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136 Cards in this Set
- Front
- Back
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Credibility
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Your reputation for being trustworthy—trustworthy to perform your work with excellence; to care about those you work with and for; to live by high ethical, corporate, and personal values; and to deliver on your promises. In short, your credibility is the degree to which others believe or trust in you.
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Competence
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refers to the knowledge and skills needed to accomplish business tasks, approach business problems, and get a job done. Most people will judge your competence based on your track record of success and achievement.
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Caring
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understanding the interests of others, cultivating a sense of community, and demonstrating accountability.
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Character
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refers to a reputation for staying true to commitments made to stakeholders and adhering to high moral and ethical values. Character has always been important in business relationships, especially long-term, collaborative relationships.
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Ethics
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“rules of conduct or moral principles that guide individual or group behavior.”
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Business Ethics
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are the commonly accepted beliefs and principles in the business community for acceptable behavior. At a minimum, business ethics involve adhering to laws; safeguarding confidential or proprietary information; avoiding conflicts of interest and misuse of company assets; and refraining from accepting or providing inappropriate gifts, gratuities, and entertainment.
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Transparency
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involves sharing all relevant information with stakeholders. As defined by Transparency International, transparency “is a principle that allows those affected by administrative decisions, business transactions or charitable work to know not only the basic facts and figures but also the mechanisms and processes. It is the duty of civil servants, managers and trustees to act visibly, predictably and understandably.”
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Code of Conduct
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or code of ethics. Publicly traded companies are required by the Sarbanes-Oxley Act of 2002 to have a code of ethics available to all employees and to ensure that it is enacted.
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Personal Values
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those values that individuals prioritize and adhere to
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FAIR Test
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F - Factual information
A - Accessible or Transparent are your motives I - Impact stakeholders R - Respectful is your communication |
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Post-Trust Era
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the public overwhelmingly views businesses as operating against the public's best interests, and the majority of employees view their leaders and colleagues skeptically.
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Asynchronous Communication
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does not occur in real time. Individuals involved in such communication can pay attention to and respond to communications at a time of their choosing.
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Synchronous Communication
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occurs in real time; the individuals involved give immediate responses to one another and engage in turn-taking.
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Communication Channel
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the medium through which a message is transmitted. Examples of communication channels include emails, phone conversations, and face-to-face dialogue.
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Richness
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involves two considerations: the level of immediacy and number of cues available.
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Immediacy
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relates to how quickly someone is able to respond and give feedback. In high-immediacy communication, people have immediate access to a variety of cues, including social cues (turn-taking), verbal cues (tone of voice), and nonverbal cues (gestures, facial expressions). Generally, face-to-face communications are considered the richest, since each person involved can get immediate verbal and nonverbal feedback. Richer communication typically leads to more trust-building, rapport, and commitment. It is generally the most efficient way to accomplish communication objectives quickly and is less likely to lead to misunderstandings
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Control
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refers to the degree to which communications can be planned and recorded, thus allowing strategic message development.
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Planning
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implies that the communication can be tightly drafted, edited and revised, rehearsed, and otherwise strategically developed before delivery.
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Constraints
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refer to the practical limitations of coordination and resources.
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Coordination
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deals with the effort and timing needed to allow all relevant people to participate in a communication.
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Resources
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deal with the financial, space, time, and other investments necessary to employ particular channels of communication. A meeting of ten corporate employees who fly in from different cities is a high-constraint communication that requires extensive coordination and resources.
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Private Communication
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This does not necessarily imply that the communication is confidential. Rather, it means that the communication is relevant primarily for a select few individuals. For example, Jeff and Latisha discussing her internship is a private communication.
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Team Communication
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Team communication involves communication among team members that should be shared by and accessible to every team member. For example, a meeting is a type of team communication.
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Networked Communication
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similar to team communication in some regards but differs in several key ways. Whereas team communication occurs among people who know one another, networked communication allows people to contact, communicate with, and develop work relationships with people they do not know but who share work interests and goals. These people are often contacts of people you already know, or they are part of an organizational network (e.g., a company or a professional organization). Similarly, whereas team communication typically occurs in the context of formally created teams or units, networked communication allows groups to form and disband more informally and loosely.
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Leadership Communication
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an executive, manager, or other organizational leader develops a message for all relevant employees. Leadership communication is often intended to announce big changes, inspire outstanding performance, boost morale, or create unity of vision for an organization.
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Formality
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associated with protocols, rules, structure, and politeness.
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Informality
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associated with the absence of protocols and structure. During recent decades, business communication has become less formal. However, even in today's less-formal environment, very little business communication is informal. Even workplace social outings such as holiday parties involve expectations, boundaries, and unspoken rules for appropriate communication.
