The Dynamics of Effective Communication

The Dynamics of Effective Communication
facilitated by Doug Rowe
Disclaimer :
• The presenter doesn’t necessarily exhibit all the traits of an effective communicator
but does intend to share information gathered related to this topic.
• Every effort has been made to present advice that is accurate, sound & useful.
• Results will vary in different situations and with different personalities.
• The presenter cannot be held liable or responsible for any conflicts caused or
allegedly caused directly or indirectly by the information shared today.
Resources Utilized
• Crucial Conversation: Tools for Talking When Stakes are High
by Kerry Patterson, Joseph Grenny, Ron McKillan & Al Switzler, © 2002
Crucial conversations are characterized by high stakes, strong emotions,
and varied opinions.
• PowerPhrases by Meryl Runion
© 2002, 2003, 2004, revised edition 2005
PowerPhrase is defined as a short, specific expression that gets results
by saying what you mean, meaning what you say, and not being mean
when you say it.
• Integrity: The Courage to Meet the Demands of Reality
by Dr. Henry Cloud © 2006
Excellent resource that contains situations utilizing great communication.
• An assortment of Internet authors and an assortment of conversational
errors made by this presenter.
Session Goals
To enhance your expertise related to effective conversation.
Especially in the following situations:
• Where you needed to express yourself but could not find the right words.
• Where you caused the listener to become hostile or withdrawn.
• Where you thought of the perfect thing to say but it was later that day.
• Where you gave a lengthy explanation when a shorter one was needed.
Defining Conversation
The following definition is offered by Jan Svennevig (1999):
Conversations are locally managed sequential interchanges of thoughts and
feelings between two or more people that are interactive and largely
extemporaneous.
locally managed. This means that only those involved in the conversation
determine the topic, who will speak, the order of speaking, and the length each
will speak in a turn.
sequentially organized; that is, they have openings, middles, and closings.
interactive; that is, they involve at least two people speaking and listening.
largely extemporaneous, which means the participants have not prepared or
memorized what they will be saying.
Defining Conversation – more simply put
Conversation is the ability to share information with people and to
understand what information and feelings are being conveyed by others.
Conversation can take on many forms including gestures, facial expressions,
signs, vocalizations (including pitch and tone), in addition to speech and
written communication.
Conversation strategies are simply words, phrases, or actions that improve
communication. Words like “Really?” “Uh-huh,” “Hmm…”; phrases like “What
does this mean?” “How about you?”; and gestures like smiling, shrugging,
nodding, etc., are just a few examples.
Defining Conversation Visual Representation
Conversation is like Double Dutch (jump rope with 2 ropes). Conversation is
fundamentally interactive. It requires response which in turn requires a mutual
understanding of conversational patterns/variables/conventions/etc.
Common Conversation Norms
•. If your mouth is full of food, then you must not talk.
• If someone is talking, then you must not interrupt.
• If you are spoken to, you must reply.
• If you are being spoken to, you should direct your gaze to the speaker.
• If more than two people are conversing, then each should have equal time.
• If your conversational partners are significantly older than you, then you should
refrain from using profanities and obscenities.
• If you can’t say something nice, then you shouldn’t say anything at all.
H. Paul Grice (1975) identified four Conversational Maxims:
.
Quality
maxim calls for us to provide information that is truthful. Being truthful
means not only avoiding deliberate lies or distortions but also taking care to
avoid misrepresentation.
Quantity maxim calls for us to tailor the amount of information we provide so
that we offer only the information that is sufficient and necessary. One
avoids being overly lengthy and detailed.
Relevancy maxim calls for us to provide information that is related to the topic
currently being discussed. Comments that are only tangential to the subject
or that seek an abrupt subject change should be avoided.
Manner maxim calls for us to choose specific language for the listener so that it
is easy to understand our meaning.
According to Johannesen (2000), Ethical Dialogue is characterized by:
Authenticity is the direct, honest, straightforward communication of all information
and feelings that are relevant and legitimate to the subject at hand.
Empathy is the understanding of another’s point of view without giving up your
.
own position or sense of self. Comments such as “I see your point” or “I’m
beginning to understand why you feel that way” demonstrate empathy.
Confirmation is demonstrated through nonpossessive expressions of warmth
for others that affirm them as unique persons without necessarily approving of
their behaviors or views. An example would be:
“I’d still prefer that you didn’t get a tattoo, but you probably have carefully
thought about its ramifications.”
