Do Don’t Stand or sit up straight. Talk over team members Maximizing the physical space Arrive at solutions without makes a difference in how your consultation audience reacts to you. Voice disappointment if team Pay attention to the room you’re members contribute don’t holding the briefing in more Smile—and mean it. When we and not come ‘Park’ contributions smile sincerely, the warmth back to them becomes self-reinforcing Allocate actions to individuals Keep it ‘conversational’ without their consent Make sure everyone can hear Be too formal or too informal you Use jargon/buzzwords that Vary your pitch and speed people might not understand Be positive and enthusiastic, Distract attention from your talk without over-doing it by e.g. jingling coins/keys in Keep an eye on your audience to your pocket, fiddling with a check they're still with you pen or jewellery Make it relevant to people's Download a cascade without experience and situation interpreting, extracting or for the team ‘translating’ Explain new or unfamiliar terms when you first use them Ignore people's feelings or issues Let yourself get side-tracked or Check they understand what bogged down in unnecessary you're saying: pause for arguments questions regularly wait till – don’t the end Let one person dominate the proceedings Use 'active listening' skills to make sure people's views and Conclude the meeting too soon concerns are not missed without notes or action points Be yourself Blame others (especially seniors and ‘the Department’) Fail to read the mood in the room
Do Don’t Stand or sit up straight. Maximizing the physical space makes a difference in how your audience reacts to you. Pay attention to the room you’re holding the briefing in Smile—and mean it. When we smile sincerely, the warmth becomes self-reinforcing Keep it ‘conversational’ Make sure everyone can hear you Vary your pitch and speed Be positive and enthusiastic, without over-doing it Keep an eye on your audience to check they're still with you Make it relevant to people's experience and situation Explain new or unfamiliar terms when you first use them Check they understand what you're saying: pause for questions regularly – don’t wait till the end Use 'active listening' skills to make sure people's views and concerns are not missed Be yourself Talk over team members Arrive at solutions without consultation Voice disappointment if team members don’t contribute more ‘Park’ contributions and not come back to them Allocate actions to individuals without their consent Be too formal or too informal Use jargon/buzzwords that people might not understand Distract attention from your talk by e.g. jingling coins/keys in your pocket, fiddling with a pen or jewellery Download a cascade without interpreting, extracting or ‘translating’ for the team Ignore people's feelings or issues Let yourself get side-tracked or bogged down in unnecessary arguments Let one person dominate the proceedings Conclude the meeting too soon without notes or action points Blame others (especially seniors and ‘the Department’) Fail to read the mood in the room
28-04-16-Leaders_as_Communicators-candidate-notes-MASTER-.docx