Effective interaction with staff: how to achieve reciprocity?

A modern person strives to be successful everywhere - both at work and in his personal life. Career, family, friends - all these are components of life, and effective communication allows you to improve all areas and come to maximum agreement. Everyone should strive to improve their social skills. Even if difficulties arise initially, over time this knowledge will bring well-deserved results - reliable interpersonal connections.

Definition of communication

Different ways of transmitting information from one person to another are called communication. It includes all the variety of channels for transmitting and decoding signals and can be:

• verbal;
• non-verbal;
• written;
• pictographic;
• spatial-symbolic, etc.

Communication is considered effective when the sender of information communicates on the same wavelength as the recipient. However, even communication in a single sign system does not guarantee that the message will be correctly deciphered.

Effective communication minimizes the loss of meaning of the message. To successfully promote a business, to maintain friendships, and for a vibrant personal life, it will be useful for any person to improve their communication skills.

Effective interaction with staff: how to achieve reciprocity?

The organization of effective interaction with staff can be understood as many different points: from the formation of business processes (interaction between people depends on how technological procedures are structured and what roles are played by those involved in them) to issues of effective communication (information transfer from manager to subordinate and back).

This article is devoted to the analysis of problems that arise specifically when interacting with employees, so those who are interested in building and describing business processes may not read further. Our focus is on the quality of information exchange organization as one of the key components of effective interaction with company personnel.

All our actions are in one way or another based on the information that we receive by interacting with the outside world, including the people around us. For a group to be effective, it is necessary to establish effective interaction within it and between its members. Thus, when talking about a company and its goals, we can consider interaction as a tool for managing and achieving the business goals that the company sets for itself. Therefore, by effective interaction we mean one in which the goals and objectives of the company are realized in the most effective way.

However, a distinction should be made between interaction in general and interaction with staff.

Collaboration generally occurs whenever several people try to do something together. Each of them pursues their own interests, and the organization of interaction for each of the group members is a tool for achieving their own goals. A classic example of such interaction is a discussion of the company’s future prospects between its shareholders. Each of them has certain rights and, if, for example, he is not satisfied with the decision of the majority, he is free to decide to sell his stake. Therefore, any shareholder is both an organizer of interaction and an individual involved in it. If we talk about interaction with staff, we mean organizing the work of employees in order to achieve specific company goals. Unlike the situation of interaction in general described above, here it is assumed that there is a party that, in pursuit of its interests, organizes interaction, as well as those who are involved in the interaction through its efforts in order to realize its goals. In this situation, we cannot say that the party involved in the interaction shows interest in the goals for the sake of which everything is started. Therefore, the formula for interaction with an employee differs from the formula for interaction with a partner who is as interested in the business as you are. In the case of a partner, it will be as follows: “Let’s solve our common problem together,” and in the case of interaction with an employee, it will be: “Let’s solve my problem together.” And this must be kept in focus all the time if we want to understand how we can make interaction with an employee effective. It is quite obvious that as a result of interaction, the employee must realize his interests. If this does not happen, the interaction is ineffective, since effective interaction is a two-way process.

The difference between situations of interaction with a partner and staff is so obvious that very often companies, trying to optimize interaction with employees, sincerely try to turn them into “owners”. And almost always unsuccessfully. There are only isolated examples of successful organization of the work of companies, all of whose employees are equal partners, equally interested in the general well-being. Most likely, such a “transformation” easily and simply occurs if the founders of the company pursue only financial goals and do not consider it as their brainchild, to which they have exclusive rights. When the owner openly says that this is his company and that he has exclusive rights to it, an attempt to ensure that employees “begin to share the goals and objectives of the company” is doomed to failure.

From the above we can draw the following conclusion. In a situation of interaction with personnel, there is one who organizes it in order to solve their problems, and one who, agreeing to help the organizer, is included in this process. The latter can choose:

- enter into the process of interaction (for example, exchange of information) or not do so if it is unprofitable for him or threatens his interests. But the organizer of interaction does not have the opportunity to make such a choice: he needs interaction, because otherwise he will not realize his goals and objectives. It follows that an ordinary employee can choose to participate in the interaction or not. The choice of a hired manager is already limited: he is free not to interact with his manager, but is obliged to organize interaction with his subordinate, because otherwise he will not be able to achieve the goals set for him. It turns out that the owner has no choice at all! As the owner of the company, he is initially placed in conditions of total dependence on his staff, and the achievement of his goals depends on how effectively the employees of his company work, in other words, on how effectively the interaction with them is organized.