Presentness is demonstrated by listening actively to the other person by
avoiding all distractions.
BodySmarts
• Strengthening connections between mind & body – and their affect on each other.
• Awareness of your "body language" and how to use it to better communicate.
NatureSmarts
• Awareness of how nature influences and shapes who you are as a person.
SoundSmarts
• Knowledge of how to lower stress through music and rhythm.
• Enhanced abilities to promote greater creativity in yourself and others.
• Enhanced capacities for remembering information (e.g. peoples names).
http://www.davidlazear.com/whatismiq.htm
Are your Conversations Effective?
Your attitude is the first thing people pick up on in face-to-face
communication.
http://www.1000ventures.com/business_guide/crosscuttings/communication_main.html
My Dog Track Stories
Would you agree with this Communication poll?
As it relates to Listening:
•
Conversation in the United States is a competitive
exercise in which the first person to draw a breath is
declared the listener. Nathan Miller
•
Most of us don't listen because we are forming our
Stated within all 3 of my cited resources
response.
(Crucial Conversations, PowerPhrases, Integrity)
•
Or we’re not listening because we’re too busy
analyzing their personality type.
Bullies - who talk in order to push their own agenda forward.
Snipers – who have a tendency to criticize with sarcasm and humor.
Complainers - who whine about everything.or always see a dark cloud.
Experts – who quote facts and figures to illustrate their points.
Phonies – who speak about things in which they have little knowledge.
Elemental Truths: Being productive dealing With Difficult People
You're Not Listening! By Dr. Charles Bidwell
http://www.times10.org/charles1099.htm
Within this narrative, Dr, Bidwell cites that:
Many of us have the greatest difficulty communicating our feelings.
Thus, in circumstances when we feel that the other person is not listening,
we’re not apt to express our feelings & tell them to listen to us.
Dr. Bidwll cites 2 reasons for this.
1. Early training in our family
As we grew up we learned from the others in our family how and what to
communicate. Often feelings and emotions were not allowed to be talked
about or expressed. When we did share our feelings we were told:
"That's not a nice thing to say" or "You don't really mean that, do you!"
2. Dogmatic parent(s) – There may have been an authoritarian parent who was
the boss and required that you do what they said no matter what you thought
or felt. "Because I said so!" was their dictum which stopped all further talk.
Bite Your Tongue! 10 Ways to Be an Effective Listener
By Joy Fisher-Sykes http://www.thesykesgrp.com/BiteYourLipListenArt01.htm
Recognize the difference between hearing and listening
Hearing is to merely
perceive sound. Listening is the mindful, conscious act and desire to hear, comprehend, and response to others.
Be willing to listen
Begin with a commitment to listen - be open minded and consider other points of view.
Listen regardless of whether you agree or disagree with what's said.
Be attentive Stop what you're doing and give the speaker your undivided attention. If it's not a good time for you,
defer the conversation. Ignore the desire to multi-task and selectively listen (only listening to bits and pieces of info.)
Show respect Acknowledge others with your body language - face speaker, look interested, & keep eye contact.
Empathize Be sensitive, compassionate, and understanding - realize it may be difficult for them to talk about this.
Be patient We often interrupt because we are afraid we will forget our points. Allow the speaker to finish what
she/he has to say. Don't finish the speaker's sentences because you think they're taking too long to get to the point.
Eliminate interruptions & distractions Be aware of and avoid such, especially phones or pagers.
Seek Understanding Focus on main points. Seek clarification of points you are unclear or don't understand.
Show you're actively listening Listen with more than just your ears. Acknowledge and respond to the
speaker with facial expressions and verbal comments.
Simply Listen Sometimes our idea of listening is to jump in and give unwanted advice. Listening is not an open
invitation to resolve a dilemma. Just listen because often the speaker simply seeks a sympathetic ear.
If one could pick one’s Conversations
Which of the following would you find The hardest? And Why?
1. Sally (your sister-in-law who has previously been married 5 times) tells
you of her upcoming marriage to the man of her dreams and how much
she is looking forward to moving to California. She is asking you for
marital advice.
2. Kevin (who frequently insults you and others) tells you about his fear of
intimacy and how he feels this comes from being rejected by his
parents when he was a young boy. He wants you to explain to him why
people don’t like him.
3. Paul (a fellow employee you've known for years) e-mails you and tells
you he just found out he's HIV+ and seeks your advice. He wants your
advice on the best way to tell his wife and family about this.