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Sensers
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are pragmatic and results-oriented. When addressing sensers, be direct, brief, and to the point.
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Feelers
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tend to be more people-oriented and as a result, they focus heavily on harmony. When addressing feelers, include personal comments and explain the impacts of decisions on people.
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Thinkers
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are most focused on logic, objectivity, and correct analysis. When addressing thinkers, focus on well-organized, well-analyzed, dispassionate, and conclusive arguments.
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Intuitors
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are future-oriented, out-of-the-box thinkers. When communicating with intuitors, take more time for discussion and don't overemphasize the details.
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Interpersonal Communication Process
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the process of sending and receiving verbal and nonverbal messages between two or more people. It involves the exchange of simultaneous and mutual messages to share and negotiate meaning between those involved.
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Meaning
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refers to the thoughts and feelings that people intend to communicate to one another.
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Encoding
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the process of converting meaning into messages composed of words and nonverbal signals.
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Decoding
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the process of interpreting messages from others into meaning.
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Shared Meaning
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a situation in which people involved in interpersonal communication attain the same understanding about ideas, thoughts, and feelings. In practice, many barriers interfere with achieving shared meaning, including external noise, internal noise, and lifetime experiences.
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Noise
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causes distortion to or interruption of messages. Four types of noise affect the quality of message delivery: physical noise, physiological noise, semantic noise, and psychological noise.
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Physical Noise
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external noise that makes a message difficult to hear or otherwise receive. Examples include loud sounds nearby that interrupt verbal signals or physical barriers that prevent communicators from observing nonverbal signals. Physical noise can also be a function of the medium used. A poor signal for a phone conversation or blurry video feed for a teleconference are examples of physical noise. The other three types of noise are distortions or interruptions of messages that are caused by internal characteristics of communicators.
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Physiological Noise
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refers to disruption due to physiological factors. Examples include hearing problems, illness, memory loss, and so on. Conversely, a communicator may have a difficult time sending a message due to physiological constraints such as stuttering, sickness, or other temporary or permanent impairments.
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Semantic Noise
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occurs when communicators apply different meanings to the same words or phrases. For example, two people may have different ideas about what an acceptable profit margin means. One manager may have a figure in mind, such as 10 percent. Another may think of a range between 20 and 30 percent. Semantic noise can be most difficult to overcome when strong emotions are attached to words or phrases. For example, a term such as downsize may invoke positive emotions for a manager who associates this term with frugality and wise cash management. However, another manager may view this term with negative emotions and associate it with callousness and disloyalty on the part of the corporation. In nearly all business conversations, people throw around words and phrases that they understand and interpret differently.
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Psychological Noise
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refers to interference due to attitudes, ideas, and emotions experienced during an interpersonal interaction. In many cases, this noise occurs due to the current conversation—the people involved or the content. For example, people may have preexisting feelings or stereotypes (“he's unreliable,” “she's calculating,” “they will not defend us in front of management”) about those they are talking to. Those feelings influence how they encode and decode messages. People also may react strongly to comments made during the conversation.
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Filter of Lifetime Experiences
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This filter is an accumulation of knowledge, values, expectations, and attitudes based on prior personal experiences. This filter is an accumulation of knowledge, values, expectations, and attitudes based on prior personal experiences.
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Emotional Intelligence
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involves understanding emotions, managing emotions to serve goals, empathizing with others, and effectively handling relationships with others.
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EQ
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Another way to say emotional intelligence, which stands for emotional quotient, a play on the term IQ, intelligence quotient. We use both terms in this book.
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Emotional Hijacking
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a situation in which emotions control our behavior, causing us to react without thinking. The impacts of emotions last long after they've subsided
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Self-Awareness
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the foundation for emotional intelligence. It involves accurately understanding your emotions as they occur and how they affect you. One prominent researcher defines self-awareness as “ongoing attention to one's internal states.”
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Triggers
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Events that cause strong emotional reactions
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Self-Management
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the “ability to use awareness of your emotions to stay flexible and to direct your behavior positively.”
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Mitigating Information
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can short-circuit moderate anger almost immediately. Mitigating information involves favorable explanations for why others have behaved in a certain way.
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Optismists
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view failures as events that can be changed in the future. They view these failures as temporary setbacks and learning experiences.
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Pessismists
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by contrast, view failures as indications of their own incompetence or inability. They dwell on the past rather than looking to the future.
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Empathy
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the “ability to accurately pick up on emotions in other people and understand what is really going on with them.” Empathy also includes the desire to help others develop in their work responsibilities and career objectives.