The surest sign of failures in the interaction system is the failure of the company to fulfill its tasks (i.e., a situation where management action does not lead to the intended result), which is why its work is ineffective. However, this criterion is not sufficient to adequately assess the effectiveness of interaction, since effectiveness can be demonstrated in the short term.

For example, by “tightening the screws,” you can get the desired result, while depleting resources (including human resources). And in practice, it often happens that an organization achieves its goals, but the costs offset the results. The company is effective, but its efficiency leaves much to be desired. Inefficiency occurs before ineffectiveness, but it is less noticeable, much more difficult to correct, and much more dangerous for the company. To adequately assess the effectiveness of interaction, it is necessary to constantly monitor both indicators - the effectiveness and efficiency of the company. Only this will help to understand the causes of failures in interaction and eliminate them.

What should the owner (or manager, who is also a hostage of his subordinates) do in order to establish effective interaction with staff in his company?

First of all, he needs to clearly understand that a failure in interaction occurs when one side does not understand or does not accept what the other is telling it and, accordingly, reacts to information in a way that is not expected from it.

A leader seeking to make interaction effective must minimize the possibility of each of these “nots” appearing. Let's see what he needs to do to achieve this.

Compare the interests of the employee and the company (level 1)

There is no need to entertain yourself with the illusion that others will have your interests at heart. No doubt about it, it’s good when it’s like this! But an employee is first and foremost a person. He is not your relative (although relatives fail you), not your bosom friend (although friends betray you), he does not worry about you and does not love you (although love passes over time), he is just a person who is devoted mainly to himself and to your interests. And he will be loyal and faithful to the one who takes into account his interests and helps him realize them. An employee who understands that the organization and/or manager is indifferent to his needs, and he will not be able to satisfy them in this job, either quits or stays, but one cannot expect effectiveness from him. It would be better to quit! Thus, interaction can be effective if each of the involved and involved parties has the opportunity to realize their interests. It would seem that everything is simple, but in the daily practice of companies, even here failures occur. Let us illustrate this idea.

When KPI's (key performance indicators) were introduced to the world, their main idea was that they needed benchmarks by which to manage the efficiency and effectiveness of a company as a whole or an individual employee. Often, companies introduce KPIs to “measure” an employee’s work, and then link a bonus system to the selected indicators. The employer’s logic is clear: he wants to reward those who work harder and better than others, and not overpay those who underwork.

This small addition (linking a bonus system to the selected indicators) of the original idea of ​​KPI's, which assumed the ability to determine whether we are close to the indicator or not, and what needs to be done to get closer to it, led to the fact that the employee began to accept the choice of indicators and acceptance assume certain obligations not just as tasks in which the company is interested in solving, but as something on which its income depends. As a result, few people set ambitious goals and think about what will happen to other departments if they do not meet or exceed their KPIs. Practice confirms this. Let us quote the words of one of the employees of a well-known international company, where he, we note, is in very good standing: “We have introduced KPIs and “linked” their implementation to bonuses. I simply began to lower my plans from the beginning. I know approximately what my sales volume will be, I reduce it by 20%, agree on the corresponding figures with my manager and, naturally, I always exceed the plan and receive the maximum bonus.” Incorrect use of a powerful management tool leads to failure in interaction. Let us note that it is not the tool that is to blame, as is usually the case with us, but the fact that the employee’s interests were misunderstood. The company wants to be objective and fair, but the employee sees this as an attempt to jeopardize his financial well-being. As soon as the manager violates certain interests of the staff, the interaction can be immediately put to rest: it will turn into appearance.

Set the rules of the game (level 1)

The owner must convey to employees as clearly and clearly as possible what he wants from them, and also check how they understand it. This, contrary to popular belief, does not mean that he should come up with goals that employees can share. To understand does not mean to accept as your own. Let's be serious. It is impossible to make the cherished dream and aspiration of all employees the idea of ​​earning for the owner of their company the amount with which he can buy himself a villa in the Canaries.