4. Sabrina (a close friend of 10 years) tells you that she feels like a failure,
never having accomplished what she set out to do, or what others
thought she should accomplish. She is asking you to hire her.
Crucial Conversation A discussion between two or more people
where (1) stakes are high, (2) opinions vary, and (3) emotions run strong.
Unfortunately, it's human nature to back away from discussions we fear will
hurt us or make things worse. We're masters at avoiding these tough
conversations.
They usually occur when the issues at stake are important and the outcome
uncertain, and when we care deeply about what's being discussed or about
the people with whom we are discussing it. These are hard conversations
because of our real and/or perceived fears of the consequences.
Crucial Conversation continued
We're also designed wrong. That's because emotions don't exactly prepare us
to converse effectively. For instance, someone challenges what you say and
the hairs on the back of your neck stand up. The hairs you can handle.
Unfortunately, your body does more. Two tiny organs seated neatly atop your
kidneys pump adrenaline into your bloodstream. You don't choose to do this.
And that's not all. Your brain then diverts blood from activities it deems
nonessential - the large muscles of the arms and legs get more blood, the
higher-level reasoning sections of your brain get less.
As a result, you end up facing challenging conversations with the same
equipment available to a rhesus monkey.
While we can't change the emotions that arise when we're either initiating or
involved in a difficult conversation, we can change how we respond.
Dr. Henry Cloud’s book on “Integrity, the courage to
meet the demands of reality” explains it this way:
“In a very real way, we have more than one brain. Or, at least more than one
system in our brain. One of them “thinks” emotionally, and subjectively, and
the other more logically and with reason and judgment. On a good day, they
are partners and work together. It would not be far off to say that they
“inform” each other and add to the decision making of each other. In a
balanced character, they are good friends and work a little like a small
committee.
He continues; “But like any other committee, this one is subject to “takeovers”
as well as harmony. In a real committee, one member may be more powerful
than the others and overtake the process and end up calling all the shots”
Our brains can work that way too.
If the emotional side becomes overpowering, we can be vulnerable to
making some really bad decisions that show poor judgment.”
Maintain balance Å Key Aspect #1
Basically, in crucial conversations,
a person maintains access to all of
their thinking faculties and prevents
their emotional state from “over-riding”
the situation.
vs.
That is, the intellectual brain
appropriately balances the
emotional brain.
ALL of my cited resources (Crucial Conversations, PowerPhrases, Integrity)
acknowledge the fact that each of us has two brains.
– the mammalian brain which is the emotional brain,
– and the neocortex which is the intellectual brain.
Ideally, all parts of the brain work together to support each other.
BUT If your conscious mind does not set a goal for the conversation, your
unconscious mind will.
THE KEY to BEING an EFFECTIVE COMMUNICATOR is to
Consciously choose what results you want to achieve,
and focus your words to make them happen.
Remember: If your conscious mind does not set a goal (an action) for the
conversation, your unconscious mind will:
Crucial Conversations continued
Crucial conversations are frequently spontaneous. More often than not, they
come out of nowhere. And since you're caught by surprise, you're forced to
conduct an extraordinarily complex human interaction in real time-no books,
no coaches, and certainly no short breaks while a team of therapists runs to
your aid and pumps you full of nifty ideas.
What do you have to work with? The issue at hand, the other person, and a
brain that's preparing to fight or take flight. It's little wonder that we often say
and do things that make perfect sense in the moment, but later on seem, well,
stupid.
"What was I thinking?" you wonder.
The truth is, you were real-time multi-tasking with a brain that was
working another job.
Key Aspect #2: Tell Stories Æ Activate Conscious Mind
Stories are our interpretations of
the facts. They help explain what
we see & hear.
>
>
>
>
Why am I raising my voice?
Why am I feeling so mad?
Why am I feeling so threatened?
Is this person being stupid or what?
> How can he say such lies?
>
>
>
>
>
>
>
>
>
Why is their face so red?
Why does she look mad?
Why aren’t they talking?
Do they think I’m stupid?
Why do they look hurt?
Do they think I am deceiving them?
Why are they reacting this way?
Why is this person shouting at me?
Is this person insecure or what?
Retrace your path Æ By retracing your path one element at a time, you put
yourself in a position to think about, question, and change any one or more
of the elements.
Act Æ Notice your Behavior
Am I in some form of silence or violence?
