might be appropriate?

 Anecdote(s).
  Statistics.

 Facts.

 Personal experience.

That's right. All are appropriate ways of getting your message across. The R of PERFECT is
for Research your content. You may find you gather too much material at this stage, but that’s
okay. The next step, as we'll see is to filter your research and provide structure to what is left.

Filter Your Content

So the F of PERFECT is for Filter your content. How is that done?

Firstly know the purpose of your presentation and how long you have to deliver it. Break your
purpose down into its key points - the essential information you want your audience to take
away and remember. Allow time to repeat these key points because you'll want them to stick. A
classic structure is to tell them what you're going to tell them: tell them: then tell them what
you've told them. This keeps your introduction and conclusion tight and your message clear.

Work this out and you'll have an indication of what time you have left to fill. Fill this time with
anecdotes stories or facts that reinforce and develop upon your key points Make sure your
audience can relate to them. But don't overdo this Often one or two brief means of
reinforcement are enough.

You may not like them but there'll always be questions so leave a little time to answer them. It
helps to anticipate what your potential questions might be and address them within the main
body of your presentation.

Finally, keep some 'nice to know' material up your sleeve just in case you find, when delivering
your presentation, that you've pared it down too much.

Key Points

An important step in filtering your content is to organise it into a number of key points: the
essential information you want your audience to take away and remember.

Given that it is difficult to hold an audience's attention for more than 20 minutes, what do you
think is the generally accepted maximum number of key points to cover in a presentation of
that length? Choose one answer.
  One.

 Three.

 Seven.

 Ten.

We are unlikely to retain any more than seven pieces of key information during this time. In our
ten-minute presentation, however, emphasis should be given to no more than the top three or
four key points - those you want to resonate with your audience the most.

Enhance Your Content

The next stage - the second E of PERFECT - is to Enhance your content in order to make it
memorable.

Appeal to the senses: Every member of your audience will have a different way of taking in
information Some respond best to what they hear while others are more receptive to what
they see or touch. 

Most will need you to engage a combination of all three of these senses. Incorporate visual aids
or encourage your audience to move or interact with one another briefly from time to time to
improve their ability to recall your message.

Audience participation: Communication is a two-way process. Encouraging the audience to

participate keeps them engaged. Can you ask for a volunteer to help you with a demonstration?
Is there something they could practice briefly with the person seated next to them? 

Are there keywords they could say out loud? If appropriate, make their participation fun. We all
enjoy an unexpected but permitted giggle. At the very least, your audience will probably
want to ask questions Prepare for this. Decide whether you want to take questions while you
are speaking or at the end and tell the audience at the outset when you will be taking
questions.

Trial and error: Nothing will enhance your content better than rehearsing it. Your opening is
particularly important - as getting started can be the hardest part but you find you will relax
after you have delivered the opening sentence or two. 

Rehearse to test your timing and establish what works and what doesn't. If you can test it in
front of a dummy audience. Ask for their feedback then revise the content until you get it right.
Practice, as they say. makes perfect.
Aiding and Distracting

A word of warning. Don't overdo your visual aids. They do have a nasty habit of taking over a
presentation. The key is to ensure that the content dictates the visual aid and not vice
versa. Which of these could you use effectively to enhance your content?

 Pre-populated PowerPoint slides.

 Flipchart imagery sketched or written real time.

 Printed hand-outs.

 The imagination

In fact, all but the hand-outs can enhance your content if used correctly. Handouts can be
a useful way of briefing people before the event or a useful summary after the event but are
invariable distracting during a presentation.

Whether you use slides or flipcharts keep them relevant and simple Avoid busy or
cluttered imagery and remember the maxim less is more. Appealing to the power of your
audience's imagination can also serve as a stimulating visual aid that can help to bring your
content to life in a way that will be unique and memorable to everyone.

Prepare, Plan, Practice

Having prepared your content and planned your visual aids it's time to practice - in some ways
the most important part of your preparation is often overlooked or ignored.

It’s much better to say it out loud. You need to listen to your words and the tone of your voice
you use, and to be aware of what your body language is communicating. If you want to practice
alone, use a mirror.

Time your presentation to ensure it finishes within the target time, find someone you can relax
with and try the presentation on them first before going live in front of the audience. The more
you practice, the more you will feel comfortable on the day of the presentation.

Cue Cards

With rehearsals complete, there are just the final preparations to sort out. Don't forget the C of
PERFECT - your Cue cards. Which statement below has the right approach?
“I don’t need cue cards; I’ll remember what to say”

I need cue cards; I’ll write everything that I want to say on them”

“I’ll outline my content on the cue cards”

Yes, Answer is C. This is the right approach to giving a great presentation.

If you have rehearsed well enough the best way to safeguard your delivery is with an outline -
as bullet points or a mind map on a few cue cards. If you need to fall back on them, they will jog
your memory and keep you on track whilst allowing you to keep your focus on your audience.

Ready or not

With only minutes to go before their turn on stage, has their perfect preparation paid off?

Sarah: I was going to write down my full script, but when I read it out loud it sounded really
boring After practicing another ten times or so I think I've been able to memorize most of it. I've
captured the main points on cue cards just in case I need to refer to them.

Tia-Mae: I've got a great way of grabbing their attention at the start. And I'm going to take
questions at the end I've even prepared a couple to get the ball rolling if necessary.

Megan: I was nervous until I practiced it in front of the team and asked for their feedback. They
suggested I reduce the number of key points I was trying to get across and share the story that
had us all in stitches a couple of weeks ago. If that doesn't make it memorable. I don’t know
what will!

Summer: I researched far too much material. Ten minutes isn't very long. When I started to
filter my content down, I realized I didn't need to use much of it. What I have got left is well-
structured and flows. I thought about capturing my key points on a flipchart but in the end, I
decided to use pre-populated PowerPoint slides. They will show up better in the venue.

Yes, it has for all the presenters.

Just PERFECT

Never underestimate the amount of preparation that goes into a successful presentation or
speech. Just think about how good it feels to stand up and speak knowing that you have
anticipated your audience's needs researched your content and can give emphasis to the key
points you want everyone to take away.
Remember perfect preparation consists of:

 P = Pinpoint the purpose of your presentation.

 E = Empathise with your audience - put yourself in their shoes.

 R = Research your content - leave no stone unturned.

 F = Filter your content - identify your key points.

 E = Enhance your content - make those key points stick.

 C = Cue cards - your safeguard if you get stuck.

 T = Ten tick list logistics - don’t get caught out by the unexpected.

