interpersonal & communication skills workshop - … & communication skills workshop this...

Interpersonal & Communication Skills Workshop

SEM2015021, 26 June 2015, 13:00-17:00 Taipei Time

Ray Bigger

“We cannot solve the problems by using the same type of thinkingwe used when we created them”.

Albert Einstein

“We can’t solve problems by using the samekind of thinking we used when we created them”

Albert Einstein

Ray Bigger, Managing Director Taipei, Friday 26th June 2015

Ray Bigger• Member of 2 Executive Boards

• Member of 4 Executive Teams

• Sales & Marketing Professional

• 5 Daughters - only guy around

• One is a Prison Governor in UK

• Family member one of UK’s top Criminal Psychologists

• Insulted by 400,000,000+ people

• 30+ years as a Referee

• 13 years on the English Football League/Premier League

• 2,000+ matches

• FA Youth Cup Final Referee

What would youlike to achieveduring these180 minutes?

How many words do we speak a day?

20,000

7,000

Thoughts per day

70,000

Thoughts per day

negative

Beliefs

Our perception or interpretationof our world, our business, ourselves, our capabilities.

What we believe or accept to be true.

On the next slide there are 11 lines of text covering about 76 words but

the letters have been mixed up.

If I were to tell you someone will be able to read the text without to

much difficulty, put your hand up if you think it is possible?

limiting beliefs

Our clients’ most common limiting beliefs

Most CommonLimiting Beliefs

1. We don't have the resources

2. We have too much bureaucracy /we lack flexibility

3. We're very risk averse / afraid of failure

4. We don't have the power /authority to change things

5. We are too influenced bythe past / legacy thinking

6. We don't have the best products / services

7. We don't have the support or understanding ofGroup / Corporate / Senior management

8. We don't have a clear direction / structure

9. Our senior management team is not aligned

10. We lack trust and transparency

11. We work in silos

12. We only have a short term vision

13. We can't do that here

14. We're not recognised for what we do

Most CommonLimiting Beliefs

1. We don't have the resources

2. We have too much bureaucracy /we lack flexibility

3. We're very risk averse / afraid of failure

4. We don't have the power /authority to change things

5. We are too influenced bythe past / legacy thinking

6. We don't have the best products / services

7. We don't have the support or understanding ofGroup / Corporate / Senior management

8. We don't have a clear direction / structure

9. Our senior management team is not aligned

10. We lack trust and transparency

11. We work in silos

12. We only have a short term vision

13. We can't do that here

14. We're not recognised for what we do

Client feedback: 1,500+ senior executives, 50 companies, 30+ nationalities

“Nothing goodever comes out of

head office.”

Warszawa

Whether you thinkyou can or you can’t –you’re right!

Henry Ford

Effective Communication

Setting a safe environment

Setting a safe environmentSo Alice, what do

you think of my new plan?

It’s a really good plan, Bob

It sucks and so do you

Planning communication

“….…if everyone is thinking the same way the problem you have is nobody is thinking…....”

General George Patton

Everyone is different

Stakeholders at a Premier League

Match Day The Stakeholders

“Take a look at the following picture and describe what

you see”