But this is a completely pragmatic and understandable goal. Coming up with goals is a road to nowhere. It is difficult for a leader to sincerely believe in the legend he himself has created. And if he does not believe in the ideas that he himself conveys to his employees, then in a situation of choice (and in business such situations arise constantly) he can easily ignore these ideas. This in itself is not scary, but after the first such incident, any information coming “from above” will be perceived by the staff in a completely different way. After all, in previous declarations they saw an opportunity to realize their goals.

And then we found out how easily these goals were rejected. What kind of effective interaction can we talk about in this case?

Having established clear and unbreakable rules of the game, the employer, of course, runs the risk that not everyone will be ready to accept them and come to work for him. But it significantly reduces the risk of displeasure and disappointment due to unfulfilled expectations. The company has its own rules - this is understandable, forgivable and will never cause dissatisfaction with anyone, since you don’t have to play someone else’s game. But companies will not forgive that their hopes did not come true: this is always perceived by everyone as a deception. In addition, employees believe that there is no shame in deceiving a deceiver! Again, it would be better to just quit!

By paying attention to the rules of the game, which may include corporate culture, communication procedures, working conditions, and much more, the owner (and manager) creates the basis for effective interaction. If these rules are generally known and understandable, those who think that playing by them are interesting will come to the company.

When we talk about a specific position, the rules of the game can mean a competency model, the same KPI's, regulations and standards. Developing such job characteristics can eliminate the causes of interaction failures.

Select appropriate personnel (level 1)

The actual interaction with an employee, as illustrated above, begins even before he is accepted into the company. But problems in the interaction system become obvious precisely during the work process.

It is useless to establish interaction with a person whose interests differ from those offered to him by the company within a certain position. Therefore, a company should try to select employees in accordance with its goals, objectives, competency model and other job characteristics.

The ideal situation is when a specialist responds to an employer’s proposal: “Great, I like it, I’ve dreamed of doing this all my life.” And if he says: “Okay, okay, I’ll try,” the situation is unsatisfactory.

If the company’s offer is not of interest to the employee, and he does not see the tasks that the company sets for him as an opportunity to realize his potential, then the implementation of the goals of the activity spoiled for him, and therefore the company’s goals, is under threat! Therefore, the primary task of the manager is to select an employee “for” a specific activity.

Everything is very simple, you just need to determine how much a person’s usual behavioral model corresponds to the behavioral model of the position. You can find out by assessing the competencies of candidates for a vacant position using various tools, the list of which includes, for example, tests of abilities and achievements, competency interviews, personality questionnaires, exercises based on work situations, and an assessment center. Inattentiveness and indiscriminateness in the selection of candidates leads to the fact that the position is occupied by someone who, with all the desire

cannot perform this job successfully, efficiently or effectively. Let's look at an example.

The company has a problem - employees are regularly late. The company suffers losses due to dissatisfaction of clients and partners. A decision is made to fine latecomers. The company believes that employees will not be late in an effort to avoid punishment. Everything seems to be correct. But let's see how the staff reacts to these measures. Disciplined employees come to work on time and, accordingly, do not

don't react. The undisciplined are offended, but are still late, because they have not changed. It is naive to believe that penalties can affect a person’s character. At best, he will spend it on something useful. In the worst case (and in life everything happens according to the worst possible scenario, isn’t it?) the undisciplined will begin to lie, take revenge and commit other actions that are unpleasant for the company. To make matters worse, a disciplined employee may inadvertently be fined. Anyone who has never been late in two years, and was once delayed due to a traffic jam, “falls under the same comb”, does not receive a bonus and is also offended. Can interaction be effective when feelings such as resentment arise? The answer is obvious.

It is not clear why this position is occupied by an unpunctual person? If a manager understands that there is work that must be done strictly according to schedule, without delays, then for a position that involves its implementation, he must initially select people who are prone to discipline: those for whom tardiness is “absent as a class” in the model of normal everyday behavior "

Correctly set goals and objectives (level 1)

Having established the rules of the game, determined the competency model for the position, and selected the appropriate employee, the manager must correctly set goals and objectives for him: explain what needs to be done and in what time frame, identify ways to solve problems, allocate the necessary resources (i.e. find the optimal balance of effectiveness and operational efficiency).

Is any goal good? In no case! It is very important that the goal we set for an employee is correct. Here you can recall SMART goals, but first of all, the manager should make sure that the set goal is under the control of the employee, that is, so that he has the opportunity to influence its implementation.

