consider their own communication behaviours identify and work on their own communication strengths and weaknesses

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1 Introduction This diagnostic can be given to anyone in your team whom you feel could benefit from some improvements in their personal communication skills. The team member will benefit from close analysis of their communication performance by a neutral observer and gain insight into their own strengths and weaknesses. The exercise involves a rerun or trial run of a vital instance of communication such as a team briefing or presentation. The team member will make a presentation to a small group or interact one-on-one with another member of the team whilst being watched by an observer. Learning Objectives Team members will be able to consider their own communication behaviours receive feedback from a neutral observer identify and work on their own communication strengths and weaknesses Suggested Resources observer s checklist - attached task sheet - attached communicator s checklist - attached What to Do (20 minutes) Introduce the diagnostic and distribute the task sheet. The observer chosen to work with the individual may be a more senior employee, a trainer, or a role model who has been identified as having strong communication skills. As a facilitator you could take on the observer role yourself. You or your chosen observer, along with the participating team member should select a scenario in which the team member feels comfortable. Ideally he/she should be asked to repeat a past communication performance that was unsatisfactory, or to attempt a trial run of an impending important incident, e.g. a presentation, a road show demonstration, a team briefing or meeting, or a sales pitch. You or your chosen observer should replicate the situation selected as closely as possible. For example, if a team briefing is being attempted, it may be more suitable to sit beside or very near to the speaker. However, if the scenario being recreated is that of a presentation, it would be advisable to sit at a distance, as if an audience member. Whilst observing the speaker, you should take note of his/her key strengths and weaknesses in communicating. A particularly useful method of analysis would be to 1

2 video the communication attempt, and to play it back during the discussion phase to reinforce your points. In order to be sure of analysing each aspect of your speaker s personal communication tendencies, we suggest that you make use of the Observer s Checklist, which outlines the key areas that could prove problematic. The speaker should be given a copy of the Communicator s Checklist to look over either a couple of days before the exercise, or in a few preparatory moments before he/she attempts his/her chosen communication scenario. Alternatively, you may like to withhold the checklist until after a first attempt at the communication scenario, in order to check the natural skills of the speaker. The length of time taken to complete this exercise will depend upon the length of the selected communication being rehearsed or repeated, but a 15-minute section would be adequate for analysis. The discussion time can be brief or extended depending on needs. Review Activity (10 minutes) The amount of time spent on analysing and summing up the strengths and weaknesses of the speaker will depend on individual needs. If you have been able to video his/her communication, you will want to analyse the tape alongside him/her. This is particularly useful for demonstrating weaknesses in body language, of which many people are unaware. If you have withheld the Communicator s Checklist, it may be appropriate to give this now, to allow some time for reflection. You could facilitate a rerun of the communication, noting changes that are working well, and those that will have to be attended to in the long term. Apply Learning It is hoped that this exercise, which could be repeated any number of times, will help you and your speaker to identify several key strengths and weaknesses in his/her personal communication skill-set. 2

3 COMMUNICATION SKILLS ANALYSIS Observer s Checklist Content What is being said: are the key points all there, sensibly ordered, clear and memorable? How is it being said: is it positively and engagingly worded? How concise is the communication: is there any verbal wandering going on? How well structured is the content? Tone, Volume and Pace Is the tone appropriate, i.e. matched to the nature of the message? Is the volume right considering what the actual set up will be for the communication? Is the pace right? Is the time/information ratio working? Body Language Has the speaker adopted a suitable physical position in relation to the audience? Are the gestures used appropriate considering the potential audience and the content of the message? Does the body language used support the message? Overall, are you convinced by the sincerity and clarity of the speaker? Is he/she able to capture your attention and maintain it consistently? As a member of his/her imagined audience, would you be able to understand and invest in his/her message? Channels, Medium and Props Has the speaker used any material or technology to support/deliver the message? 3

4 COMMUNICATION SKILLS ANALYSIS Task Sheet If you feel you want to improve your personal communications skills but aren t sure what areas you need to work on, use this as a guide. On certain occasions, such as a team briefing or sales pitch, the importance of these skills is particularly apparent. Unfortunately, it is at just such a time that we may not be aware of the ways in which we are using, or failing to use, our skills. Task Select a communications event. This should be directly relevant to your current role. An observer will watch your communication highlighting your strengths and any areas for improvement. You may wish to spend some time prior to your presentation or communication attempt considering the Communicator s Checklist. Your manager may choose to run through this with you after your presentation instead. 4

5 COMMUNICATION SKILLS ANALYSIS Communicator s Checklist Content The content of a piece of communication will usually be decided well in advance of the appointed day, and you will most likely have it with you in terms of a written speech, a rough plan (memorised or on paper), in note form or a bulleted list. However, even on the day of your communication task, there are certain content factors to keep in mind: What are you saying?: Are your key points all there, sensibly ordered, clear and memorable? How are you saying it?: Have you worded your messages positively for maximum impact, and to maintain audience interest? How concise have you been?: Are there areas of your presentation that wander from your key message? How structured is your content?: Do the points make logical chains that your audience will be able to follow? Tone, Volume and Pace Is your tone appropriate? i.e. matched to the nature of the message that you are putting across? Is the volume right? Consider room size, number of people who will be present, the furniture arrangement, and the degree of intimacy that you wish to convey. Is the pace right? i.e. are you speaking at an appropriate speed for people to be able to: follow you and the flow of your thoughts? remain interested in and engaged with what you are saying? You must also consider whether your audience are likely to be making notes, and will therefore require additional pauses for writing. The time/information ratio is important here. Body Language The old saying that actions speak louder than words is particularly important when attempting to get your message across to an audience. You should consider: Your physical position in relation to the audience. Your standing or sitting position can act as a clear signal about the kind of atmosphere you are hoping to create. For 5

6 example, when dealing with a sensitive topic with a small group, you will probably need to sit with them, on the same level, and close to them. Are your gestures appropriate considering your audience and the content of the message? You would not want to convey physical vigour and energy when briefing a team about possible redundancies, for example. However, such an approach may well impress the audience at a sales pitch. Does your body language support your message? For example, when talking about company strength and enthusiasm, are you able to reinforce this, however subtly, with a strong stance and energetic gestures? 6