Effective Communication Skills

2022-03-11
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| Motivation, Performance
Effective Communication Skills

COMMUNICATION SKILLS and Retail Business

  • Importance of a Clear Objective
  • Knowing the Audience
  • The Approach
  • Communication Styles

A FACT ABOUT COMMUNICATONS

Research has shown that an important source of conflict between people is subconscious resistance to the manner in which a person communicates, as opposed to what is being communicated.

PRINCIPLES OF EFFECTIVE COMMUNICATION

  • Have a Clear Objective
  • Know the Audience
  • Have the Right Approach
  • Get Attention
  • Know the Subject
  • Close Your Message

THE OBJECTIVE

  • The Goal
  • The Destination
  • The Purpose
  • The End in View

FINDING YOUR OBJECTIVE

  • What to Achieve?
  • Why Have that Conversation?
  • Why Write that Memo?
  • Why Conduct that Interview?
  • Why Address this Meeting?

THE AUDIENCE

  • Go to Right People
  • Know Your Audience
  • Identify With Your Listener
  • Know What They Want

APPROACH

  • Subject (What am I Talking About?)
  • Game Plan
  • Core Delivery (What are the Core Statements?)
  • Single Best Statement
  • Relate to Audience

COMMUNICATION STYLES

Communication styles identifies 4 distinct type of approach humans take based on their characteristics.

This analysis is similar to Type A, Type B etc. or Colors methodologies. Important thing to keep in mind is that there are no better or worse distinct types.

They all have equal success potential. They are just communication styles and each and every one of these styles can be very successful or a huge failure regardless.

Idea is to know these distinct styles and identify the style of the person you are trying to communicate with and apply the appropriate technique to get the most out of that communication.

Here are the 4 distinct communication styles:

  • Thinkers
  • Feelers
  • Intuitors
  • Sensers

TO SUCCEED WITH THINKER

  • Organize Presentation
  • Use Alternatives
  • Be Specific
  • Provide Data and Back-Up Information

TO SUCCEED WITH FEELER

  • Be Personable
  • Make Eye Contact
  • Consider Others
  • Relate to the Past

TO SUCCEED WITH INTUITOR

  • Emphasize Future
  • Be Unique
  • Allow Ample Time
  • Encourage Discussion

TO SUCCEED WITH SENSER

  • Get to the Point
  • Limit Alternatives
  • Emphasize Action
  • Give Concrete Examples

COMMUNICATION BARRIERS:

  1. General Barriers:
  •    Failing to understand personal motives
  •    Showing unconcern or not giving feedback
  •    Exhibiting feelings of self righteousness
  •    Perceiving one’s superiority or inferiority
  •    Protecting your prestige
  •    Employing improper role playing
  •    Being distracted by noise, lack of privacy
  •    Having a hidden agenda or message
  •    Lacking clarity in intent and meaning
  •    Failing to express conviction
  •    Showing poor listening habits
  •    Telling half-truths
  1. Downward barriers: (Supervisor to subordinate)
  •    Intimidating employees
  •    Not finding time to listen
  •    Lacking concern for employee’s values or interests
  •    Showing weak leadership
  •    Being untrustworthy
  •    Talking down to employees
  1. Upward barriers: (Subordinate to supervisor)
  •    Being suspicious, fearful, mistrustful
  •    Lacking confidence
  •    Being prejudicial against people in power
  •    Limiting oneself to one’s own value system
  •    Using improper language

SUCCESS MODELING

Role models can inspire you with a sense of possibility – “If he or she can do it, than it is possible for me.”

This sense of possibility is an essential ingredient in developing the power of self-discipline. Role models also shorten your process of learning through trial and error.

Through observation and analysis you can identify and acquire the achievement behaviors exhibited by your role models.

A good plan would be finding a role model within the same company. Many people are open to mentoring and some in fact enjoy doing it.

Yet another way is to find and read the autobiography of a role model of your liking. There are many books written about successful people.

Specifically in retail environment, success modeling largely depends on leading by example.

In ideal circumstances, the store manager is the person to be modeled by everyone on store staff.

It would be even more powerful if district or region managers could show and illustrate the traits of success.

A good example for this would be, district manager stepping onto the floor and making a really successful sale either in terms of amount, number of items sold or huge customer satisfaction.

In the absence of role models in the immediate store environment, possible examples from other stores or regions can be used with caution knowing that different geography and circumstances of another store and/or district may hinder the impact you want to create.

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