Interpersonal Skills PROGRAMME OUTLINE 1. Interpersonal Skills a) - - PowerPoint PPT Presentation

Interpersonal Skills

PROGRAMME OUTLINE

• 1. Interpersonal Skills

a) Introduction b) Managing Self & Others c) Building Trust d) Valuing Differences

Introduction Interpersonal skills" refers to mental and communicative strategy applied during social communications and interactions in order to reach certain effects or results

Introduction

The term "interpersonal skills" is used to refer to the measure of a person's ability to operate within business organizations through social communication and interactions. Interpersonal skills is simply how a person relates to one another.

Managing Self & Others

The Personal Profile Analysis (PPA)

A positive, non-critical behavioural analysis of a person emphasizing his/ her strengths in the work environment.

The Theory of Behaviour…

“Human behaviour is a function of the environment in which the individual finds himself”.

The Emotions of Normal People - William Marston (1928)

The Individual & the Environment

Active Passive Antagonistic Friendly

DOMINANCE DOMINANCE INFLUENCE INFLUENCE STEADINESS STEADINESS COMPLIANCE COMPLIANCE

The DiSC Model D I C S

I am what I achieve I am what I contribute I am what people see I am what I perfect

• dominating
• directing
• demanding
• controlled
• concise
• cautious
• steady
• stable
• systematic
• influencing
• inspiring
• interacting

Motivators: Challenges Fears: Failure Motivators: Praise & Public Recognition Fears: Rejection Motivators: Rules & Standards Fears: Conflict Motivators: Stability & Reassurance Fears: Insecurity

Reading the DiSC Graphs

High High Low Low D I S C

Line of Significance Interpretation: Chidi – High D, High I Low S, Low C Interpretation: Haruna – High S, High C Low I, Low D

Hi Lo M

Graph I Work Mask Graph I Work Mask D I S C Graph II Pressure Profile Graph II Pressure Profile D I S C Graph III Self Image Graph III Self Image D I S C

Let’s develop a common language……..

DiSC Communication Styles

Influence Influence Compliance Compliance Steadiness Steadiness

• ‘Driver’
• Like to save time
• Want to be efficient and

have things done now

• ‘Expressive’
• Like to save relationships
• Friendship means a lot to

them

• ‘Analytical’
• Like to save face
• Hate to make errors or

get caught without enough information

• ‘Amiable’
• Like to save effort
• Rely heavily on hunches,

intuition and feelings

Dominance Dominance

Communication Styles

Seek a lot of data, ask many questions, behave methodically & systematically. Quiet, do not seek attention, helpful and regarded as warm Get excited and always seem interested Like to have their

• wn way.

Have decisive & strong viewpoints

Compliance Steadiness Influence Dominance

How to Recognise them

Making an error, being unprepared, spontaneity. Rejection, treated impersonally uncaring & unfeeling attitudes. Boring explanations/ wasting time with too many facts Someone wasting their time, trying to decide for them

Compliance Steadiness Influence Dominance

Communication Styles - Dislikes

OBSERVABLE BEHAVIOUR APPROACH HANDLING CONFLICT DRESS OFFICE & DESK MANNERS BODY LANGUAGE

APPROACH

Running late Seems very interested Questions for clarification Punctual and prepared

D I S C

HANDLING CONFLICT

Tackles conflict head on Looks for win/win solutions Smoothens the situation Yields position to avoid controversy

D I S C

DRESS

Not interested in dress Fashionable dress Comfortable Smart, conservative dress

D I S C

OFFICE AND DESK

Office and desk disorganised Certificates, pictures, trophies Pictures of family and assets Neat and orderly office

D I S C

MANNERS

Can be rude and blunt Very friendly and sociable A good listener Courteous and diplomatic

D I S C

BODY LANGUAGE

Impatient and restless Much hand and body movement Appears easy going Limited body language

D I S C

Interacting with a “High D”

Ask questions that allows them to discover things, rather than be told If you disagree with a High D, argue facts not feelings Give recognition to the high D’s ideas, not to them personally Be efficient, time-disciplined and well

• rganised

Interacting with a “High I”

Be entertaining and fast moving Get them to talk about opinions; try not to argue Summarise in writing what you both agree upon even though it may not appear necessary Do not hurry the decision; try to develop mutually stimulating ideas

Interacting with a ‘High S”