A classic example of an uncontrollable goal typically assigned to an HR department is reducing employee turnover. Many heads of HR departments of companies say that they are expected to achieve this goal, and at the same time admit: staff turnover depends to a greater extent on the behavior of a particular manager in relation to his subordinates, rather than on a whole set of measures that the personnel service comes up with and implements, expending incredible efforts and resources. There is a saying: “People come to work for a company, but leave the manager.” The HR department can analyze the situation and develop measures, but responsibility for the situation in a particular department where turnover is high rests solely with its head.

What does setting an uncontrollable goal lead to? To excessive nervousness about each employee leaving the company, attempts to “retain” him in one way or another that is costly for the company, i.e., to falsification of results, as in the case with KPIs described above.

The leader must formulate and communicate goals, taking into account the natural behavioral reactions of a normal person.

Ensuring effective interaction ceases to be a serious problem if the manager adequately predicts the possible reactions of the staff (not each specific employee, but the general trend) to certain actions of the company. For example, if management activities jeopardize the income of employees, they will naturally take certain self-protective measures.

It is human nature to realize a goal in the simplest possible way. This is evidenced by the following example, which describes a failure in interaction.

The company's sales department, sales representatives work, some are better, some are worse - this is a common situation. Each of them has a separate sales plan: volume, clients, etc. The relevant goal is to sell products. What task is assigned to the head of this department? Ensure the implementation of the sales plan assigned to his department. We ask: “What should a sales manager do?” And we always get the same answer: “He must lead! He is responsible for his subordinates!” And he is given a goal related to sales. How does a normal leader begin to implement it? He must ensure the implementation of the overall plan for sales volume. Which of his subordinates will he devote more attention and time to? Strong, those who sell better and, in general, do not need his tutelage. They work great, but, having received additional resources, they will certainly work more efficiently, that is, exceed their plans, and the manager will achieve the goal set for him. But if resources are redistributed in favor of the powerful, then from whom are they taken? Less successful sellers who, deprived of access to resources, begin to perform even worse. A standard system error is being made, which Peter Senge called “resources to the best.”

To whom should a leader devote more effort (time and other resources)?

For those who do not work very well, for problem sellers, by “bringing them up” he will increase the potential of the department as a whole.

Inaccurate communication of goals leads to the fact that the sales manager misunderstands his functions, and as a result, in the longer term, a comical and painfully familiar situation arises: 20% of employees fulfill 80% of the plan.

Can this be avoided? Undoubtedly. When assigning work to an employee, you need to think about what ways to achieve the goal and which ones he should choose to ensure not only effective, but also efficient work of the company.

The manager must adequately assess whether management tools allow the company’s goals to be correctly communicated to staff.

The company's management has a set of tools that allow it to communicate its goals. One of them is the reward system. If it is not well thought out, it will lead to a breakdown in interaction. Let's give an example.

The company is faced with the task of selling a number of products. The problem is that sellers sell items that are easy to sell and ignore items that are important to sell. The warehouses are overstocked, the company is suffering losses. The current reward system involves the payment of various percentages from the sale of different goods. The employee thinks something like this: “If I get paid a ruble for selling a certain product, and two for selling another, but selling the first one is three times easier, naturally, I will sell that one. Even if they don’t pay me a premium for a product “for two rubles,” but in order to sell it, I have to put in a lot of effort. Why do I need this? Pay me a premium for what I sold."

The company’s existing remuneration system does not allow the employee to communicate the goal: “It is important for us that you sell such and such a number of these products and such and such a number of those,” but tells them: “We will pay you this much for this, but this much for this.” . Now figure out for yourself what to do.” So the employees guessed it, but began to act differently than the company expected. Now management, instead of radically changing the remuneration system and clearly setting sales goals for each position for employees, is tormented by the question of what percentage must be paid in order for employees to start selling an “unpopular” product.

Analyze and adjust your understanding of interaction (level 1)

Very often, interaction becomes ineffective due to the manager’s inadequate attitude to the situation. Many managers, for example, consider their primary task to be strict control over the activities of personnel. Ask yourself: “Will the employee interact effectively with someone who does not trust him?” Hardly. Meanwhile, managers often treat their subordinates like little children and reason as follows: “The employees are deceiving me. They won’t do this, they won’t do that, you need to control all the work they do, they can’t be trusted...” This negatively affects interaction and leads to the fact that those to whom these words are true remain in the unit. All the “adults” have gone to a place where they are treated like adults. Will a qualified specialist work effectively in a company that treats him as property and believes that he owes his well-being to it and therefore must obey it unquestioningly? Of course not. The organization does not buy staff; it, figuratively speaking, rents them and pays monthly rent. And she does this for one purpose: so that her employees earn more for her than she pays for their work.