Feel Æ Get in touch with your feelings
What emotions are causing me to act this way?
Tell Stories Æ Analyze your stories
What story is creating these emotions?
See/hear
Æ Get back to the facts
What evidence do I have to support this story?
Is this the right emotion?
Am I telling the right story?
Effective Communication: Key Aspect #3 Establish Safety
Safety
Effective Communication:
Not Safe
Effective Communication:
Tell Stories Æ Activating the Conscious Mind for All involved.
Overview – Crucial Conversations
It's much easier to communicate effectively if you're centered and grounded.
That is, you need to be consciously present and aware of what's taking place
in the interaction. You see the interaction as personal-dynamics in action, and
can respond accordingly, instead of reacting to "emotional hooks" thrown out
by the other person.
If feelings and emotions weren't involved, the conversation probably wouldn't
be too difficult. Feelings must be addressed (appropriately) to have a lasting,
positive effect. Work to understand your own feelings and then seek to
understand the other party's feelings. Recognize that expressing
emotions doesn't necessarily have to equate to being emotional or
irrational. Be sure to listen to each party's feelings before trying to solve the
problem, or you might end up solving the wrong problem.
Overview – Crucial Conversations continued
We all recognize that conversations that have gone bad can be both
devastating and far reaching.
The authors of this book invested twenty-five (25) years of research by
gathering data on twenty thousand people and hundreds of organizations.
Their findings:
Individuals who are the most influential and who get things done are
those who master their crucial conversations.
These individuals can routinely hold crucial conversations and hold them in a
way that their viewpoint/opinion gets heard. That is, they were able to express
themselves in controversial and/or risky situations without their bosses, peers,
and direct reports becoming defensive or angry.
Key Aspect #4 ÆIf possible, PRACTICE WHAT YOU’LL SAY BEFOREHAND
if you’re likely to enter into a conversation that will be crucial.
Please Read Rowe’s “Cliff Notes” Handout Version:
Crucial Conversations
When finished, carry on a conversation within your group about:
What you learned, what you entered via your organizer,
and handout segments that caught-your-attention.
PowerPhrase®: A short, specific expression that gets
results by saying what you mean, meaning what you say,
and not being mean when you say it. Å Key Aspect #1
A SHORT Expression (Less is more!)
Make your point and stop talking! Forget the detailed explanations that sound
like apologies and suggest that you do not have a right to your position.
e.g. — You know, it is really great that you asked me to do this, and I want to tell you
how much I appreciate it! This is the first time anyone has made me an offer
like this. Ordinarily I would love to, but under the circumstances…
vs. PowerPhrase
— Thanks for asking but I just can’t do this.
Are Specific Expressions.
Their power is in details. Being specific adds impact. Being specific limits the
possibility of misunderstanding.
e.g. — I was taking a hike in the later part of the afternoon in the hills that are right
behind my house. As I walked up this somewhat steep hill, I had the strange feeling that
something was approaching me from behind. When I turned around, I spotted a big dog
vs. PowerPhrase
e.g. — Yesterday when hiking, a Pit Bull approached me from behind.
PowerPhrase: A short, specific expression that gets results by saying what
you mean, meaning what you say, and not being mean when you say it.
Say What You Mean
Consciously choose what results you want to achieve, and focus your words
to make them happen. Set conscious goals. Å Key Aspect #2
e.g. — This is just my opinion, but…
vs. PowerPrhase
— This is the best proposal…
e.g. — You are not being clear or I don’t understand what you are saying
vs. PowerPrhase
— That last point is not clear to me.
Mean What You Say!
Your words are only as powerful as your commitment to them.
e.g. — I don’t like your idea.
vs. PowerPrhase
— There are three serious problems with this idea. First…
PowerPhrase Guidelines
1. PowerPhrases Avoid Sarcasm Å Key Aspect #3
Sarcasm is indirect. PowerPhrases are direct.
Sarcasm mocks the listener. PowerPhrases honor the listener
e.g. — Look who decided to show up…
vs. PowerPrhase
— How can I help you get here on time?
2. PowerPhrases Avoid Overkill.
A PowerPhrase is as strong as it needs to be and no stronger. Don’t
shoot a cannon when a BB gun would work.
e.g. — Absolutely not!
vs. PowerPrhase
— Not this time. Thanks for asking.