When you disagree do not debate facts or logic; discuss personal feelings and opinions Show that you are actively listening and open in your discussion The High S likes guarantees that action will involve a minimum of risk Offer personal assurances of support

Interacting with a “High C”

Support responses with facts and figures Be logical and organised in your approach Put things in writing and allow time for clarification; do not rush decisions Give guarantees that cannot backfire

Building Trust

TRUST

What is Trust? Trust is a prediction of reliance on an action, based on what a party knows about the other party Trust is a relationship of reliance based on the integrity, strength or ability of a person

TRUST TRAPS

• Making Assumptions
• Breaking promises
• Covering yourself
• Spreading rumors
• Bypassing people

Means jumping to a conclusion without having the

facts to back it up Causes you to relate to people negatively-which causes them to respond to you negatively Makes you appear unreasonable, and people decide you can’t be trusted to seek and act on facts Is especially damaging if you share your negative ideas with others, who believe your ideas and act negatively because of them

Trust Trap 1: MAKING ASSUMPTIONS

Trust Trap 2: BREAKING PROMISES

Nothing is more damaging to trust than a broken promise. People begin to think that they can not believe the things you say. And often, they just stop listening to you. Even breaking the smallest promise can damage people’s trust in you

Trust Trap 3: COVERING YOURSELF

This means making sure you are not blamed when things go wrong. If you anticipate that things may go wrong, you cover yourself by avoiding commitments, inflating your budget, or building more time into your schedule than you actually need. Ultimately, People see you as more concerned with avoiding blame than finding solutions. Instead of trusting you, they will believe you can’t be relied on to get work done. They will be concerned that you will soon be blaming them.

Trust Trap 4: SPREADING RUMOUR

A rumour is a piece of information that is not known to be fact. Typically, it is based on speculations, suspicion, or hearsay. Most times, rumour prove to be false. Spreading false information, either about a co- worker or the organisation, can have a serious

• effect. Spreading quickly, rumour can create

tension, anxiety, and anger. People who spread rumour are not easily trusted.

Trust Trap 5: BYPASSING PEOPLE

You bypass someone, when you do not deal with him/her first, even though you should. Instead, you go to his/her boss or another co-worker to get the required assistance. Bypassing people can make them feel you do not value their skills and knowledge. Worse, the person you bypass might wonder if you are intentionally excluding him/her to achieve a personal benefit at his/her expense, even if your motives are right. Consequently, the person will find it difficult to trust you.

Trust Techniques

Benefits of the Trust Techniques

These techniques help you:

• Avoid the pain of falling into trust traps in the

first place

• Reduce the strain of getting out of trust traps, if

you do fall into them

• Build a history of trust with others, so you feel

you can rely on one another-even in difficult times that put trust to the test

hare thoughts, feelings and rationale

S S

ake commitments you can keep

M M

dmit mistakes

A A

equest and accept feedback

R R

est assumptions

T T

TRUST TECHNIQUES

A SMART(er) Way to work.

Valuing Differences

Valuing Differences

WHAT: In this section you will understand

• The types of differences that make each person

unique

• How differences in styles, abilities, and

motivations are valuable to the team or group.

• The importance of accepting, encouraging,

and supporting differences

OBJECTIVES OBJECTIVES

Valuing Differences

WHY: Learning and applying these concepts will enable you to

Improve Decision-Making through seeking

and considering diverse views and approaches

Reduce conflict by valuing everyone’s

contributions

Increase morale and teamwork by accepting

and valuing differences

OBJECTIVES OBJECTIVES

VALUING DIFFERENCES

‘Different’ is not wrong and There is strength in diversity

Valuing Differences - SAM

A technique to help you identify and understand the special talents of others.

Styles Styles

How you approach tasks.

Abilities Abilities

What you know and can do.

Motivations Motivations

Why you like/enjoy doing certain.

Valuing Differences - SAM

Your personality, the way you do things, and your approach to life. Your skills, knowledge and capabilities. Your values, your goals and what you enjoy doing.

Styles Styles Abilities Abilities Motivations Motivations

Valuing Differences - SAM

• We all have different styles, abilities and

motivations

• So we all have different SAMs.
• No two SAMs are exactly the same, because

no two people are exactly alike.

Valuing Differences - SAM

Your SAM Profile

Valuing Differences - Summary

Big learning challenge. Difficult to do but can be done. Helps improve relationships – personal and business. Part of personal development. Know yourself – know your SAM. Be aware of yourself AND others.