VIBGYOR

Welcome to the world of training and development

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Nonverbal Communication

Tips for Responding to Nonverbal Communication

Be aware.  As you approach your next meeting, keep in mind that all this nonverbal communication is taking place. Notice, but dont respond to, various cues expressed by meeting participants. It is helpful to develop a sensitivity to nonverbal behaviors before you begin responding in any way.

Stop, don’t assume.  Approach people with caution; you…

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COACHEE & COACH REALTIONSHIP

COACHEE & COACH REALTIONSHIP

Both the coach and the coachee need to agree on the focus and goals for the coaching relationship. There are many topics and skills that coaching can focus on, such as career path, money management, or leadership, just to name a few. Once the focus is established, it is time to set the goals. In a coaching relationship, goals serve as reference points to be checked periodically. Progress towards…

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Tips for Responding to Nonverbal Communication

Tips for Responding to Nonverbal Communication

ips for Responding to Nonverbal Communication

Be aware. As you approach your next meeting, keep in mind that all this nonverbal communication is taking place. Notice, but don’t respond to, various cues expressed by meeting participants. It is helpful to develop a sensitivity to nonverbal behaviors before you begin responding in any way.

Stop, don’t assume.Approach people with caution; you can…

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Types of Negotiation Situations

Types of Negotiation Situations

In any negotiation, the participants have a position, opinion or desired outcome, and these differ from each other. There may be significant differences between the positions or the differences may be minor. If the latter case, it is usually easier to negotiate an outcome that satisfies all parties but, as we shall see, once emotion is added to the situation, this is not always the case. If there…

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TEAM ASSESSMENT

Margerison–McCann Team Management Systems

Another view of role profiles has been established by Margerison and McCann (1995). Their work with managers led them to identify four key questions looking at how people prefer to:

relate with others;

gather and use information;

make decisions;

organise themselves and others.

Researching these questions led them to identify four scales based on the…

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Rapport Over the Phone

Rapport Over the Phone

Techniques for Creating and Sustaining Rapport Over the Phone

How to go about creating immediate rapport over the phone, within the first five seconds, is a key component of any sales training course, but is often overlooked in other forms of communications training. You will see that the same rules apply as for meeting someone face to face (apart from body language because the person can’t see…

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Importance of People

The Importance of People

Successful businesses strive constantly to develop and grow. Senior management decide on the strategies needed to move the organisation forward and define objectives the organisation needs to achieve. They keep a close eye on the business environment within which they operate. They may introduce new products or services in order to capitalise on market demand and improve…

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NEGOTIATE COLLABORATIVELY

EXPLORE RESISTANCE AND NEGOTIATE COLLABORATIVELY

Negotiation is a must-have skill when there is no collaborative solution in sight and people need to agree to disagree. Resistance comes when people feel their needs are not met and they are not heard. This can occur for multiple reasons, such as a perception that solutions are one-sided or there are no clear ground rules.

To overcome resistance,…

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SMALL WINS

THE POWER OF SMALL WINS

By Teresa M. Amabile and Steve J. Kramer

The central driver of a creative, productive performance is the quality of a person’s “inner work life.” Peoples’ “inner work lives” are the mix of emotions, motivations, and perceptions they experience throughout their workdays. The happier people are, the more interested they are in their work; furthermore, the more positively…

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BUILD COLLABORATIVE TEAMS

EIGHT WAYS TO BUILD COLLABORATIVE TEAMS

By Lynda Gratton and Tamara J. Erickson

The successful execution of a major initiative requires a complex team comprised of many educated specialists from diverse backgrounds. However, while the complexity of a team may be beneficial to an initiative, it can also make collaboration extremely challenging. To maximize the effectiveness of large, complex…

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DISCIPLINE OF TEAMS

THE DISCIPLINE OF TEAMS-By Jon R. Katzenbach and Douglas K. Smith

The word “team” is often misused. Managers are quick to label a group of people a “team” because they think it is positive and motivating. They do not understand the functional differences between teams and working groups. Working groups tout individual accountability and have strong, focused leaders who delegate tasks to their…

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THE NEW SCIENCE OF BUILDING GREAT TEAMS

THE NEW SCIENCE OF BUILDING GREAT TEAMS

THE NEW SCIENCE OF BUILDING GREAT TEAMS

By Alex “Sandy” Pentland

When the MIT Human Dynamics Laboratory researchers equipped actual teams with electronic badges and recorded their collaborative behavior, the data revealed that the most important predictor of a team’s success was its communication patterns. The three critical dimensions of communication that affect team performance included:

1.…

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ALL OF US ARE LEADER

ALL OF US ARE LEADER

*Every company has hidden leaders. They are known and respected by their coworkers but not always recognized in an official capacity. Managers who can uncover and encourage hidden leaders give their companies a competitive advantage. Organizations can advance creativity, productivity, and profit by tapping in to the positive energy created by hidden leaders.

*Hidden leaders have four key traits:…

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Focus by HIDDEN LEADERS

Focus by HIDDEN LEADERS

CREATE A FOCUS ON RESULTS

Hidden leaders who focus on results have two main characteristics: They take initiative and maintain a wide perspective. Different balances of these two traits combine to create different strengths or weaknesses, resulting in the following categories:

*Plodder: People with low initiative and a narrow perspective tend to stick to the rules, equating process with…

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SPEED Model

Never Mind the Bosses, Robin RydeIn order for leaders to better view and scrutinize their organizations, Ryde introduces the SPEED model:

1. Symbols and signs send messages to the workforce and others.

*If a stranger visited a company, he would be able to discern a high-deference organization by space symbols, such as certain offices that are larger and have more window space, light, and…

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IDENTIFY HIDDEN LEADERS

Although true hidden leaders possess all four key qualities, no one leader is a perfect example of any given characteristic. Many people will have demonstrated integrity (the most crucial characteristic) and be strong in one or two other areas. These possible leaders will never live up to their potential without developing the missing characteristics. Budding hidden leaders with only three of the…

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Lead with Presence

Dynamic leaders–leaders who have presence–are made, not born. This applies to both men and women. Anyone can develop and improve his or her leadership skills to become a more authentic leader whom others want to follow.

However, being in a position of leadership can be particularly challenging for some women, given the cultural stereotypes and gender typing that pervades the business world. The…

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