PowerPhrase Guidelines
3. PowerPhrases Avoid Assumption of Guilt
They assume positive intentions unless it is proven otherwise. Don’t be too
quick to judge!
e.g. — You lied!
vs. PowerPrhase
— I was promised this six months ago and I still do not have it.
4. PowerPhrases Avoid Attempts to Outsmart the Other Person With
Wit.
If the boss asks “What kind of idiot are you?” you might be tempted to say:
— The same kind of idiot as the person who hired me.
— You tell me. You are the obvious expert.
vs. PowerPrhase
— When you ask, “What kind of idiot are you?” I find it insulting
or
When I make a mistake, I would prefer that offer a solution.
Your handout covers a large share of this book, thus I would like to jump
to Chapter
14
People substitute opinion for fact, distort truth, hurl judgments and insults at
each other and take things out of context. Before you have a sensitive
conversation, you need to agree to the following guidelines:
The Runion Rules of Responsible Communication
1. Stay Positive:
We emphasize solutions and what we want. We choose our words to
elevate and empower each other. We examine problems and hold
ourselves and each other accountable, not to blame, but to find solutions.
2. Be Civil:
We are courteous and respectful with each other. We speak the truth
without viciousness or attack.
3. Use Candor:
We are straightforward, direct and open.
Chapter 14: Runion Rules continued
4. Speak Accurately and Honestly:
We speak with precision, exactness and adherence to facts. So that, we:
A) Are balanced in our use of facts,
B) Limit ourselves to reasonable interpretation of facts in all claims,
C) Observe contextual correctness, and
D) Are informative and substantive.
5. Listen Accountably:
When you listen, listen as though you were going to be tested on what they
say. Listen for the three crucial points: what do they think, what do they
feel, and what do they want.
6. Maintain the Three Perspectives: Å Key Aspect #4
There are three perspectives to every conversation— yours, mine, and the
one a neutral party would tell. Have all parties ask:
- What do I think, feel, and want?
- What do they think, feel and want?
- How would a neutral party describe this conversation?
Chapter 14 continued
We agree to refrain from using:
1. Sarcasm
which makes the person it is directed to the target of ridicule.
(e.g. “You managed to do this all by yourself?”)
2. Labeling and name calling
that stereotypes others and puts them into a limited box.
(e.g. “You’re not a team player.”)
3. Blame which condemns.
The distinction between blame and accountability is difficult to discern.
Accountability seeks to understand. Blame attacks and is unproductive.
(e.g. “This is your fault”
vs. “I see things you could have done to avoid this.”)
Chapter 14 continued
We agree to refrain from using:
4. Emotional manipulation
which attempts to place emotional pressure on others. This includes
attempts to make someone feel guilty, shaming someone into
compliance,
deliberately triggering their anger or manipulating their fears.
(e.g. “If you respected me you would have…”
“How could you do this, after all I’ve done for you…”)
5. Absolute language
that over-simplifies the truth and limits understanding to simplistic, black
and
white concepts.
(e.g. “You are with us or you are against us.”)
6. Threats that use coercion to intimidate.
They are an attempt to force someone into doing what we want. Threats
are intended to limit choice to the path we want them to take. Informing
of
consequences is intended to inform someone of the choice you will
k
Please Read Rowe’s “Cliff Notes” Handout Version
PowerPhrases
When finished, carry on a conversation within your group about:
What you learned and/or parts that caught-your-attention
Please Read
Is one’s “Integrity” traits visible on a person’s face?
Does a child inherit or possess “Integrity”?
Integrity
1: firm adherence to a code of especially moral or
artistic values: Incorruptibility
2: an unimpaired condition: soundness
3: the quality or state of being complete or undivided:
completeness
Benefits of High Integrity (http://members.fortunecity.co.uk/siukaice/integrity.htm)
1) You and others are happy
2) Peace of mind; no guilty feelings
3) Feel good or satisfied at having done the right thing
4) Gain other people's trust and respect
5) Do not get others into trouble unnecessarily
6) Become a good example or an inspiration to others
7) May get rewards
With all those benefits, you would think that being a person of Integrity would
be easy. But obviously, it isn’t.
Drawing on experiences from his work with Fortune 500 companies,
nonprofits, and individual leaders, Dr. Henry Cloud, a clinical psychologist
and nationally syndicated radio host, shows how our character can keep
us from achieving all we want to (or could) be.
In Integrity, Dr. Cloud explores the six qualities of character that define
integrity. He uses STORIES from well-known business leaders to
illustrate each of these qualities.