Myers Briggs Type Indicator- MBTI

Hermann Brain Dominant Instrument - HBDI

Two hemispheres

HBDI thinking styles

© Herrmann International

© Herrmann International 1997

ANALYZE

EMPATHIZEORGANIZE

SYNERGIZE

Insurance

Advertising agency


ANALYZE

EMPATHIZEORGANIZE

SYNERGIZE

Computer network company


ANALYZE

EMPATHIZEORGANIZE

SYNERGIZE


ANALYZE

EMPATHIZEORGANIZE

SYNERGIZE

Bank – wholesale and consumer

Hotel sales & marketing


ANALYZE

EMPATHIZEORGANIZE

SYNERGIZE

Telecom engineering team

ANALYZE

EMPATHIZEORGANIZE

SYNERGIZE


Strategic business applications

SYNERGISTIC

Developing long-term strategy

Setting vision & purpose

Adopting global views

Generating new concepts

Spotting future trends

Observing the environment

Checking the competition

EMPATHIC

Recognising success

Strengthening culture

Opening communication

Building relationships

Corporate citizenship

Building teams

Accelerating learning

ORGANIZED

Adopting policies

Keeping to time

Exercising controls

Allocating resources

Reducing risks

Controlling quality

Streamlining processes

ANALYTICAL

Setting goals & objectives

Measuring accurately

Monitoring performance

Applying technology

Analysing past trends

Focusing on financials

Increasing efficiency

Presentation checklist

Communication Expectations

SYNERGISTIC

An overview

A conceptual framework

Frequent & spontaneous tasks

Idea chunks

Visuals

Freedom to explore

Metaphorical examples

Long-term objectives

Connection to the "big picture”

Appreciates

Initiative and imagination

Connections to other approaches

Newness and a "fun" approach

Minimal details

EMPATHETIC

Empathy & consideration of their needs

Involvement with others

A good attitude & personal relationship

Personal touch & informality

Eye-to-eye contact

References to people involved

To know how "others will react"

For all to have equal consideration

Feelings to be respected

Appreciates

The personaltouch/sensitive to feelings

Group discussion and consensus

A harmonious approach

ORGANISED

Step-by-Step unfolding of the topic

A written schedule & action plan

Thorough, timely and reliable follow through

Consistency

Alignment with well established procedures

Assurance that this has been done before

Explanation of how it will happen

References and background info

Appreciates

Very low risk

A written communicationbefore session

Proof that the "homework"has been thorough

A scheduled appointment

ANALYTICAL

Brief, clear & precise info

Materials that are direct and to the point

Well articulated ideas presented ina logical format

Data and fact-based charts

Technical accuracy

Presentation in alignment withcorporate goals & objectives

Appreciates

Critical Analysis

A good debate

Efforts to spend time wisely

Communication expectations

Typical characteristics

PreferredWork Activities

SYNERGISTIC

Keeping current with national and world trends

Reading signs of coming change

Working with new ideas and concepts

Understanding environmental effects

Inventing innovative solutions to problems

Developing opportunities to experiment

Discovering what competition may do

Challenging established policies

Selling new ideas

Problem solving in intuitive ways

Having fun

Developing vision and long term strategies

EMPATHETIC

Getting people to work together

Developing good relations with the community

Developing good relations with customers

Participating actively in teams

Persuading and conciliating

Handling interpersonal problems

Anticipating how others will feel

Generating enthusiasm and motivation

Expressing and sharing feelings

Noticing non-verbal cues of voice and body

Listening effectively

Coaching, counselling, teaching and training others

ORGANISED

Working with detailed plans and procedures

Identifying plans and results with precision

Articulating plans in an orderly way

Following policy, procedures and regulations

Organizing financial and other information

Understanding fine print in documents

Finding and correcting overlooked flaws

Maintaining a standard of consistency

Seeking highest quality and perfection

Approaching problems practically

Minimizing risks

Getting things done on time

ANALYTICAL

Gathering facts

Working with numbers, statistics and data

Measuring performance and identify trends

Measuring with precision

Understanding technical aspects

Making mechanical, electrical and other things work

Clarifying issues and identifying problems

Diagnosing and solving problems logically

Developing a critical analysis and report

Formulating a financial analysis and decision

Discussing rationally and speaking articulately

Establishing and meeting goals and objectives

What I prefer to do at work

Copyright © 2006, Q3global. All rights reserved.

What causes you stress at work?


Relationships

Relationships

SYNERGISTIC

Full of surprises

Spontaneous affection

Likes to spice up lovelife with fantasies

Likes to experiment

Plans things on spurof the moment

Forgets important details

EMPATHETIC

Very affectionate

Passionate, enthusiastic lover

Freely expresses andshares feelings

Sensitive to partner'sneeds and moods

Likes intimate andromantic moments

Sensitive - easily hurt bypartner's behavior

ORGANISED

Prefers stable, long-lastingrelationships

Treasures loyalty

Likes to organizeholidays and outings

Family traditions are important

Long suffering

Does not like surprises

ANALYTICAL

Puts logic before sentiment

Financial security beforeromantic gifts

Critical of partner's behavior

Clear headed approach

Needs to know whererelationships is heading

Proves love in concrete ways

An international voice service to 280 + countries

and 1000 + cities. 6000 private line network nodes

in 52 countries. 1000 frame relay nodes in 40 +

countries. 25 billion international voice traffic

minutes.