With preparation as good as this, let’s hope our team were able to keep their audience on the
edge of their seats.

What’s this about Ben?

Think of an actor whose first name is Ben.

Great Who did you think of? Ben Affleck, Ben Stiller, Ben Kingsley? Perhaps your Ben is more
obscure. That doesn't matter Just remember what Ben does. Ben acts.

We'll come back to the relevance of this later. In the meantime, let's press on.

Jump, Walk, Swim or Present

Imagine you must do one of these activities Which would you choose? Select your
preference.

 Give a 30-minute presentation to a room full of strangers.

 Bungee jump from the world’s highest bridge.

 Walk across the Grand Canyon on a tight rope with no harness.

 Swim with man-eating sharks.

If you choose, give a 30-minute presentation to a room full of strangers you have chosen the
safest option!
It may be hard to believe but some people pick one of the other three activities because they
say they are more fearful of giving a presentation than they are of death Not you though. The
chances are that you've started this course because a presentation is looming and you want to
get through it with your head held high having succeeded in making a positive impact on your
audience.

If so, stick with it. In a few minutes, you'll have the secret of keeping your audience on the edge
of their seats.

And if you chose any of the other three options!

So, is it safe to say the thought of giving a presentation fills you with dread? Don't worry. You're
not alone. Many of us say we are more fearful of giving a presentation than we are of death.
Perhaps that's why the activity you've chosen seems more appealing...or perhaps you are a
seasoned bungee jumper and adrenaline junkie!

Chances are though that you've started this topic because a presentation is looming, and you
want to get through it with your head held high having succeeded in making a positive impact
on your audience. If so. stick with it. In a few minutes, because like the safest option choice,
you'll have the secret of keeping your audience on the edge of their seats.

Butterfly Catcher

Consider the presentation you're about to give. What do you fear the most?

 I'll forget what to say.

 They'll find me boring.

 I'll embarrass myself.

 Something else.

It's fine to feel that way. Everyone hits the stage with some nerves - even experienced
presenters and performers. A degree of nervousness is normal and shows you care. So don't try
to suppress these feelings but see them positively and learn to control them. 

Stay focused on your breathing to counter your body's fight or flight instinct Take
deliberate, long. slow, deep breaths. Stick to water on presentation day and cut out the caffeine
Keeping your breathing in check is much harder to do if you're wired from recent consumption
of a double espresso.

Envision Success

Summer's presentation is about to start. As last-minute nerves take hold and palms begin to
sweat Summer recalls the advice of his three friends.

See your success. Picture how it looks and feels Keep that image in mind. Focus on it Believe in
it.

You know your stuff. You've practised until perfect. There's no reason to fail. You know what
you want to say and how you're going to say it.

The audience is on your side. They want you to succeed. They don't want to see you fail. Take
the emotion and passion you feel for your subject and channel it into your performance.

Nice to Meet You

You step out and see your audience for the very first time...

Suddenly all eyes are on you. You may never see most of these people again, so it's all the more
important to leave them with a positive impression. Not an easy task when there's little time to
build rapport: but not impossible. Think back to the last good presentation or speech
you attended or watched on YouTube perhaps. What was it about the speaker that had you
hooked?

 They were real, sincere relaxed and friendly.

 They looked appealing and were well prepared.

 They grabbed my attention and connected with the audience.

 They appeared to enjoy the experience.

You probably made most of these judgements within the first few seconds so when you're the
one in the hot seat, don't waste them. Dress for the occasion, remember your breathing and
smile. Be friendly. Be natural. Be yourself. Show your audience that you know your stuff and are
looking forward to enjoying the experience with them.
Find a way to connect with your audience and grab their attention. Ask a question or offer a
compelling fact - but pick something everyone can relate to. Perhaps empathise with traffic
congestion tube strikes, extreme weather or anything else the audience may have endured
getting to your presentation. But keep it short You don't want to distract from the point of your
being there.

Remember Ben?

Remember Ben? What does he do?

Yep, That's right. BEN ACTS. Don't forget it. It’s an important part of keeping your audience on
the edge of their seats. Let’s press on.

Audience Alert

Summers made a start. Everything seems to be going to plan. But a few minutes in. Summer
happens to glance around the room.

Some of the audiences are more interested in texting, some are whispering and talking to each
other, some are daydreaming or sleeping, Summer has not stayed alert to her audience. Your
audience may not say anything, but their non-verbal communication is constantly sending you
messages. Try to stay alert to these messages and adapt your approach to address any signs of
disengagement you may see.

Remember, you are just of the many people in the room so don’t overlook opportunities to
involve them. Establish eye contact, but don’t focus on the one person all the time which could
make them uncomfortable, sweep the room. Ask a question, slot a check in point.

If you recognize and respect the messages you receive, then you will do something about them.
It’s never too late to bring and audience.

What Else Are You Saying?

So what could be putting the audience off? Was it the non-verbal messages Summer
subconsciously gave out? Sarah's come armed with some feedback.

What we don't say says more than what we do say. Our non-verbal communication is powerful.
The way we say what we say. our facial expressions and body stance or movement counts for
93% of the overall message. So consider your audience:
  Speak up but don't shout.

 Speak out, don't just read your notes or visual aids.

 Convey your enthusiasm through your tone of voice, expressions and gestures.

 Look at your audience sweep around the room with your eyes, catch and hold people's
gazes briefly.

 Don't be immobile but move to reinforce what you say, avoiding constant movement,
repetitious movements or nervous gestures.

Come Along

Think of your presentation as a journey and your audience as those you've invited to join you.

You know where you're going. They don't. So, give them milestones and checkpoints so you
don't lose them along the way.

Signpost the way: Your audience will be more receptive to what you have to say if they know
where you're going and when you've got there. 

There's little point moving on if your audience can't remember the essence of what's gone
before. 

Summarize what you've said from time to time and hint at what's coming next. Give them
teaser information to keep them with you.

Stay on track: Memorise and stick to the slogan: Say what you're going to say Say it. Say what
you've said.

Concise takeaways: Make your messages clear and concise - People don't remember much of
what they hear, so pare down your takeaway messages to their bare essentials, say them often
and make them memorable.

Tackle Questions 

Summer dreads questions from the audience. They are the unknown. Despite anticipating as
many as possible and preparing for these the chances are there will be at least one question
that Summer will not have seen coming. Don't let the fear of an unknown question (that may
never be asked!) put you off.
Remember to stay on track, gauge whether the question you’ve been asked is relevant to the
message you want to deliver. If it’s not, give a quick response and move on.