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Relationship Management
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the “ability to use your awareness of emotions and those of others to manage interactions successfully.”
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Learner Mind Set
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you show eagerness to hear others' ideas and perspectives and listen with an open mind. You do not have your mind made up before listening fully. When you disagree, you stay open to the possibility of finding common ground and mutually beneficial solutions. Under the learner mind-set, difference of opinion is considered normal, even healthy, and potentially solution-producing.
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Judger Mind Set
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people have their minds made up before listening carefully to others' ideas, perspective, and experiences. Judgers view disagreement rigidly, with little possibility of finding common ground unless the other person changes his or her views. Judging often involves punishing others for disagreement. At its extreme, the judger mind-set involves ascribing negative traits to others and labeling them in undesirable terms. For example, judgers often enter conversations with thoughts such as “she's not creative” or “he's unreliable.” Not surprisingly, the judger mind-set stifles conversation.
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Learner Statements
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which show your commitment to hearing people out. In effective learner statements, you explicitly state your desire to hear differing opinions with statements such as “I have a different perspective, so I want to understand how you see this.”
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Judger Statements
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which show they are closed off to hearing people out, shut down honest conversations.
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Non listening Behaviors
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those actions that prematurely deflect attention from speakers or prevent them from completely expressing their ideas and feelings. Such behaviors may display lack of caring and signal that the conversation is not equitable and reciprocal. Some common nonlistening behaviors in the workplace are defending, “me too” statements, advice-giving, and judging.
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Rapport Building Questions
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are intended to create bonds between people. They can break the ice and gradually ease people into conversations about shared business interests. They tend to be casual and social and steer clear of divisive or offensive topics. Questions about current work projects, interests, and experiences are generally appropriate. As you will notice in the team communication section later, however, time devoted to building rapport should be limited. Too much time spent on this purpose can be counterproductive.
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Funnel Questions
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move from general to specific. They are intended to increasingly deconstruct a business issue so that a team can tackle or approach it in pieces. This approach involves starting with broad and open questions and moving to more specific and closed ones.
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Probing Questions
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intended to analyze a business problem from every angle in order to uncover its root causes. Such questions can ensure that no explanation is overlooked, thus leading to a reliable understanding. The classic, institutionalized example of probing questions is the Five Whys approach at Toyota, in which employees were encouraged to ask at least five iterations of questions to understand manufacturing quality issues. Ultimately, this approach led to world-class quality standards that businesses around the world have studied.
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Solution Oriented Questions
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focus on how to overcome business problems. They focus on what should be done to accomplish business objectives. Solution-oriented questions are among the most difficult ones in which to maintain a learner mind-set. Nearly all of us have strong preconceptions about what should be done. Staying flexible and open to mutually developed solutions begins with open, solution-oriented questions.
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Leading Questions
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intended to guide people to your way of thinking. These questions are often perceived as dishonest or manipulative. Business professionals are notorious for leading questions in sales. In fact, some sales training programs even recommend using leading questions to build desire for products and services. However, recent research indicates that even for sales, the best questions are open ones that focus on learning customers' real wants and needs
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Disguised Statements
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are opinions presented in question form. Disguised statements almost always end a learning conversation when they are used to point out flaws.
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Cross-Examination Questions
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are intended to find contradictions in what others have said or done. Like disguised statements, they can abruptly end learning conversations when they repeatedly call into question the credibility of others.
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Forming Stage
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team members focus on gaining acceptance and avoiding conflict. In some ways, this stage is a honeymoon period in which team members get to know one another.
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Storming Stage
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team members open up with their competing ideas about how the team should approach work. This stage is typically the least productive, since team members are attempting to make sense of uncertain roles, goals, and accountabilities.
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Norming Stage
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the team arrives at a work plan, including the roles, goals, and accountabilities.
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Performing Stage
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teams operate efficiently toward accomplishing their goals. They have evolved to a level where they can transform disagreement and conflict into consensus for future action.
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Team Culture
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refers to a set of shared perceptions and commitment to collective values, norms, roles, responsibilities, and goals. Typically, teams rapidly develop such shared perceptions and commitment during the norming stage. Only at the performing stage do these shared perceptions and commitments lead to high productivity.
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Disassociation
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is a process by which professionals accept critique of their ideas without taking it personally and becoming defensive.
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Association
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is the psychological bonding that occurs between people and their ideas. Since the purpose of most meetings and team communication is to increase agreement about roles, goals, and accountabilities and to increase the group's sense of purpose, team members should seek association by the end of a meeting or team communication.
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Coordination Meetings
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primarily focus on discussing roles, goals, and accountabilities.