People with integrity have the ability:
-- To connect authentically with others (which leads to trust)
-- To be oriented toward the truth (which leads to finding and operating in reality)
-- To work in a way that gets results and finishes well (can also lose well)
(which leads to reaching goals, profits, or the mission)
-- To embrace, engage, and deal with the negative (which leads to ending,
resolving, or transforming problems)
-- To be oriented toward growth (which leads to increase)
-- To be transcendent (which leads to the enlargement of the bigger picture and oneself)
"When we are talking about integrity we are talking about being a whole
person, an integrated person, with all of our different parts working well
and delivering the functions that they were designed to deliver."
"We trust people who we think hear us, understand us, and are able to
empathize with our realities as well as their own."
"For trust to work in human relationships of any kind, whether leadership,
marriage, parenting, or business, we have to be able to see some kind of
crack in the armor so we feel that the other person is real."
"To find out who one truly is usually requires experimenting and risk
taking, and if people are afraid of failure, for example, they stay in their
comfort zone and never step out and try anything new."
"It is a paradox of life that the less we look at our shortcomings, the more
others do."
"Character = the ability to meet the demands of reality."
Integrity. It is more than simple honesty. It's the key to success. A person
with integrity has the—often rare—ability to pull everything together, to
make it all happen no matter how challenging the circumstances.
Success is not related to only talent or brains. There are a lot of bright,
talented people who are never successful. And the most successful
are not only the ones with the most talent. The real factor is the makeup
of the person. All of us can grow in the kinds of real character that bring
about fruitful relationships and achievement of purpose, mission, and goals.
Integrity is not something that you either have or don't, but instead is an
growth path that all of us can engage in.
"The ones who succeed in life are the ones who realize that life is largely
about solving problems... If you are not prepared to meet them, then they
will be the end of your hopes for making anything work, either personally or
professionally."
Hard now, Easy later or Easy now, Hard later Å Key Aspect
To face negative things or make difficult decisions is hard. Otherwise
everyone would do it. Fixing a marriage, a company, one’s own
performance, an addiction or depression, a failure, a relationship, and even
a physical injury are all possible and done successfully every day by people
of character. But, they have oriented themselves to a basic reality that
there is no gain without pain. There is no easy street and no shortcut. In
the end, the shortcut is always the longest route.
We can do the hard work of facing a problem and making the necessary
changes to resolve it, and then we will enjoy the easy road of having things
right. But the hard comes first and must be endured.
Or we can take the easy route first and avoid fixing a problem. Then, as
sure as the sun will come up tomorrow, the hard life will follow. And it will
last a lot longer and it will be a lot harder than if we had chosen the hard
way first.
We can tell a lot about that person from the nature of
the “wake." Å Most Important Aspect
The wake is our results we leave behind. No manner what we try to do to
explain why, or to justify what the wake is, it still remains. It is what we
leave behind and is our record.
We leave the effects of our interactions (conversations) with people
behind (this is our wake)
Bottom Line: Would they say that their experience with us (our interacting
with their lives) has:
• left them better off (a positive trusting growing experience where they’re standing tall) or
• left them worst off (one where they’re “bobbing for air, bleeding, or left for shark bait”)
Please Read Rowe’s “Cliff Notes” Handout Version:
Integrity: The Courage to Meet the Demands of Reality
When finished, carry on a conversation within your group about:
What you learned, what you entered via your organizer,
and handout segments that caught-your-attention.
Bottom Line
Follow the Golden Rule – Treat others with respect,
fairness, and dignity as you’d want them to treat you.
From your perspective and insights, what
did I leave out or should have included?
Any conversational stories, you’d like to tell?
In Closing:
Although the following quote was “aimed” at speeches, it is easily applicable to
conversations.
"There are always three speeches for the one you actually gave; the one
you practiced; the one you gave; and the one you wish you gave!"
~Dale Carnegie
However, if you explore and practice the resources cited in this
session, may the “differences” between the “three” be minimal.
In the novel Plum Island (not the best book to read) by Nelson Demille, it states “The
problem with doing nothing is not knowing when you’re finished”
So please set some goals to increase your conversational
effectiveness – don’t just do nothing with today’s information.
Contact and related information:
Any Questions
• Doug Rowe: 605-394-1876 drowe@tie.net
• this presentation posted at: http://drowe.tie.wikispaces.net/Presentations
• today’s session focused on the following books:
Any Questions