Remember you are the driver, do not let your presentation get hijacked and taken off on a
tangent. If you steer away form the path you have signposted your audience will be lost.
Although some may be interested by the detour, most will become disengaged and switch off.
Stick to your planned journey, avoid tangents that dilute your message and your train of
thought.

Say if you don’t know, if you don’t know the answer to the question to a relevant and useful
question say you will find out the answer, write down the question and the questioners contact
details. Ask the audience if everyone would be interested in knowing the answer and ensure
you post the answer.

You can’t be expected to know everything, your audience will respect honesty and appreciate
the extra effort you take to reply with the answer.

Take control of questions. State clearly when you will answer question at the start of the
presentation, set rules which suots you.

If you are happy to take questions as you go don’t feel obliged to answer one if it changes the
course of your journey, Some of the audience may anticipate what is coming next, so don’t be
afraid to say “Great question and hold that thought” when you know the answer to the
question is imminent in your presentation.

If a question starts a heated debate, shut it down and say you will return to it at the end of the
presentation if there is time.

Keep your answers brief and to the point, don’t waffle. Use the questions as an opportunity to
reinforce your key messages again. Keep an eye on the rest of the audience, if you see or hear
people becoming distracted or preparing to leave then it is time to summarise and move on.

Stand and Deliver

Have you ever attended a presentation where the presenter has done one or more of the
following?

 Stands in front of the projector so you're forced to read some of the content from their
head or clothes.
  Reads the visual aids out loud to everyone.

 Doesn't allow you enough time to read the visual aids.

 Looks at and speaks to their visual aids rather than out into the room.

It's annoying when the messenger gets in the way of the message, isn't it? Confident stage
presence - even if you're not on a stage - is an asset to any presentation Work with, not against
your visuals aids Use them to enhance and summarise your message, incorporate a little
humour or add variety.

With all the practice you've had. you'll know your visual aids inside out but remember this is the
first time your audience will have seen them. Credit this audience with simple abilities. Let
them read for themselves. If they can't take in what's on screen in just a few seconds then the
visual aid has too much information on it.

Face your audience and keep connecting with them Avoid the temptation to glance behind
you. Just trust that your visual aid is there. Someone will tell you if it's not. It's more important
to watch expressions and reactions. Has your audience understood? Do they look like they need
more clarification?

Remember Ben?

Remember Ben? What does he do?

Yep, That's right. BEN ACTS. Don't forget it. It’s an important part of keeping your audience on
the edge of their seats. Let’s press on.

So what's all this about Ben acts'? How's that going to help me deliver better presentations?

B - Butterfly catcher - Sweaty palms and butterflies in your stomach before a presentation or
speech are normal. Calm and control them with long, deep breaths.

E - Envision success - You know your stuff. Believe in yourself Picture yourself succeeding.
Remember, the audience is on your side.

N - Nice to meet you - Make a positive first impression with your audience. Smile. Be friendly.
Be natural. Be yourself. Enjoy the experience.
A - Audience alert - Observe your audience and respond to the non-verbal messages you
receive. Be mindful of what your non-verbal signals are saying back to them about you.

C - Come along - Keep your audience with you all the way. Signpost where your presentation is
going, summarise what's been said and stay on track.

T - Tackle questions - Dictate when you'll take questions. Give brief answers. Don't let yourself
be hijacked and taken off on a tangent.

S - Stand and deliver - Command the stage. Let your audience engage with the visual aids
you’ve prepared for them - and don't get in their way.

At The End

As you bring your presentation to an end the trick is to leave your audience with something
that will stay with them - this may be food for thought or a call to action. Perhaps if you opened
with a question, you could close with its answer.

You've reached the end of this topic Has it prompted you to start thinking more about the
presentations you give? 

If you do nothing else, remember to take away the two special words... What are they again?

BEN ACTS of course!

Let’s start the show

Hello and welcome to Chair in control, the chat show that aims to be PERFECT. Let's meet Sarah
and three special guests each with an equally important topic to discuss.

"Hello. I'm Megan and I’ve discovered a new planet that could change the way we look at the
Big Bang theory I'm used to spending my time in a lab and don't feel very confident when
speaking in public."

"Hi. I'm Tia-Mae and I have a country-wide charity event to promote I'm used to promotional
work and tend to get a bit carried away by my enthusiasm It's really great to be here."
"Hello. I'm Summer. the first-time author of Less Big More Bang' - a new non-fiction title
published last month. It's a bit controversial and has forced early readers to either love it or
loathe it."

Your Last Meeting 

Three quite different guests - so not sure how easy this chat show will be to chair? But before it
begins, think about the last meeting you attended. Look at the five statements below and
decide whether you strongly agree, agree, disagree or strongly disagree:

 The agenda was vague or non-existent.

 One person dominated the discussion.

 Discussions often went off at a tangent.

 The chairperson didn't seem to listen.

 No one summarized the meeting at the end.

That's not surprising. These are all common pitfalls. Thankfully all can be avoided when the
chairperson strives to be PERFECT.

The PERFECT Chair

Just what to do we mean by PERFECT in this context? Here are the one-word clues.

Preparation Encouragement Rivalry Focus Ears Clarify Time

Are you suitably intrigued? If so let's go back to the studio where our three guests are waiting
to be interviewed. Will their experience be PERFECT?

Preparation

Sarah's preparation for the show is characterised by Benjamin Franklin's famous words. Failing
to prepare is preparing to fail.

Failure is not an option on live television. The principles Sarah should use to prepare the show
can equally be applied to a chairperson preparing in advance of their meeting.
Know the subject: Summer' discovery of the new planet has taken years and as a non-scientist.
Sarah is unlikely to ever understand this discovery in detail. When faced with documents or
information you don't understand, ask for a non-technical summary to include bullet points of
the key points to help you get up to speed.

Balance your opinions: Sarah plans to read Summer's book but already has a strong opinion on
the subject which is likely to bias their discussion. Bias isn't good. A chairperson should be
objective. So allow time to research the subject so that you understand all viewpoints and can
chair the meeting objectively, incorporating all of them.

Set an agenda: Charity events are always popular but Sarah doesn't want the promotion of this
one to take over the show. Agendas organise meetings and set expectations. Agree and
distribute an agenda in advance of every meeting. Then at the start of the meeting set ground
rules that will minimise interruptions and keep the discussion on track whilst encouraging
flexibility and freedom of expression.

Speak Up!

Sarah is interviewing Summer...