An international voice service to 280 + countries

and 1000 + cities. 6000 private line network nodes

in 52 countries. 1000 frame relay nodes in 40 +

countries. 25 billion international voice traffic

minutes.

The Brand is transforming the global landscape and

redefining the way our customers do business. We

intend to be the first carrier to truly deliver on

simplicity. The purpose of a communications partner

is to inspire communities to do things they never

imagined doing before.

The key portfolio components of the Brand are:

Inbound Service (CIS), Virtual Network Service

(CVNS), Intelligent Network (CIN), Managed IP

(MIP), Virtual ISP (VISP), Frame Relay (CFR).

The key portfolio components of the Brand are:

Inbound Service (CIS), Virtual Network Service

(CVNS), Intelligent Network (CIN), Managed IP

(MIP), Virtual ISP (VISP), Frame Relay (CFR).

The Brand represents the total knowledge,

experience and feelings for all our products. We

deliver on our promises and working together we

will develop your business success.

The Brand represents the total knowledge,

experience and feelings for all our products. We

deliver on our promises and working together we

will develop your business success.

4 ways of expressing a US telecom Brand

A lot of people are struggling with it

22,800,000 entriesEnter ‘Poor Communication Skills

26th June 2015

Communication is about making connections

BrainIntellectually

HeartEmotionally

BodySenses

Generating engagement, collaboration and participation

People


Interpersonal

Effective Communication

“I’ll tell you what to do”

“This is how I did it”

“Let me show you how to do it”

“How do you think you should do it?”

Communication

How we communicate

Words Tonality BodyLanguage

7% 55%38%

93% non-verbal communication

What we should pay attention to

40% 40%20%

Listening

Combat ActivePassive

Positive or Negative

Conflict

How much time do you spend in meetings?

What makes agreat meeting?

Two hemispheres

Q3global Results Tree Model - the current reality™

Results What we getWhat we get

What we doWhat we doActionsWhat we chooseWhat we chooseDecisionsHow we do itHow we do itBehaviors


Thinking / FeelingsWhy we do itWhy we do itValues / Beliefs

The greatest impact on business

ResultsResultsWhat we getWhat we getWhat we doWhat we do

ActionsActions

What we chooseWhat we chooseDecisionsDecisions

How we do itHow we do itBehaviorsBehaviors

Thinking / FeelingsThinking / Feelings

Why we do itWhy we do itValues / BeliefsValues / Beliefs


ProfitabilityExecution

ProductivityPerformanceInnovation

Q3global Results Tree Model - the opportunity™

39

Comes from Boston

She is an investment banker

Worked for Citibank for 5 years

Lives in a 14th floor apartment in Manhattan

Pays US$6,000/month rent

Married to Pierre

He is from Paris, France

Works as a creative director

He earns US$12,000/month

They drive a BMW 3 Series and a Ford Explorer

She likes skiing

Collects wine

Enjoys the theatre, especially musicals

Has an 7 year old son called Grant

Has a 4 year old daughter called Amy

Has two pet dogs called Trixie and Sam

Kathy

Selling

CustomerEducation

Brand

Distribution

Database

Acquire new / existing

Feedback

Transactional

Interactive sites

Products

Transactional online 1x

Promotion contests

Proposal new customers

Advisory analysis recommend (FNA)community sites

consultation

Campaignemail

promotions (offer)