The business owner must understand that it is the employees who earn money for him, and not he who pays them wages. If the owner is aware of this, it will probably be easier for him to accept that the employee can terminate his contract with the company at any time and take away the knowledge, skills, and earned money.

As mentioned earlier, the higher the level of the leader, the more dependent his position and the less ability he has to make decisions regarding the organization of interaction. A correct understanding of the importance of personnel for the implementation of goals and objectives that are important to him will help the owner avoid the occurrence of many causes of failures in interaction, however, the personal skill of the manager also plays an important role in preventing these failures.

Increase your competence (level 1)

More and more companies are appearing, the number of jobs is increasing, the demand for qualified specialists is growing, and accordingly, the employee receives greater choice. And the higher his qualifications, the wider these opportunities. As a result, the requirements for managerial competence are increasing, which is manifested, among other things, in the ability to establish effective interaction with employees.

Below is a far from complete list of tasks that a leader must skillfully handle, the solutions of which are expected from him by those with whom he must establish interaction, i.e., his subordinates:

• organize, control and provide resources for the work process;
• communicate (take into account the peculiarities of perception, listen and hear, express your thoughts clearly and clearly, behave correctly and constructively in conflict situations);
  advise and act as a coach, give and receive feedback;
• make decisions, take responsibility;
• interact with other departments of the company;

provide assistance in solving problems that the employee cannot resolve on his own.

Ensure optimal speed and correctness of information transfer (level 1)

For the owner, the company is a tool for realizing his ambitions. The effectiveness of this tool depends on how quickly it responds to management influences from the owner. It's great if the owner says:

“The client is everything to us,” but what is much more important in this case is how quickly this attitude will reach the perception of employees who directly work with the client. One of the signs of effective interaction with staff in a company is a situation when “downstairs” say the same thing as “above”, or, at least, a decision made by the company’s management “becomes the property” of the performers in the shortest possible time. And vice versa, if at the General’s “planning meeting” they say one thing, and the employees act in exactly the opposite way, then there are serious problems in interaction! However, it is not only uninformed employees that pose a threat to the company's goals and objectives. Interaction is a two-way process. The owner's decisions are based on the information received. If the interaction fails, and he learns about the events that took place in the company a year after they happened, then he is inevitably late with his management decision. This idea was well illustrated in one of his monologues by M. Zhvanetsky.

Dialogue between a mechanic and a ship captain.

From the engine room they call the control room. "Captain!" - "I!" “Izya and I decided to have the ship repaired.” - “And you decided not to ask me?” - "Why? So I’m asking you.” - “Well, I categorically object!” - “And it’s very vain. If you weren’t so busy, you would see that we’ve been under renovation for two years now.”

Paradoxically, in order to prevent this from happening, the manager must complete all the tasks from the list proposed above, ensuring effective interaction with staff.

"Polyakov and partners"

Basics of Effective Communication

Communication as a banal exchange of information is already present in the simplest animals. Man, in the process of evolution, has brought communication to perfection. Spoken and signed speech developed and gradually expanded to written, symbolic and figurative. However, this process has made understanding more difficult, and effective communication is becoming a separate object of study.

The communication process includes five elements:

1. A communicator is someone who conveys information.
2. Contents of the message.
3. The method of transmitting information (how it is carried out).
4. The audience, or recipient, is who the message is intended for.
5. The final stage of communication, which allows us to understand whether effective communication has taken place. It is only possible if the previous four are sufficiently satisfactory.

Memo “Basic rules of effective communication”

REMINDER

Effective Communication

“The ability to communicate with people is a commodity, and I will pay more for such a skill than for anything else in the world.”

(J. Rockefeller)

Communication plays a huge role in the lives of each of us. We were not taught the art of communication. Yes, of course, they explained to us how to write and read, but they did not teach us how to listen and speak. Everyone develops these abilities independently, learning from the people who surround us (primarily parents). It is quite possible that you adopted the communication style of your parents as a child, but this manner or form of communication may not always be effective.

