TAILIEUCHUNG - The Communication Problem Solver 23

The Communication Problem Solver 23. Managers need top-flight communication skills to keep their staffs productive and collaborative. But often, those who manage lack the ability to get things back on track once miscommunication occurs. This book helps readers analyze their communication skills and challenges and explains how they can use simple problem-solving techniques to resolve the people issues that derail productivity at work. Easily accessible and filled with real world management examples. This no-nonsense guide is packed with practical tools to help any manager be immediately effective, as well as a handy list of common communication problems and corresponding solutions | Leading Collaborative Conversations and told her that her staff call her The Queen. This feedback shocked Marcella. Since the judging term Queen was the nature of the feedback Marcella did not know what it meant or what to do to fix it. Instead of using the hurtful label Mark should have delineated specific communication behaviors that were causing tension between Marcella and Carol. Mark s words made it sound as if all of the staff had problems with Marcella when it was specifically Carol that had the problem. Mark s tone of voice made it sound to Marcella as if he was rebuking her and siding with someone else. In reality the only person who had complained to Mark was Carol who had not discussed any problems with Marcella. The communication misfire existed only among Marcella Carol and Carol s staff. The other two managers reporting to Marcella and their staffs had no issue with Marcella s management. Mark should have asked questions of Carol to discover the real problem Carol and her staff were having with Marcella. If Mark had used the process in Chapter 6 and had untangled the judgment The Queen he could have discovered the facts and the observed behaviors that were not working. Had Mark gathered facts he could have given useful feedback which would have been part of a general coaching conversation to Marcella. Better feedback would have been You have an outstanding track record as a first-level manager. I d like to help you succeed in your new role of managing managers and want us to collaborate on how best to do that. You have a successful relationship with two of your direct report managers. Let s build on that for how you and Carol might work better together. You ve been managing managers and setting up this new unit for only two months so now is the ideal time to make a plan of where we go from here. I want to give you all the resources you need because I know you will be a terrific manager of managers with a little help. As you advance to higher-level .

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