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Problem Solving Meetings
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typically involve brainstorming about how to address and solve a particular work problem. In actuality, nearly all meetings involve both coordination and problem solving.
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Validating
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others means that you recognize their perspectives and feelings as credible or legitimate. It does not necessarily mean that you agree.
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I-Statements
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begin with phrases such as I think, I feel, or I believe. During disagreements or difficult conversations, I-statements soften comments to sound more conciliatory and flexible and less blaming and accusatory
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Facilitator
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acts from a neutral position to get each person to participate in the conversation and ensure that each agenda item is properly discussed. Facilitators should acknowledge, check for understanding, paraphrase and summarize, not judge, ask for elaboration, and get everyone involved.
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Values
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refer to enduring beliefs and ideals that individuals hold. Since values are at the core of belief systems, appeals to an individual's values can have strong influence. Generally, people hold workplace values—beliefs and ideals about the appropriate way to approach business problems, resolve issues, and choose goals.
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Priorities
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involve ranking or assigning importance to things, such as projects, goals, and tasks. Priorities tend to shift more often than values.
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Conclusions
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are statements that are reasoned or deduced based on facts.
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Positions
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are stances that you take based on a set of conclusions. In the workplace, you will often make recommendations, which are a type of position.
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Direct or Deductive Approach
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In other words, they begin by stating the primary message, which is typically a position or recommendation. Then they lay out the supporting reasons. Most business messages conclude with a call to action. The call to action in many cases is a more detailed and elaborate version of the initial position or recommendation.
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Indirect or Inductive Approach
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in which you will provide supporting reasons first followed by the primary message. In all messages, however, the importance of framing and arranging supporting ideas to accentuate the main idea remains the same.
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Meta Messages
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the overall but often underlying messages people take away from a communication or group of communications. Meta messages are encoded and decoded as a combination of content, tone, and other signals.
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Neutrality Effect
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means that recipients are more likely to perceive messages with an intended positive emotion as neutral. That is, the sender may wish to express enthusiasm about an event, but the receiver decodes the information without “hearing” the enthusiasm
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Negativity Effect
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means that recipients are more likely to perceive messages with an intended positive emotion as neutral. That is, the sender may wish to express enthusiasm about an event, but the receiver decodes the information without “hearing” the enthusiasm
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Flames
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which are emails or other digital communications with “hostile intentions characterized by words of profanity, obscenity, and insults that inflict harm to a person or an organization.”
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Cyber Silence
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which is nonresponse to emails and other communications. During the nonresponse stage, message senders often misattribute explanations for the silence. They sometimes wonder if message recipients are purposely avoiding or even ignoring them
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Cyber Incivility
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is the violation of respect and consideration in an online environment based on workplace norms. Research has shown that “fast-paced, high-tech interactions may add to incivility, as people believe that they do not have time to be ‘nice’ and that impersonal contacts [such as electronic communications] do not require courteous interaction.”
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Active Incivility
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involves direct forms of disrespect
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Passive Incivility
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involves indirect forms of disrespect (i.e., using emails for time-sensitive messages, not acknowledging receipt of emails, not replying to emails).
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Reinterpretation
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involves adjusting your initial perceptions by making more objective, more fact-based, and less personal judgments and evaluations. When people are distressed, they often make extreme, subjective, and overly personal judgments. By reinterpreting the event, you allow yourself to take the communication less personally.
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Relaxation
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involves releasing and overcoming anger and frustration so that you can make a more rational and less emotional response.
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Defusing
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involves avoiding escalation and removing tension to focus on work objectives.
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Social Age
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is an era in which people engage in networked communication, collaborate across boundaries, and solve problems communally
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Personal Brand
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in a professional sense—a unique set of professional skills and attributes that others associate with you
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Components of Apologies
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Make acknowledgment.
Express regret. Take responsibility. Offer commitment. State goodwill. |
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Components of Routine Messages
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State the primary message (ten words or fewer).
Provide details in paragraphs of 20 to 80 words. Restate the request or key message in more specific terms. State goodwill. |
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Components of Requests
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Make request.
Provide rationale. Call to action.* State goodwill. |
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Components of Expectations
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Explain overall expectation.
Describe responsibilities. Provide deadlines. Discuss coordination. State goodwill. |
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Components of Directions
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State goal.
Give step-by-step directions. State goodwill. |
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Components of Inquiry Responses
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Provide responses.
State goodwill. |
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Components of Attention
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Gain attention.
Give announcement. Provide details. Call to action.* State goodwill. |
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Components of Claims
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Make claim.
Provide rationale. Call to action. State goodwill. |
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Components of Showing Appreciation
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Give thanks.