What do we mean by the word “effective communication”? Effective communication is more than just conveying information. In order for communication to be effective, it is important not only to be able to speak, but also to be able to listen, hear and understand what the interlocutor is saying.

So how can you improve your communication with others?

Basic rules for effective communication:

• Concentrate on the speaker and his message.
• Check whether you correctly understood both the general content of the received information and its details.
• Tell the other party in paraphrased form the meaning of the information received.
• While receiving information, do not interrupt the speaker, do not give advice, do not criticize, do not summarize, and do not be distracted by preparing an answer. This can be done after receiving information and clarifying it.
• Make sure you are heard and understood. Observe

sequence of information reporting. Without making sure that the information received by your partner is accurate, do not proceed to new messages.

• Maintain an atmosphere of trust, mutual respect, and show empathy for your interlocutor.
• Use non-verbal means of communication: frequent eye contact; nodding the head as a sign of understanding and other techniques conducive to constructive dialogue.

To communicate effectively, you need to know some techniques

, because many of them operate at the subconscious level.

A few tips for effective communication:

"Rule of three twenty":

• 20 sec. you are being evaluated.
• 20 sec. - how and what you started saying.
• 20 sec. smiles and charm.

6 rules of Gleb Zheglov

(outstanding detective of the police detective novel “The Era of Mercy”):

1. Show sincere interest in the interlocutor.

2. Smile.

3. Remember the person’s name and do not forget to repeat it in conversation from time to time.

4. Be able to listen.

5. Conduct a conversation in the circle of interests of your interlocutor.

6. Treat him with respect.

How to increase the usefulness of a contact:

• be observant
• make a compliment
• talk about the problems of your interlocutor.

Rules for effective communication according to Black
(English sociologist):

• Always insist on the truth.
• Building messages is simple and clear.
• Don't embellish, don't overcharge.
• Remember that 1/2 of the audience are women.
• Make communication fun and avoid boredom and routine.
• Control the form of communication and avoid extravagance.
• Take the time to find out the general opinion.
• Remember the need for continuous communication and finding out common opinion.
• Try to be convincing at every stage of communication.

As a result you will get:

• Formal contact develops into normal human communication.
• You will win over your interlocutor.
• You will increase your self-esteem.

Principles of Effective Communication

Without positive communication, it is impossible to achieve mutual understanding on any issue. In order to make sure that other people correctly perceive outgoing information, it is necessary to comply with a number of requirements.

First of all, you need to pay attention to the principles of effective communication:

1. Communication should be two-way. When all participants are interested in the positive outcome of the conversation, and it is equal for them, the desired effect occurs.
2. The recipient must make every effort to correctly perceive the message.
3. The message must be clear, structured and concise.
4. The recipient must trust the speaker, respect his opinion and not question his competence.
5. Effective communication is always emotional, to the extent that is acceptable in a given situation.
6. Patience and forbearance towards other people's shortcomings. Accepting people as they are, without trying to adjust or fix anything.

Below we will discuss the main conditions for effective communication.

The Power of Story: 10 Rules for Effective Communication

Communication is one of the most important skills in life, but we usually don't put much effort into mastering it. Some practical tips to help you do this more effectively are provided by Whitson Gordon on the Lifehacker website.

Watch your body language

You tell the other person that you are open to discussion, but your arms are crossed. You say you're listening, but don't look up from your phone. Nonverbal cues often say more about us than we think. Don't forget that you are constantly communicating, even if you don't say a word. There are plenty of ways to use your body to improve communication: think about your toes; assume a position of strength if you need to boost your self-esteem before an important conversation; Learn to read other people's body language so you can respond appropriately.

Get rid of parasitic words

Filler words like “um...” or “like,” to put it mildly, do not improve your speech and conversations. Filter them to be more convincing, feel more confident and look more confident. To do this, it’s worth, for example, starting to track when you say such words. Also try taking your hands out of your pockets or even just relaxing and pausing between words. In fact, people hardly pay attention to such pauses.

Prepare your scripts

Small talk is an art that few master. How to deal with the inevitable awkward silence when you talk to people you don't know? A conversation plan will help. Pay attention to four themes - family, professional activities, dreams and relaxation. This list will help you come up with something to talk about. You can also turn small talk into a more meaningful conversation by sharing useful information to start the discussion.

Tell stories

Stories are powerful. They activate our brains, make presentations less boring, make us more persuasive, and help us ace the interview. Learn to tell stories from masters like Pixar, or simply use the word “no” to structure your story. Everyone has at least one interesting story.

