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Effective Communication Skills

This document discusses effective communication skills and personality types. It describes four personality types: driver, supportive, expressive, and analytical. Each type has distinct communication preferences that people should be aware of. The document also discusses the importance of self-awareness and getting feedback from others using a model called the Johari Window. Leaders are encouraged to understand how their team perceives them in order to improve communication and leadership skills.

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Nur Rohman Arif
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554 views17 pages

Effective Communication Skills

This document discusses effective communication skills and personality types. It describes four personality types: driver, supportive, expressive, and analytical. Each type has distinct communication preferences that people should be aware of. The document also discusses the importance of self-awareness and getting feedback from others using a model called the Johari Window. Leaders are encouraged to understand how their team perceives them in order to improve communication and leadership skills.

Uploaded by

Nur Rohman Arif
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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8.

Effective
Communication Skills
Communication is a valuable skill in life.
The most important part of communication
is the ability to listen. This skill about is
about being sensitive to the needs of others
and developing the ability to listen with
empathy i.e. listening with the intent to
really understand.

Effective communication requires self-


insight, a good understanding of others
peoples personality differences and good
self-control. We can increase our
communication effectiveness and our ability
to understand others by being sensitive to
how we are perceived as individuals and by
understanding the different personality
styles.
Research shows that people can be described
broadly as follows :

People are either more introverted or more


extroverted, and either more thinking or more
feeling. The introverted and extroverted interactive
behaviours are described below.

Introverted Extroverted
Speaks slower and softer Speaks faster and louder
Make fewer statement Makes more statement
Uses less body language Uses more body language
Listens more Listens less
More observant Less observant
controlled Impulsive
The feeling and thinking behaviour styles are describe
below.

Feeling
Show emotion
Appear warm and friendly
Show concern for people Thinking
Appear lighthearted Control emotion
Display emphaty Appear reserved and
distant
Show concern for facts
Appear serious
Display insight

These two behaviour dimensions can be combined to


describe four broad personality type as indicated
below.
Feeling
Expressive Supportive

extrovert Introvert
ed ed

Driver Thinking Analytical

Your effectiveness as a communicator lies in your ability


to recognise other peoples interpersonal styles and to
be sensitive to them when communicating with them.
The four personality types and appropriate ways of
interaction are described below.
The Driver (Get it done)
Driver personality types tend to act as follows :
Decisive and impatient.
Speak assertively, are direct and to the point.
They like to take charge and tend to dominate
others.

When interacting with driver consider the


following :
Be prepared, organised and have all facts at
hand.
Do not waste time, be efficient, concise and
business like.
Focus on results or output.
The Supportive (get along)
Supportive personality types tend to
act as follows :
Considerate and patient.
Speak in a friendly, open manner.
Cooperative, participative and
understanding.

When interacting with the Supportive


consider the following :
Be patient and consinderation.
Take peoples feelings into
consideration.
Focus on relationships, compliment
the person.
Listen to the underlying message of
the person.
The Expressive (Get noticed)
Expressive personality types tend
to act as follows :
Quick and impulsive.
Speak fast and are energetic.
Competitive and like to lead.

When interacting with the


Expressive consider the
following :
Be frank, open and informal.
Recognise the persons
achievements.
Consider the persons ideas and
maintain focus on the goal.
The Analytical (Get it right)
Analytical personality types tend to act
as follows :
Through, cautious and systematic.
Speak with thought, common sense
and logic.
Pay attention to facts and detail.

When interacting with analytical


consider the following :
Be accurate and objective.
Listen to the persons reason and
thoughtfully approach issues.
Provide ideas facts be patient and
allow the person time to think.
Interpersonal Style Feedback

Determine how your team members view you in


terms of the four interactive styles. This is best
achieved by requesting your team members to
complete the questionnaire on the following page. Two
pairs of statements describe behavior; in each case
your team members need to select the one statement
from each pair, which describes you most.

Mark your score on the two scales and draw the


intersecting point as indicated below. The intersecting
point indicates the style you are perceived to display.
When every score is market, your interactive style as
seen by others is indicated.
Example :
Introversion/Extroversion score: A = 3
Thinking/Feeling score: B = 5

Feeling Supportive
Expressive

extrovert Introvert
ed ed

Driver Thinking Analytical


9. Developing Yourself
through feedback from
the team
Effective leadership requires good self-insight
and good self-control. A framework developed by
luft and ingham called the johari window is useful
to explain the value of self-insight and feedback.
The better your self-insight, the greater the
possibility to develop yourself as a leader.

The johari window describe four areas :


1. Behaviour and attitudes of a person known to
the person
2. Behaviour and attitudes unknown to the person
3. Behaviour and attitudes known to others
4. Behaviour and attitudes unknown to others
The
combination of
these areas is
illustrated
below : UNKNOW
Unknow CLOSED
Johari N
n to
Window others
OPEN BLIND
Known
to
others
Known to Unkno
self wn to
self
An effective leader seeks feedback to
understand how others perceive his or her
leadership; this leads to learning and
development.

At the same time an effective leader will tend to


be more open about his or her thoughts and
concerns which will lead to a better
understanding of the leader.

johari window Unknown


to others

Known to
others

Known to self Unknown to self


The well-adapted, mature and effective leader has a
large open area and a small blind , close and
unknown area, i.e. I know myself, understand
how others see me, and am open about my
development needs.

It takes courage to ask your team for their honest


feedback regarding their perception of you. Often
team members are cautious about such an exercise,
as they do not know how their leader will respond to
their feedback.

It is for this reason important that you conduct this


exercise in an open non-threatening manners.
An unknown
weakness can never
be confirmed into a
strength
Robin Sharma
Team Feedback
Request your team members to complete the feedback document
on the following page. This will provide you with feedback
regarding your leadership behavior and possible blind areas, as
perceived by your team members. Team members should place
the completed form in the envelope provided and hand this to a
person who will consolidate the result. Or the team can work in
sub-teams completing the evaluation.
Score yourself and discuss the differences in perception will your
team. Then agree on an improvement plan.
Paste the
results of the
feedback and
the action plan
in your team
area.

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