The Communication Problem Solver: Simple Tools and Techniques for Busy Managers | by Nannette Rundle Carroll | 2010 | ISBN: 9780814413081. Communication Skills Training Books. What to Say and How to Say It. Intelligent Questioning Techniques. How to solve Common People Problems

January 9, 2010 by kutenk
Filed under: Business Books 

The Communication Problem Solver: Simple Tools and Techniques for Busy Managers

by Nannette Rundle Carroll
2010 (304 pages)
ISBN:9780814413081

Easily accessible and filled with real-world examples, this book helps readers analyze their communication skills and challenges and explains how they can use simple problem-solving techniques to resolve the people issues that derail productivity at work.

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The Communication Problem Solver—Simple Tools and Techniques for Busy Managers







Foreword
Preface
Part I – The Secrets to Creating and Sustaining Energized Relationships
Chapter 1 – The Power of Relationship

What Is a Work Relationship?
Types of Relationships
Importance of Relationships
Surprises Cause Communication Problems
Building and Preserving Relationships
Enjoying Personal Relationships at Work
When You Don’t Like Someone
Summary




Chapter 2 – Setting Expectations with Turbocharged Clarity
Overview
Communicating Expectations
Purpose of Clear Expectations
The Impact of Not Setting Clear Expectations
A Model Example for How to Set Great Expectations
The Power of Trust
A 360-Degree Look at Responsibilities and Levels of Authority
Clarifying Your Manager’s Expectations of You
Setting Turbocharged Expectations for Your Staff
How Performance Expectations Link with Delegating, Giving Feedback, and Coaching
Summary

Chapter 3 – Communicating Your Expectations: What to Say and How to Say It
Importance of Communicating Expectations
Stating Performance Expectations
Impact of Unclear Expectations
Communicating Expectations Is an Opportunity to Get Buy-In
How to State Performance Expectations
How Much to Say When Stating Performance Expectations
To E-Mail Expectations or Not?
Understanding the Expectations Across the Organization
Six Communication Problems Arising from Unmet Expectations
Elevating the Importance of the Expectations: Why Should They Care?
Summary

Part II – How to Use Your Process Skills to Prevent and Solve Communication Problems
Chapter 4 – Workflow Management: Communication Tools

Getting the Work Done
Process and Communication
Defining Terms
Example of Workflow Process
Project Management Overview
Benefits of Project Management
Management Workflow Processes
Setting Expectations, Giving Feedback, and Coaching
Summary

Chapter 5 – Top-Tier Questioning Techniques
Purpose of Questioning
Benefits of Questions
Making Friends with Change
Questions—Barrage or Communication Tool?
Four Types of Questions: Open, Closed, Behavioral, and Situational
Using Questions for Problem-Solving and Decision-Making Processes
Using Questions to Prevent and Solve People Problems
Summary

Chapter 6 – How to Break the Judging Habit
What Is Judging?
Negative Judgments Mean Unresolved Conflict
Typical Judgments
‘‘Don’t Judge Me’’
Why Is It So Easy to Judge?
How to Untangle Judgments: A Four-Step Process
Eight Real-World Examples Using the ‘‘How to Untangle Judgments Process’’
Word Choice
How to Handle Body Language Judgments
Summary



Chapter 7 – Common People Problems—A Handy Reference
Defining People Problems
Causes of Problems Among People
General Tips for Preventing People Problems
Solving People Problems: A Three-Step Process
Typical Problems Managers Have with People
Examples Using the ‘‘Solving People Problems’’ Process
A. Managing Friends
B. Managing Former Peers
C. Dealing with Problems with Direct Reports
D. Clearing Up Other Communication Problems
E. Helping Employees with Their Communication Problems
F. Managing Up
G. Handling Organizational Concerns
Summary




Part III – Leading Collaborative Conversations
Chapter 8 – Giving Feedback—Sweet or Sour?

What Is Feedback?
Unrealistic Expectations and Lack of Helpful Feedback
Example: Tying Expectations to Frequent Feedback
Two Types of Feedback
Guidelines for Both Types of Feedback
Positive Reinforcement Feedback—You Rock; Keep That Up!
Five-Step Process for Positive Reinforcement Feedback
Redirective Feedback—Please Make a Change
Five-Step Process for Redirective Feedback
Phrases to Help You Be Direct and Clear
Absence of Redirective Feedback Sours Performance
Noncollaborative Feedback Sours Relationships
Benefits of Feedback
Inviting and Receiving Feedback—How Are We Doing?
Summary

Chapter 9 – Compelling Coaching Techniques
Definition and Purpose of Business Coaching
What Is the Relationship Between Feedback and Coaching?
Coaching Versus Feedback
Example of Feedback Versus Coaching
Coaching and Generational Differences
Benefits of Coaching
Coaching Behaviors
Two Types of Coaching
When to Use Telling Coaching
When to Use Asking Coaching
Process for Asking Coaching
Is It the Manager Who Needs Coaching?
Summary



Chapter 10 – DREAM Delegating Ensures Clarity and Collaboration
What Is Delegation?
When to Delegate and How to Trust
How to Increase Collaboration When Delegating
Benefits of Delegation
Why Are Managers Reluctant to Delegate?
Challenges When Delegating
When an Employee Refuses an Assignment
Process or Hallway Delegation?
DREAM Delegating Process
To Delegate or Not to Delegate—That Is the Question
When Your Boss Overdelegates to You
Summary

Chapter 11 – Don’t Have Time to Listen? Try These Tips
Why Listen?
Tips for Collaborative Listening
Clarifying What We Think We Heard
Listening Is the Key to Delivering Desired Results
Listening Can Change Relationships
A Simple Listening Process
Listening with Your Heart—Speak Their Language
Summary



Conclusion – Be a Gold Medal Communicator!
Tip 1. Continually Practice Good Communication
Tip 2. Engage Your Staff in Their Roles and Be a ‘‘Keeper’’
Tip 3. Help Staff Have a Good Day—Every Day
Tip 4. Be Nice
Tip 5. Stay Positive
Tip 6. Remove Communication Barriers and Support Employees
Tip 7. Use Your Intuition
Tip 8. Lead Change with Extraordinary Communication
Tip 9. Influence and Persuade
Summary

Appendix A – Basic Job Expectations
Appendix B – Communication Issues Unique to First-Time Managers

Overview
Dual Roles—Being Both a Manager and an Individual Contributor Simultaneously
Transition to Being a Manager

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