Ask questions and repeat after your interlocutor

Let's face it: we often start to nod off and listen with half an ear when someone is talking. But if you ask questions and repeat the last few words of the interlocutor, this demonstrates that you are interested in his story, that his words keep you in suspense. Finally, it helps clarify some points that you missed.

It is also useful in small talk and helps fill awkward pauses. Instead of starting a conversation with trivial topics like the weather, ask personal questions, such as your plans for the summer or books you've read recently. And develop the topic. Showing interest is more important than being interesting.

Get rid of distractions

It's quite rude to look at your phone while talking. Of course, you can't eliminate all distractions and you can't stop using gadgets, but taking a break from your screen for a while can greatly improve your approach to communication.

Tailor your speech to your audience

The best speakers adapt to those who listen to them. Obviously, you need to use different styles of presenting information when communicating with colleagues or your boss and when talking with your loved one, children, or parents. Always keep in mind how other people perceive your speech.

Be brief but specific

There is a scheme that allows you to write short but to the point emails: context, reason, information, ending, re-contact. But it is quite applicable for live communication.

Empathize more

Communication is a two-way street. If you practice taking the opposite point of view, you will find it easier to connect with people in a real way and it will cause you less anxiety (for example, it is important to understand what a person really means when they say that they are “too tired to talk"). Developing empathy helps you understand other people without words and respond more effectively.

Listen and listen again

Finally, the best thing you can do to improve your communication skills is to listen and not interrupt. It’s not for nothing that they say: “A good conversation is a handful of words skillfully woven into silence.” Even if the communication styles between you and your interlocutor do not completely coincide, the conversation gains some basis - and the hope that your interlocutor will also listen to you carefully.

Original

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How to achieve a positive effect from communication?

For communication to be considered effective, certain conditions must be met:

1. Speech must correspond to the original purpose of the conversation and be adequate. Don't talk too much or bring up issues that have nothing to do with the topic being discussed. This improves effective communication skills.
2. The words used must be logical and lexically accurate; this is very important to achieve the goal of communication. Achieved through constant self-education, reading various literature and careful attention to the native language.
3. The narrative itself should be logical and competent. A clear structure of presentation creates favorable conditions for listeners and increases the chances of a positive outcome.

Effective Communication Techniques

Any person lives in society and is dependent on it. Even the most desperate homebodies, perhaps not directly, but enter into interpersonal relationships. Effective communication will be useful both for work and for everyday social connections. Communication techniques and skills can be developed and improved - this will make anyone's life much easier.

Do you want to receive positivity in the process of communication? It will be useful for you to learn some techniques for increasing the effectiveness of communication:

1. Learn to listen carefully to what they say. You should not just look at the interlocutor during a conversation, but also bend slightly, nod your head, and ask appropriate leading questions. This technique will allow you to understand the interlocutor’s point of view as accurately as possible.
2. Be clear, concise and to the point. The more clearly a thought is formulated, the more likely it is that it will be understood and perceived correctly.
3. Include in your arsenal not only verbal, but also non-verbal communication. Take the same position as the interlocutor, try to use only open gestures, and do not touch your face during the conversation.
4. Watch for the emotional coloring of speech. It should be moderate, but so much so that the interlocutor understands your interest in the issue.
5. Master the techniques of oratory. The ability to master your voice allows you to accelerate the development of effective communication. Clear articulation, correct timbre and adjusted volume will make any message positive.
6. Master technical means of communication. Any adult must be able to use the telephone, fax, Skype, and email. Written communication skills should be developed regularly.

These are just basic techniques designed to facilitate and improve interpersonal communication.

Rules for effective interaction material on the topic

Rules for effective interaction:

Rule 1: When raising students, you must do what you say. Younger schoolchildren become very disappointed if an adult does not do what he says, and they stop trusting him and become isolated. They openly express their disappointment. This often leads to conflict situations in communication between adults and children.

Rule 2. Students require the teacher to set clear goals and their practical implementation.

Rule 3. The teacher needs constant feedback from students. Every achievement of the child and his defeat at a certain stage must be known to the teacher. Its analysis and evaluation together with the child is the basis of feedback.