So Summer, does your discovery challenge us to think about the big bang theory in a totally
different way?

Summer replies, er yes!

Megan contributes the conversation by saying that great isn’t it? I read a book about the big
bang recently, apparently it is being made into a film.

Tia-Mae joins in very enthusiastically, yes, I know the one you are talking about. Didn’t the
author write another title about living on the moon? I love space travel! I can’t wait until its like
catching a bus!

Sarah tries to regain control of the show, well …. Its not actually the same

At that point she announces I am sorry Summer it seems we have run out of time, on next
weeks show ….
Encourage Involvement

Some people don't mind conversations that change direction quickly or people who interrupt.
Others, however, need time to think and space to consider their thoughts and ideas before they
express them It is easy for the viewpoints of those in this latter group to be overlooked.

Sarah could have done more to encourage Summer's involvement in the conversation. Here's
how:

Ask open questions: Avoid 'closed' questions that require no more than a simple yes' or no'
answer. There can stop a conversation in its tracks! Instead, choose questions that invite detail
and encourage the speaker to expand on their subject at their own pace.

Value silence: Don't perceive silence as awkward. Don’t be tempted to try to fill it yourself.
Silence gives everyone time to collect and organise their thoughts before they speak.

Fine tune your body language: Once someone has started to speak, use open body language to
encourage them to continue. Equally a chairperson's non-verbal communication can also help
to curb the natural enthusiasm of those who persistently interrupt.

Build a rapport: Most importantly, as the chairperson, you need to work to build rapport with
everyone who attends your meeting. This develops mutual trust and people are more likely to
contribute fully when they trust that their opinion will be listened to and valued.

Love It or Loathe It

Sarah has read Summer's book and already formed a strong opinion.

So, summer what made you decide to write this book?

Well Sarah, it’s a controversial subject matter but I felt it had to be written about

I read this book last week Summer and I loved it, but from a scientific perspective its completely
wrong! Tia-Mae and Megan were talking about this before the show, and both agree on that

I have to say I do agree with Tia-Mae but sadly once again we have run out of time. On next
week’s show ….
Rule Out Rivalry

Unlike Sarah an effective chairperson manages the rivalry between attendees and remains
impartial.

Conflict between meeting attendees isn't uncommon, so it's important to know how to handle
it. What would you do to prevent rivalries in your meeting?

 Be firm but fair - let everyone have their say.

 Stay open-minded - don't express your own opinion.

 Know the facts and understand the subject matter.

 Hold a separate meeting for each rival

Some of these points are best practice. However, although it may be tempting to separate
known rivals, great decisions can sometimes come from lively exchanges - as long as the
chairperson does a good job of keeping the discussion focused.

When rivalry (expected or not) threatens to hijack your meeting interject in a firm but the fair
manner that focuses on facts demonstrates your understanding of the subject matter and
allows everyone to express their viewpoint. Where necessary, give clear direction to refocus the
discussion and park any issues to either be explored later in the meeting if time permits or to be
followed up after the meeting.

Stay neutral, no matter how strong your opinion on the topic Those who sense that the
chairperson shares their opinion may try to manipulate the situation to their advantage and disrupt
your ability to chair effectively.

Keep Focused

Ever sat in a meeting where the discussion gradually drifts away from the topic on the agenda7
No one seems to notice it happening at first. Then suddenly, 15 minutes has been wasted.

It's the chairperson's job to keep everyone focused A tough job - especially when there are
some attendees that seem to love the sound of their own voices. 

You know the ones - the ramblers and the digressers.

The rambler: Yes. it is a fact of life that some of us are naturally prone to long-windedness. The
chairperson needs to tactfully cut off those who speak for too long, thanking them for their
contribution and acknowledging the value of what they have said.

Sometimes the best way to satisfy a rambler is to summarise succinctly back to them the point
that they have made - so listen to them carefully - don't drift off.

The digresser: Digressers lead one thought into another then into another - with little reference
to the objectives of the meeting Their contribution can frustrate others in the meeting who
have given up valuable time to attend.

Notice when this happens and nip it in the bud. Earn the respect of everyone by bringing
attention back to the matter in hand If the digression warrants further discussion - return to it
as an Any Other Business (AOB) item if there is time - or suggest another meeting is arranged.

Paying Attention?

It's Tia-Mae's charity's turn in the limelight...

Tia-Mae’s charity makes a positive change and that is why this event is so important. So many
lives can be changed by the work this charity is doing.

Summer agrees with Sarah, I couldn’t agree more, I have seen firsthand the improvements that
can be made.

Megan joins the conservation and states she will be taking part 100%

The studio suddenly goes completely silent!

Sarah has run out of time …..again! I’m sorry, I missed that last point completely, but sadly we
have run out of time. On next weeks show …..

Lend Me An Ear

You cannot hope to chair a meeting effectively if you are not listening properly so keep your
ears well exercised throughout the meeting.

Others may be able to dump out of the discussion or daydream on points that are less relevant
to them but not you. 
The chairperson needs to be alert and attentive all the time.

The PERFECT C is difficult if you don't listen. 

Clarification

Everyone needs to leave the meeting knowing what was agreed what they need to do and
by when. 

It's unlikely that they will remember everything that was discussed but should more details ever
be needed to ensure minutes are available accurate minutes that are distributed promptly.

The best way to clarify what needs to be done in everyone's minds is to:

 State clearly the objectives of the meeting at the start.

 Facilitate the meeting according to its objectives.

 Review progress made against these objectives at the end.

Make sure that the information you want people to take away stands out. Clarify next steps,
action points responsibilities and timeframes and make sure they are recorded accurately.

Times Up!

There's never enough time - and in our fast-paced world many of us give it up begrudgingly,
needing to know that our time will be well-spent. With this in mind:

 Value time - don't book a meeting for longer than is needed and never allow a meeting
to overrun.

 Start on time - don't recap for latecomers. Ask them to catch up in their own time.

 Keep time - work to the timings on the agenda but show flexibility where a point
warrants further discussion or resolution.

 Allow time for everyone to contribute - encourage quieter attendees to participate

remember they may be waiting for you to ask for their opinion before offering it.
PERFECT ACRONYM

So next time you are asked to chair a meeting, aim to be PERFECT. File in resource files.

 Preparation - Know the subject, balance your opinions and set an agenda.

 Encourage - Ask open questions, value silence, fine tune your body language and
build rapport.

 Rivalry - Manage conflict, remain impartial, know the subject and be firm but
fair.