Lower cost of acquisition

Web chats

Personalised

website

a/c page

personalise attention

Acquisition retention cost saving

Services

eCRM

Discussion forum

FNA

Customer retention

CM empowerment

Distributors biz info

Value add for traffic

Survey & feedback improve product development

Uniform delivery improve perception

Advisory services porfolio tracker, etc. traffic to site

Prospects

Competition analysis

Channel

Selling aids

FIN planning

Cost of education

Easy to update

InternalPRU University

intellectual data bank

Externaltrainingdistributors

customers

Topic / Dynamicsporty

whatever

Show we're "real" & understand life

Community developmentFinancial literacy education

PCA "Cause"

Convenience of transactioncost & time effective

Standard info disseminationprevents customer confusion

Cost effective reachalliancesaccess different customer database

Sales supportbetter customer service

Sales activity

Communitychat room

Close relationship directly between PCA and customers

Recruit qualified sales force

Email

Database

Website

Context

PromotionsMGM

discount

Low cost

Target

Lead generation

data collection

customer enquiry

customer survey

Understand need

A/C management system benefits

agent

commission update

knowing policy status

able to serve customer better

prompt notification for payments

customer

knowing policy status

positive customer experience

get cheaper insurance

lower premium cost through referra

convenience

Online fulfillment hydrid cost if transaction for low value customers

Policy tracking

MF portfolio

Self service online transactions

Financial advise

MF trading create a secondary market

Competitor comparisons to make product choice

Financial needs analysis module / calculators

Benefits

convenience / 24 hrs

staff cost

flexible

personalised / customisation

customer loyalty

improve service

Develop simpler products for customers

Higher conversion rate

New ideasprogressive changes

data ownershipcross-selling

Protection for livingX protection

Flexiblecustomised

Stakeholders

Challenge traditional

Building the Brand on-line

60 executives16 nationalities12 operations

BrainstormingBrainstorming

™MindMaxxingprocess

MindMaxxingprocess

Q3global MindMaxxing ™

100% involvement and contribution

2 3

4

1

5 65 min

Combine individual maps In each group

Split into small groups

Consolidate all group maps into mapping software

Review consolidated group map

3 minMap individual thoughtsClarify discussion topic

Topic

MindMaxxingprocess

MindMaxxingprocess

39

mindmappingtool

mindmappingtool

The Power of Questions

“…..the most serious mistakes are not being made as a result of the wrong answers. The truly dangerous thing is asking the wrong questions……”

Peter Drucker

Questions

5Age

120?

8 40+

How many questions we ask each day

60? 4?

Questions

Asked the WRONGquestion

Asked the RIGHTquestion

Productivity & Step Up: what should we

Developing an environment for innovationRate on a scale of 1-5

1 = No - - - - 5 = Yes

Connecting values to decision making

Presentation Basics

What makes a great presentation?

“Simplicityis the key to brilliance.”

Bruce Lee

Getting the basics right

Presentation basics1. Audience 3. Visuals2. You

to tell and sellthe story

to be engaged and

won over

to support your story

Presentation checklist

Great PresentationsGreat Presentations

Presenter Audience

Barriers tocommunication

Message

Background

In the mid-1950s, granules similar to those found in endocrine gland cells were observed in endocardial cells from the atria. This was the first indication that the heart also can function as an endocrine organ.

Scientists had searched for a long time for “Third Factor,” the factor in addition to GFR and Aldosterone that controlled fluid balance.

In 1981, a product of cardiac secretion, atrial natriuretic peptide (ANP) was first described and was subsequently shown to induce natriuresis and vasodilation. It is also an antagonist of the renin-angiotensin-aldosterone system.

In 1988, a molecule of the same family was discovered in pig brain and was named BNP (Brain Natriuretic Peptide). This was later found to be produced by ventricular myocardial cells.

In 1990, a third peptide, CNP, was discovered in the nervous system and vascular epithelium.

Recently, a fourth peptide called DNP has been reported.

Background

Heart as an Endocrine organ

GFR and Aldosterone plus?

ANP

BNP

CNP DNP

1988

1981 200419901950

Sir Martin Sorrell – Group CEO - WPP

“””InternalCommunications””

Sir Ken Robinson

“””…schoolskill CreativityandInnovation”

You the Presenter

••How do you look?•Clothes•How do you sound?•What is your body language saying?•Pitch•Tone•Pace


“ Q & A”

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