Rule 4. From the first days of the existence of a children's team, it is necessary to launch the mechanism of success in it. Students need to be taught to understand the difference between their current capabilities and future goals, constantly closing the gap between them. For the “mechanism of success” to operate effectively, students must learn to compare the realities of the current moment with the goal they have set. The class teacher must be able to determine the amount of creative tension for each student.

Rule 5. The teacher should avoid harsh judgments or intimidation so as not to manipulate students.

Rule 6: When children do something wrong or right, they need to speak directly, and at the same time be careful not to lavish praise.

Rule 7. All educational activities should be aimed at developing children's initiative, inspiration and positive thinking.

Rule 8. A teacher must be patient in educating students, because he, like children, is characterized by ups and downs, progress and regression.

Rule 9. The teacher should not allow ridicule and sarcastic statements of the child’s failure. He should have humor in his arsenal as a means of relieving stress and fear. Each meeting should create a bright and joyful prospect of communication.

Rule 10. The teacher does not involve the child’s “Ego” in the learning process. Sincerely wanting to help his students achieve their goals, the teacher avoids drawing a parallel between the student’s performance and his personal qualities.

Rule 11. A real teacher tries to ensure that extracurricular activities teach the child to ask questions. This gives the student the opportunity to engage in self-exploration and make his own discoveries.

Rule 12. The teacher stimulates self-improvement of students, sets difficult tasks for students, does not embellish their achievements, sparing self-esteem. If a teacher does otherwise, he undermines self-awareness, giving rise to mediocrity.

Rule 13. The teacher gives his students the opportunity to be in the role of teacher and educator. If students teach others what they themselves have learned, this will help raise their knowledge to a higher level.

Rule 14. A true teacher stimulates playful creativity. The game gives scope to the imagination and stimulates the development of intelligence.

Rule 15. A true teacher loves his students not in words, but in deeds. This is manifested in the motto: “If I don’t know how, I learn on my own.” If I can, I teach others and improve myself.”

Rules for Effective Communication

Any interpersonal communication must comply with certain standards. Their violation leads to a lack of understanding between interlocutors, conflicts and even a breakdown in relationships.

Rules for effective communication:

1. Speak the other person's language. This rule should be understood as the need to take into account the level of education, social status, age and other parameters. To be heard and understood, you need to formulate your thoughts based on the characteristics of the audience.
2. Prepare to communicate. If the conversation is not spontaneous, you should find out in advance who you are going to meet with and for what reason. Take visual materials and technical aids. Develop a conversation plan.
3. Learn active listening techniques to help put your interlocutor at ease and better understand their point of view.
4. Speak clearly, moderately loudly and confidently, do not draw out your words, but do not repeat them either.
5. When writing a letter, stick to the chosen style.
6. Before calling by phone or Skype, make a plan for the conversation and the issues that need to be discussed in advance.

Ways to communicate effectively

To achieve mutual understanding in the communication process, it is necessary to create conditions and take into account possible methods of effective communication. There are six of them in total:

1. Strive to express your thoughts as convincingly as possible. Always keep it brief and to the point, avoid unnecessary verbiage, omissions and possible double interpretations.
2. Use terminology and professionalism only when they are appropriate.
3. Even in everyday communication, jargon and slang expressions should be avoided, especially when it comes to intergenerational communication.
4. Avoid excessive emotional stress, both positive and negative.
5. Try to address yourself personally, by name, scientific or military rank, or by uniting a group of interlocutors with a generally meaningful word.
6. Always follow the rules of politeness and etiquette.

Nonverbal cues to improve communication

The interlocutors perceive each other not only by ear. Verbal impact can be increased or decreased by a variety of nonverbal cues. Our body sends them out in large quantities, and other people read and interpret them on a subconscious level.

To improve your communication skills, it will be useful to master positive nonverbal reinforcement techniques:

1. Always be clean and tidy: even if your clothing does not exactly match the dress code, the overall impression of the conversation will be positive.
2. Try to control your facial expressions and emotions. Facial expression should be neutral-positive and react with changes depending on the flow of the conversation.
3. Avoid touching your face during a communicative act - this is subconsciously perceived as an attempt to cover your mouth, and accordingly, your statement is false.
4. Learn to “mirror” the body position of your interlocutor. It is important to do this delicately, without excessive zeal, so as not to look like a caricature.
5. Avoid “closed” poses – crossed arms and legs. This body position indicates an unpreparedness for effective communication. While open palms and a friendly smile can win over any interlocutor.