 Focus - Manage ramblers and control digressers.

 Ears - Listen effectively throughout.

 Clarify - Sum up the points made and issue prompt accurate minutes.

 Time - Value time keep time and allow time for everyone to speak.

Any excuse for a party

Megan will leave to travel the world in less than a month so Sarah, Summer and Tia-Mae pian a
surprise Bon Voyage party.

Sarah summaries the cake discussion, OK so we have agreed that the cake will be shaped like a
suitcase with the word “room in your suitcase for three more” on top

Yes, perfect Sarah, are you OK to sort the cake? You said you was a good baker?

Er ….yes, sure. Sorry, I was thinking about the decoration, I am happy sorting out the cake, a
suitcase right replied Sarah with a thoughtful look on her face.

Tia-Mae reassures Sarah, that’s the one, don’t worry about decorations, I’ve got them covered.

Sarah though is keen to sort out the decorations, I think we’d all agree I have the most artistic
flair and should sort out the decorations? Why don’t you book the venue Tia-Mae instead?
Summer wraps up their meeting saying, I think we’ll agree to disagree on that point! Let’s leave
the plans as they stand, Megan is going to love this party!

Nearly a Month Later!

All is not well outside the party venue.

Tia-Mae glares at Sarah when she arrives with a massive bunch of decorations, then stated, I
thought I said I would sort out the decorations!

Sarah is adamant, No, we agreed that I should do it as I have more artistic flair,

Summer comes over to defuse the tension and say’s oh no not that again! I don’t think we
agreed but let’s not argue about it, a party can never have too many decorations, I can’t wait to
see the cake Sarah!

But the cake isn’t what it should be, great cake, but the slogan ‘Are you taking three suit
cases?” don’’t make any sense! what happened to room in your suitcase for three more?
Where’s the joke in what is written here asked Summer

Sorry I remember now what we said Sarah, anyway it’s time we went in and set up.

Ah ….said Tia-Mae with a red face, well yes …that’s another problem, I forgot to book the
venue!

What Went Wrong?

The party was not quite the surprise Pr3s bad expected! Tia-Mae and Auran both assumed
responsibility for the party decorations. Sarah got the cake slogan wrong and nobody booked
the venue. What caused this confusion?

 A - Auran. Tia-Mae and Cam didn't listen to one another.

 B - Auran. Tia-Mae and Cam didn't know how to plan a party.

 C - They didn't work together to complete all the tasks.

 D - They didn't record the decisions and actions they agreed.

Answer: A, D. The key problems arose because Auran, Tia-Mae and Sarah didn't listen to each
other This led each one to make assumptions that they failed to validate. But this might not
have mattered so much if someone had been responsible for clarifying and writing down what
had been decided and who would do what.

Minutes would have helped. Working from an agreed set of minutes would have saved them
money and effort and spared embarrassment.

Are Minutes Really Necessary?

Minutes - The written or recorded documentation that is used to inform attendees and non-
attendees of the decisions and actions agreed during a meeting.

Are you a minute cynic? "Minutes take too long to take, write up and distribute... and no one
ever reads them anyway. What's the point?"

We might not say it out loud but most of us have, at some point, thought the same. It is a
testimony to high efficiency if minutes appear redundant but... we are only human. Most of us
can't remember everything we have to do all of the time.

Effective minutes give focus to the key decisions and actions; who should do what and by when.
They are a communication tool. They record consensus. They cut out ambiguity. They can help
avoid errors, duplicate effort and oversights and save time, money and future argument

Be Prepared

You might think taking minutes is easy. 

Just turn up to the meeting with a notepad and pen and start writing. 

The quality of the minutes you produce, however, will be greatly improved with a little more
preparation.

Contact the chair: Speak to the chairperson in advance of the meeting. Ask for the agenda who
will attend the meeting and the level of detail that the minutes need to capture. If available,
read the previous minutes and any documents relevant to the meeting in advance and clarify
anything you don't understand.

Build a glossary: Use what you have learnt to build a list of abbreviations to make your minute-
taking faster. These might be initials instead of full names or other abbreviations for frequently
used documents terms or jargon. You might include AP for Action Point and DL for Deadline.
Establish with the chairperson whether you can retain these abbreviations, explained by a
full Glossary of Terms, in the published minutes or whether all or some of the abbreviations
should be written out in full. You may be told that a documentation system is already in place in
which case you should get a copy and follow it.

Tailor your template: Make sure the minute-taking template you use is fit for purpose and
meets the needs of the chairperson. Make sure it links to the agenda and add any detail that
may save time. For example, it might be useful to monitor the intended time versus the actual
time spent discussing each agenda item.

Reliable tools: Check you have all the tools you need and that they won't let you down. If
typing, does your laptop have a power cable or enough battery to cope if a power source isn't
available? Does your recording device have enough storage space? If all else fails make sure you
always have a back-up pen or pencil and a notepad with enough spare pages to complete the
job.

Arrive early: Make sure you are one of the first to arrive at the meeting. This lets you pick a
seat where you can hear and see everyone and allows time to organise your space before the
chairperson opens the meeting.

CABIN Fever

45 minutes after the meeting started and the room is warm. There's no pause in the discussion.
You want to capture everything but your hand just can't write fast enough - and touch typing
isn't one of your skills! You've been shut in this room for too long You can feel CABIN fever
setting in. But it is CABIN that is the cure...

C - Consistent - It shouldn't be a chore to read minutes. Use a well-designed template that

captures the information the chairperson needs and allows the reader to skim read to pick up
the key information they need quickly. 

Make agenda headings clear and ensure all decisions and action points (and owners) stand
out as this is the information searched for most. Set style rules for presenting your minutes and
keep them consistent between meetings.

A – Accurate - Never guess. If you've not understood something, wait for a natural pause and
ask for clarification. 

If it's not appropriate to interrupt the flow of the meeting to do this, then ask for clarification
before moving on to the next item on the agenda or, as a last resort check with any relevant
people immediately after the meeting ends. 
It is better to interrupt or inconvenience people for a few minutes than distribute inaccurate
minutes. The best aid to accuracy is familiarity with the subject matter, so don't skip your
preparation.

B – Brief - Don't try to capture everything Summarise all progress and any decisions and actions
agreed succinctly. Assign an owner and a deadline where applicable.

Provide sufficient context so that your minutes can be understood but no more If any reading
or support material has been discussed, simply reference these by name - don't try
to summarise them.

