The Communication Problem Solver 11 pdf

... and increase stress. Who wants their time and energy wasted? The next time the manager questions the employees, they might shrug the question off rather than invest themselves in a futile conversation. When ... goals? Are they support- ive, or accusatory? Do they relate to budget, timetables, and specifica- tions? Do they direct the employee to think one way, or do they open the po...

Ngày tải lên: 02/07/2014, 04:21

... help. —xv PART I THE SECRETS TO CREATING AND SUSTAINING ENERGIZED RELATIONSHIPS This page intentionally left blank THE COMMUNICATION PROBLEM SOLVER F OREWORD Each chapter in The Communication Problem Solver ... to redefining communication problems in factual terms, then solving them once and for all. The examples in this book are true, but the names have been changed to...

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... up. Throughout the interactive training, the different departments dis- closed their challenges and why they worked the way they did. They learned to listen to each other and they developed relationships ... OF R ELATIONSHIP employee and the manager, the whole team experiences discomfort and stress. They look to the manager to fix the problem, not instigate it. Summary This chap...

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... information about the other. Intu- ition springs from this information. Confident managers trust their intuition. They listen and clarify the other person’s meaning, and also intuit the person as ... when their managers approach them about progress on an assignment. This helps keep a project on track. Problem 6. General Communication Issues Throughout the Organization • There is a...

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... your teammates were scrambling to solve the problem. That took them off their own deadlines for today. And it delayed getting the problem solved, since they had to wait until you got here any- way ... and Joey cross-trained on the ‘X’ portion of the job so they can back you up in the event of an emergency. I’ll talk to them later. Could you bring them up to speed by the end of...

Ngày tải lên: 02/07/2014, 04:21

... 121–122 ‘‘lame duck’’ example, 116 118 ‘‘lazy’’ example, 110 112 ‘‘nitpicky and insensitive boss’’ exam- ple, 114 116 ‘‘old dog’’ example, 112 114 ‘‘weak link’’ example, 118 119 project management, ... and the direct reports because the roles are blurred. It is unclear when the manager wears the peer hat and when she wears the manager hat. When you are given the new mana...

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... book from others on the topic are the practical tools like the step- by-step how-to’s and the real-world management examples. They cut through the theories to enable you to analyze your communication ... Advance praise for The Communication Problem Solver: ‘‘You must read this book to conquer communication concerns once and for all. Nannette Carro ll’s The C ommunicat...

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... affects another department. The managers may incorrectly assume that other departments understand what they need and why. Even if they work on the same project, often groups do not know the impact of their ... down the line what’s happening with the ebb and flow. If guys in the warehouse know there’s a surge in orders, they can mentally prepare for it. Stress accumulates if the o...

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... plea- sure.’’ They seemed to enjoy both their work and their coworkers. When I asked a few employees why all the workers seemed so happy, they said the view was terrific and the people they worked ... getting what they want and (2) teaches employees that to survive, they must disregard their manager. The Impact of Not Setting Clear Expectations Not being clear about the expectations...

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... enable employees to believe that the manager knows the direction and is there to support the employees achieve the goals. In short, to set clear expectations for others, you must first know clearly ... self on current trends Lead the Meeting(s) with Your Boss Open the meeting with a recap of the purpose of this communication on expectations and responsibilities. The purpose i...

Ngày tải lên: 02/07/2014, 04:21