Provide rationale. State goodwill. |
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Components of Sympathy
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Express sympathy.
Offer support. State goodwill. |
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Social Proof
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is a principle of influence whereby people determine what is right, correct, or desirable by seeing what others do.
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Scarcity
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a principle of influence whereby people think there is limited availability of something they want or need, so they must act quickly.
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Components of Persuasive Messages
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Gain attention.
Raise a need. Deliver a solution. Provide a rationale. Show appreciation. Give counterpoints (optional). Call to action. |
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Guidelines for Tone in Persuasive Messages
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Apply the personal touch.
Use action-oriented, lively language. Write with confidence. Offer choice. Show positivity. |
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Tangible
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implies that the readers can discern something in terms that are meaningful to them.
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Mass Sales Messages
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messages sent to a large group of consumers and intended to market a particular product or service. Often in the form of mass emails, online ads, or sales letters, these messages generally have low success rates
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Structure of Mass Sales Messages
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Gain attention.
Generate interest. Build desire. Call to action. |
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Manipulation
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involves attempting to influence others by some level of deception so you can achieve your own interests.
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Guidelines for Bad News Messages
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Deliver the bad news in a timely manner.
Choose the right mix of channels. Sympathize with the bad-news recipients and soften the blow. Provide a simple, clear rationale. Explain immediate impacts. Focus on solutions and long-term benefits. Show goodwill. |
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Controllability
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is the degree to which the bad-news message receiver can alter the outcome.
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Likelihood
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relates to the probability of the bad event occurring
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Components of Indirect Bad News Messages
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Ease in with a buffer.
Provide a rationale. Deliver the bad news. Explain impacts. Focus on the future (as appropriate). Show goodwill. Show concern. |
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Components of Direct Bad News Messages
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Ease in with a buffer.
Deliver the bad news. Provide a rationale. Explain impacts. Focus on the future (as appropriate). Show goodwill. Show concern. |
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Buffer
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is a statement to establish common ground, show appreciation, state your sympathy, or otherwise express goodwill.
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Mum Effect
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occurs when the chain of messages within an organization is filtered at each level to leave out or inaccurately state the bad news. The message that top executives often hear ends up being unrealistically rosy.
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Visual Learners
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who make up about 40 percent of the population, learn best from illustrations and simple diagrams that show relationships and key ideas. They also enjoy gestures and metaphors. Ironically, text-based PowerPoint slides do not appeal to them much. On the other hand, PowerPoint slides rich in images and figures do help visual learners respond to your message.
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Auditory Learners
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who also comprise roughly 40 percent of the population, like loud, clear voices and believe emotion is best conveyed through voice.
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Kinesthetic Learners
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who make up about 20 percent of the population, need to participate to focus their attention on your message and learn best. They need group activities, hands-on activities, or breaks at least every 20 minutes.
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Components of Presentation
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Preview (10–15 percent of time)
Attention-getter Positioning statement Overview: Takeaway messages View (85–90 percent of time) Takeaway message #1 Takeaway message #2 Takeaway message #3 Review (5 percent of time) Recap Call to action |
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Positioning Statement
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frames your message in appealing terms to your audience members and demonstrates clear and valuable benefits to them. The positioning statement should be as concise as possible—ideally one to two sentences.
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PREP Method
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which involves stating your position, providing the reasons, giving an example or providing evidence, and then restating your position
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Principles for Establishing Presence
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Establish credibility.
Maintain authenticity. Know your material. Speak with confidence. Focus on people. Start and finish strong. Stay flexible. Use the room to your advantage. Communicate nonverbally. Dress for success. |
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Abilities
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are skills and knowledge that can be applied to accomplishing work tasks.
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Attributes
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are personal traits or characteristics. In the job application process, employers are often looking for more than your abilities. They're trying to figure out the kind of person you are.
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Principles of Effective Resumes
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Emphasize accomplishments with action verbs.
Quantify accomplishments where possible. Position your most important contributions first. Group and label information to increase ease of reading. Remove irrelevant details. Avoid buzzwords and jargon. Be exact and avoid any errors. Group and label information to improve ease of reading. Format to distinguish pieces of information. Select a simple yet visually appealing layout. |
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Chronological Resumes
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which present the information grouped by work and education over time
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Functional Resumes
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which present the information in terms of key skills.
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Components of Chronological Resumes
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Name block
Summary of qualifications or Career objective (optional) Education Work experience Additional information |
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Components of Functional Resumes
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Name block
Summary of qualifications or Career summary Skills Additional information |
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Components of Cover Letters
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Interest in position.
Match with position. Call to action. |