I – Interpret - Listening is as important as writing. Listen interpret summarise A good minute

taker knows when not to type or write. Sometimes a long discussion full of twists and turns and
side-tracks can take place before anything minute worthy is said. 

During these times, listen for key messages, digest their meaning and summarise them
to capture the essence of the discussion clearly an succinctly in what you write.

N – Neutral - Do you have a personal interest in the outcome of the meeting? If yes. you are
not the best person to be taking minutes. 

Equally, if you find that you have an opinion on what's being discussed, do not let this come
through in what you write and do not feel tempted to participate. Not only is it
almost impossible to talk and write at the same time but it's important that the minute-taker is
seen as objective. Just stick to the facts.

A Second Opinion

You’ve typed up the minutes You've checked them Now it's time to send them out,
right? Ideally no! You are never the best person to proofread your own work Ifs better to call on
a second opinion: an editor - someone with:

 Good writing skills.

 An eye for detail.

 Time to help you.

Ask them to check:

 For errors, you may not see such as spelling mistakes.

 That your minutes are clear and easy to read.

  That your style is consistent and in line with the agreed template.

Should this editor have attended the meeting? No, it is better that they point out what does
and does not make sense purely from what they read and without another frame of reference.
This objectivity is particularly helpful as not everyone who needs to read and understand your
minutes will have attended the meeting.

Signed Sealed Delivered

So how long do you have to write the minutes, get them edited and distribute them? What do
you think is the most reasonable timeframe?

 The same day as the meeting.

 24 to 48 hours following the meeting.

 Five working days following the meeting.

 Seven working days following the meeting

The same day as the meeting - It's unlikely that anyone would expect this amount of work to
happen in a day and it would be almost impossible to achieve if the meeting took place in the
afternoon. A more reasonable timeframe for distribution is 24 to 48 hours following the
meeting During this time the content of the meeting is still fresh in everyone's minds and
people who. for one reason or another, were absent can read the minutes and follow up with
others knowing that the content of the minutes is still current and relevant.

24 to 48 hours following the meeting - between 24 and 48 hours after the meeting feels about
right. During this time the content of the meeting is still fresh in everyone's minds and people
who for one reason or another, were absent from the meeting can read the minutes and follow
up with others knowing that the content of the minutes is still current and relevant.

Five working days following the meeting - After five days, the content of the meeting is already
beginning to fade in everyone's minds. It’s better to distribute them a little faster than
that. Getting them out between 24 and 48 hours is best. 
During this time the content of the meeting is still fresh in everyone's minds and people who,
for one reason or another, were absent from the meeting can read the minutes and follow up
with others knowing that the content of the minutes is still current and relevant.

Seven working days following the meeting – Seven days is too long. We live in a fast-paced
world where minutes lose their value if they are not distributed while the meeting is still fresh
in the mind. Minutes distributed this late are more likely to contain inaccuracies and - more
importantly - many of the deadlines for actions set will have already passed. The best
timeframe for distribution is 24 to 48 hours following the meeting.

Effective Minutes?

Let's imagine that the minutes had been taken for the party planning meeting. Here's a section of
what was written. As an editor, what recommendations for improvement would you suggest?

Time to Wave Goodbye

There's no doubt that the Bon Voyage' party for Megan would have been organised and
executed better if everyone had some effective minutes to refer to and work from But
nonetheless Megan new adventure is about to begin. Let s hope it turns out to be as exciting as
the minutes you are now equipped to write!

Has this brief topic helped you to look at minutes - why they are necessary and how best to
capture them - a little differently? Is there something you can take away to improve on what
you do already? Here's a template you might like to adapt so you don't have to start from
scratch in the resource files. And there's no reason to forget the key points if you download this
handy one-page summary.

Happy writing. Remember minutes matter!

My biggest influence
Many of us are not natural influences. We would rather follow the crowd than assert our
position. But good ideas should always be shared and helping others to understand your point
of view is the first step to making a positive change. Think for a moment. Who has had or is the
biggest influence on you? How do they do it?

How Confident Are You?

How confident do you feel about using your influencing skills? Look at the two statements
below and decide whether you strongly agree, agree, disagree or strongly disagree:

 I have the skills I need to influence others confidently in my personal life.

 I have the skills I need to influence others confidently in my professional life.

 Thank you for your responses. Think about the influencing you do. Are those you
influence happy to take on your ideas or do they have one arm twisted behind their
back?

This short topic will prompt you to think about why. where, when and how you try to influence
others and help you to bring more people around to your way of thinking - in both your
personal and professional lives.

Look into My Eyes, WHY?

How do you feel about influencing people? Do you see this as a positive or negative skill? 

Some people may believe that influencing makes people do something against their will. 
However, used positively, influencing can be used to inspire interest, build support and get
the results you want in your personal and professional life

Interest, Support, and Results

Why improve your influencing skills?

To inspire interest - People who enjoy your company are more likely to be interested in what
you have to say and agree with your suggestions.

To build support - Positive emotions are contagious and can influence the way groups to make
decisions. Being relaxed but enthusiastic can encourage your audience to support you.
To get results

An ability to influence people means you are in a better position to choose the best strategy
to achieve the results you want or need.

What Do You Want?

First things first. Be clear about what it is that you want before you begin to influence anyone.

 Take time to determine your goal and keep it in mind.

 Collect evidence to back up your position.

 Anticipate obstacles that may be put in your way.

 Consider the compromises you would be prepared to make.

 Determine the possible outcomes you would be happy to accept.

Don't be surprised if what you want in stage 1 differs from what you will accept in stage 5. It
demonstrates your realism and flexibility. With what now established let’s turn our attention to
the best time to introduce our ideas.

Larks, Owls and Hummingbirds

We all have natural energy peaks and troughs throughout the day
Larks - 10% of the population are defined as larks. They rise early and are at their most
productive early in the day.

Owls - 20% of the population are defined as owls. They rise late and are at their most
productive late in the day.

Hummingbirds - 70% of the population are defined as hummingbirds. They fit somewhere
between larks and owls

What Are You?

So, are you a lark, an owl or a hummingbird? What are others around you? Look at the list
below and decide who you can classify as a Lark, Owl or Hummingbird:

 Me.

 My brother / sister.

 My line manager.

 My closest friend.

 Are those around you the same or different?

Does your natural energy peak at the same time? If not then this may be affecting your ability
to influence them.

Perhaps you have approached them at the wrong time in their day.

The Best Time of the Day to Influence

Now you understand a little more about natural energy peaks and troughs when do you think
would be the best time of day to influence a mixed group of larks owls and hummingbirds?

