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 INFLUENCE DOMINANCE INFLUENCE DOMINANCE Antagonistic Friendly COMPLIANCE STEADINESS COMPLIANCE STEADINESS Passive
The DiSC Model I am what I achieve I am what people see Motivators: Praise & Motivators: D I Public Recognition Challenges • dominating • influencing • directing • inspiring Fears: Rejection Fears: Failure • demanding • interacting • controlled • steady Fears: Conflict Fears: Insecurity • concise • stable • cautious • systematic Motivators: Motivators: C S Rules & Stability & Standards Reassurance I am what I perfect I am what I contribute
Reading the DiSC Graphs D I S C High High Line of Significance Low Low Interpretation: Interpretation: Chidi – High D, High I Haruna – High S, High C Low S, Low C Low I, Low D
Let’s develop a common language…….. Graph II Graph I Graph III Graph II Graph I Graph III Pressure Profile Work Mask Self Image Pressure Profile Work Mask Self Image D I S C D I S C D I S C Hi M Lo
DiSC Communication Styles Dominance Influence Dominance Influence • ‘Expressive’ • ‘Driver’ • Like to save relationships • Like to save time • Friendship means a lot to • Want to be efficient and them have things done now • ‘Analytical’ • ‘Amiable’ • Like to save face • Like to save effort • Hate to make errors or • Rely heavily on hunches, get caught without intuition and feelings enough information Compliance Steadiness Compliance Steadiness
Communication Styles Dominance Influence Steadiness Compliance Like to have their Get excited and Quiet, do not Seek a lot of own way. always seem seek attention, data, ask many interested helpful and questions, regarded as behave Have decisive & warm methodically & strong viewpoints systematically. How to Recognise them
Communication Styles - Dislikes Dominance Influence Steadiness Compliance Someone wasting Boring Rejection, treated Making an error, their time, trying explanations/ impersonally being to decide for wasting time with uncaring & unprepared, them too many facts unfeeling spontaneity. attitudes.
OBSERVABLE BEHAVIOUR APPROACH HANDLING CONFLICT DRESS OFFICE & DESK MANNERS BODY LANGUAGE
APPROACH D Running late I Seems very interested S Questions for clarification C Punctual and prepared
HANDLING CONFLICT D Tackles conflict head on I Looks for win/win solutions S Smoothens the situation C Yields position to avoid controversy
DRESS D Not interested in dress I Fashionable dress S Comfortable C Smart, conservative dress
OFFICE AND DESK D Office and desk disorganised I Certificates, pictures, trophies S Pictures of family and assets C Neat and orderly office
MANNERS D Can be rude and blunt I Very friendly and sociable S A good listener C Courteous and diplomatic
BODY LANGUAGE D Impatient and restless I Much hand and body movement S Appears easy going C Limited body language
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 organised
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 �
Trust Trap 1: MAKING ASSUMPTIONS � 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 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
TRUST TECHNIQUES A SMART(er) Way to work. S hare thoughts, feelings and rationale S M ake commitments you can keep M A A dmit mistakes R equest and accept feedback R T est assumptions T
Valuing Differences
Valuing Differences OBJECTIVES OBJECTIVES 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
Valuing Differences OBJECTIVES OBJECTIVES 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
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. S tyles How you approach tasks. S tyles A bilities A bilities What you know and can do. M otivations Why you like/enjoy doing certain. M otivations
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