 9:00 am

 11:00 am

 2:00 pm

 4:00 pm
9:00 am is a good time to try- and influence larks but don't try to influence owls this early in
their day. 11:00 am is the best compromise for everyone

11:00 am is the best compromise for everyone. You are likely to have more success if you try to
influence others around this time in the day.

2:00 pm is not ideal for larks They slow down and suffer a post-lunch drop in energy at this
time. But 2:00 pm is good for owls as this is the time that they begin to perk up. But if you want
to influence a mixed group of larks, owls and hummingbirds then 11:00 am is the best
compromise for everyone.

4:00 pm is not a good time for larks. At this time their energy levels are low and they are
less receptive to ideas But it's a great time for owls as they are just hitting their energy peak.
However, the best compromise for everyone is 11:00 am.

Attention Span of a Goldfish

These days our environment is full of distractions. With so much to do, multi-tasking has
become an expectation. This means it's often difficult to get anyone's undivided attention.

Think about it. When was the last time you had someone's complete attention? That is to say
without them interacting with their phone or glancing across at the television?

It's said that the attention span of a goldfish is just nine seconds. Not long you may think.
Well, consider this... The time it takes to capture someone's attention has fallen in the last
decade probably due to our technology-driven, fast-paced sound-bite needs.

We now have just eight seconds to make a positive impression and demonstrate our value If we
don't succeed, our audience becomes disengaged and our opportunity to influence is lost.

Distractions, Distractions...!

How can you improve your chances of influencing if you only have eight seconds available to
get the attention you need?

 A - Identify and mitigate possible distractions.

 B - Ask for possible distractions to be switched off and/or put down.

 C - Schedule a meeting away from possible distractions.

  D - Wait until an opportunity to speak without distraction arises.

Answer: A, B, C.

The key is to be proactive Identify and remove any possible distractions completely. If space
is available then schedule a meeting away from anything technology or otherwise, that is
not essential to what you want to say or demonstrate. Alternatively, turn off or remove
anything that might take attention away from you.

How Do They Do That?

You have the right time and the right place. Now, what do you do?

Listen and probe - Ask questions to engage the other person or people in the discussion Probe
for detailed answers that help you establish their thoughts and feelings.

Listen for objections and work out how you can get past them. Reinforce the benefits and
invite questions so you can clarify any issues uncertainty or concerns.

Tune in - Build rapport with your audience. Try and get on their wavelength - understand what
engages and motivates them. Use the first few minutes with them to find some common
ground.

Note the body language - Manage your non-verbal communication If what you are saying and
what your body is saying do not match, it's the non-verbal messages - ie what your body is
saying that will be delivered. So make sure your communication is always open and honest.

Pay attention to reading non-verbal communication in others Are they coming round to your
way of thinking or are they showing signs of withdrawing from the conversation?

Understand, then be understood - Our existing values and beliefs influence our perception and
judgement of the world around us. Try to uncover the values and beliefs of your audience so
you can understand how' to influence them.

Speak fluently. Avoid long silences fillers and non-words - they can affect the clarity of the
message you are trying to get across.

Remain Assertive - Be assertive, not aggressive. Keep your goal in mind and focus on a positive
outcome.
Auran Needs Megan on Board

Now you are armed with the what when, where and how of influencing take a look at this
conversation. Could Auran have influenced Megan better?

Can we speak?

Hi Megan, I need to speak to you about something. Er … not sure exactly how its going to work
but we’ll see. Is 9am tomorrow okay with you?

Well I am not that much of a morning person and certainly not at my best at that time, but I
can be in by 9am if you want me too?

That is great! I will book us a meeting room so we are not interrupted. You are up to speed with
all the current changes aren’t you?

There is something I would like to share, Yes but I do have concerns, perhaps we can discuss
those as well tomorrow?

Well there is only limited time, I am not sure if we will have time to go into detail but I am sure
you will agree with my suggestions.

How Did Auran Do?

Which of the what when, where and how of influencing did Auran put into practice during this
conversation with Megan?

 What.

 When.

 Where.

 How.

Yes! Auran did book a meeting room and so where was agreed. But overall Auran's approach
was very aggressive. There were errors and oversights in all other areas:

 What? Auran did not have a clear goal in mind.

 When? Auran did not try to establish the best time of day for Megan.
  How? Auran asked a closed question so Megan felt pressured to answer either 'Yes' or
'No' Auran then didn't listen to the answer and ignored Megan' concerns.

Let's Try That Conversation Again

Did you spot any of the mistakes? Auran approaches Megan again. Does the conversation go
any better this time?

A clear idea - Hi Megan. I've had an idea that I think will increase production by 10% and I need
your help. Can we discuss it at some point soon, please? When would be a good time to meet?

A time that works for everyone - Of course, how about tomorrow at 11 00 am?

An open question - Perfect. I'll book us a meeting room so we don't get interrupted How do
you feel about the other recent changes? The idea I have builds on them.

There is something I would like to share - I do have some concerns. Perhaps we can discuss
those as well tomorrow?

Empathy and assertiveness - Of course. I know the current changes have been a bit unsettling.
Let's work through them together tomorrow. I think the benefits will become much clearer if
we do

What Will You Do Differently?

Before we finish let s double check that those key points have stuck. Remember the what, why,
when, where and how of influencing?

1. What do I want to achieve? How much will I compromise what I want?

2. Why do I need buy-in from another person or group of people?

3. When in the day am I most likely to have the greatest impact?

4. Where should we talk? Where are the fewest distractions? Where will I get undivided
attention?

5. How should I approach the conversation? Am I prepared to:

 Listen and probe?

 Tune in?
  Note my own and others' body language?

 Understand then be understood?

 Assert myself?

Hopefully, now you will have some ideas to improve the way you influence others

A summary of what we have learnt

Given that it is difficult to hold an audience's attention for more than 20 minutes, the
generally accepted maximum number of key points to cover in a presentation of that
length: Seven (7) key points.

Steps to make the PERFECT presentation:

 Pinpoint your purpose.

 Empathise with your audience.

 Research your content.

 Filter your content.

 Enhance your content.

 Cue cards - Use them if needed.

 Tick list - Logistics of presentation.

The following are powerful non-verbal communication tools:

 Speak up but don't shout.

 Convey your enthusiasm through your tone of voice, expressions and gestures.

 Look at your audience - Catch and hold people's gazes briefly.

The following principles can be used to prepare in advance of chairing a meeting:

  Know the subject.

 Balance your opinions.

 Set an agenda.

The following can help prevent rivalries In your meeting:

 Be firm but fair - let everyone have their say.

 Stay open-minded - don't express your own opinion.

 Know the facts and understand the subject matter.

The following help clarifies what needs to be done in everyone's minds:

 State clearly the objectives of the meeting at the start.

 Facilitate the meeting according to Its objectives.

 Review progress made against these objectives at the end.

Managing the PERFECT meeting:

 Preparation - Know the subject, balance your opinions, set an agenda.

 Encouragement - Ask open questions, value silence, fine-tune your body language, build
rapport.

 Rivalry - Manage conflict, remain impartial, know the subject, be firm but fair.

 Focus - Manage ramblers, control digressers.

 Ears - Listen effectively throughout.

 Clarify - Sum up the points made, Issue prompt and accurate minutes.

 Time - Value time, keep time, allow time for everyone to speak.

Minutes - The name given to the written or recorded documentation that is used to inform
attendees and non-attendees of the decisions and actions agreed during a meeting. The
following are advantages of effective minutes from a meeting:

 They record consensus.

  They cut out ambiguity.

 They can help avoid errors and duplicate effort.

Minutes for a meeting should be (CABIN): Consistent, Accurate, Brief, Interpret, Neutral.

The most reasonable timeframe to write the minutes, get them edited and distribute them
following a meeting: 24 to 48 hours following a meeting.

We all have natural energy peaks:

 Larks -10% of the population. Rise early, most productive early in the day.

 Owls -20% of the population. Rise late, most productive late in the day.

 Hummingbirds -70% of the population. Most productive during the middle of the day.

People who enjoy your company are more likely to be interested in what you have to say and
agree with your suggestions. Think about what you want before you try to influence anyone:

 Take time to determine your goal and keep It in mind.

 Collect evidence to back up your position.

 Anticipate obstacles that may be put in your way.

 Consider the compromises you would be prepared to make.

 Determine the possible outcomes you would be happy to accept.

You can improve your chances of influencing even if you only have eight seconds available to
get the attention you need:

 Identify and mitigate possible distractions.

 Ask for possible distraction to be switched off and/or put down.

 Schedule a meeting away from possible distractions.

Questions
Which of the following are advantages of effective minutes from a meeting?
Choose three

They record consensus

They cut out ambiguity

They can help avoid errors

They duplicate the workload

True or False: One factor that determines an effective leader is their ability to
listen well. Good leaders are great listeners.

True

According to studies by Albert Mehrabian which of the following components of

his rule of communication conveys the strongest messages for others to
interpret? Choose one.

Vocal component

Visual component

Verbal component

True or False: People who enjoy your company are more likely to be interested
in what you have to say and agree with your suggestions.

True

Which of the following can you listen for to interpret non-verbal

communication? Choose two.

The tone of the voice

The pace of the speech

Words used
Range of vocabulary

The acronym, FEAT stands for which of the following? Choose one.

Feelings. Environment, Attitudes, Thoughts

Feelings. Environment, Actions, Thoughts

Feelings. Emotions, Attitudes, Thoughts

What name is given to the written or recorded documentation that is used to

inform attendees and non-attendees of the decisions and actions agreed during
a meeting? Choose one.

Summary

References

Minutes

Notes

Which of the following are potential risks when having to make a difficult
conversation? Choose three.

Opportunity to vent your anger

Uneasiness if strong emotions are shown

Personal embarrassment if the conversation goes wrong

Overwhelmed if too much information is shared

Click and drag the following five steps into their correct order to get the most
from non-verbal messages. Arrange the following in the correct sequence.

Take in nonverbal cues

Review all nonverbal cues collectively

Understand their context

Sense their honesty

Trust your instincts

Which of the following are potential rewards when having to make a difficult
conversation? Choose three.

Uneasiness if strong emotion are shown

Take control of the situation

Find new solutions to problems

Improve teamwork or personal relationships

Which of the following can you watch for to interpret non-verbal

communication? Choose three.

Tone of voice

Body position or posture

Facial expression

Any touch or contact

Which of the following are types of action that are likely to improve your
conversations and your listening? Choose two.

Fixers

Probes

Mirrors

Diversions
The acronym, CABIN stands for which of the following in relation to taking
minutes at meetings? Choose one.

Consistent, Accurate, Brief, Interpret, Neutral

Consistent, Assertive, Brief, Interpret, Neutral

Consistent, Accurate, Brief, Independent, Neutral

Which of the following help clarify what needs to be done in everyone's minds?
Choose three.

Ask closed questions to speed up the meeting

Review progress made against these objectives at the end

State clearly the objectives for the meeting at the start

Facilitate the meeting according to the objectives

The acronym REAP stands for which of the following? Choose one.

Research, Employ, Address, Promote

Research, Empathise, Articulate, Problem solve

Research, Engage, Attitude, Promote

What is the most reasonable timeframe to write the minutes, get them edited
and distribute them following a meeting? Choose one.

The same day

24-48 hours after the meeting

7 days after the meeting

Think about how you want before you try to influence anyone, arrange the following steps in
the correct sequence.

Take time to determine your goal and keep this in mind

Collect evidence to back up your position

Anticipate obstacles that may be put in your way

Consider the compromises you would be prepared to make

Determine the possible outcomes you would be happy to accept

Drag the statement from underneath to space on right to match the heading on
the left.

Match the statement to the correct answer

Trivia spotting Look at this error, and this one and another one

Procrastination I cant do this now, I will do it tomorrow

Dodging responsibility I am not very good at this, someone else will sort it out

When making a presentation which of the following are powerful non-verbal

communication tools? Choose three.

Move constantly, using repetitious gestures

Look at your audience, catch and hold gazes briefly

Convey your enthusiasm through the tone of your voice, expressions and gestures

Speak up but do not shout

Which of the following are components of visual communication? Choose four.

Tone of voice

Words used
Gestures

Posture and proximity

Eye contact

Facial expressions

Which of the following make up Albert Mehrabian's rule of communication?

Choose three.

Textual

Literal

Visual

Vocal

Verbal

We all have natural energy peaks. Drag the statement from underneath to space
on right to match heading on the left.

Owls 20% of the population rise late, most productive late in the day

Larks 10% of the population, rise early, most productive early in the day

Hummingbirds 70% of the population, most productive during the middle part of the day

Given that it is difficult to hold an audience's attention for more than 20

minutes, what is the generally accepted maximum number of key points to
cover in a presentation of that length? Choose one.

One

Three

Five
Seven