Posts Tagged ‘leadership communication expert’

Passive-Aggressive? Here’s Why

Why Are People Passive-Aggressive?-2Passive-aggressiveness, sometimes known as the “nice-nasty,” is communication (behavior) that is “nicety-nice” on the surface. However, the underlying message or intent is mean, rude, nasty, and/or manipulative.  Being on the receiving end of passive-aggressiveness can be frustrating, confounding, hurtful, and can even be the reason to end a relationship, quit a job, or even retaliate.

Passive-aggressiveness takes many forms.

  • Sarcasm
  • Ghosting
  • The Silent Treatment
  • Sabotage
  • Withholding (time, praise, intimacy, opportunity)
  • Backhanded Compliments
  • Hinting

And many, many more.  What these behaviors all have in common is that they allow people who aren’t comfortable being openly aggressive get what they want under the guise of still trying to please others or having “plausible deniability” if called on their behavior.  For example, if someone uses sarcasm and they are confronted by the recipient, they can claim “that’s not what I meant” or even resort to gaslighting (intentionally trying to make the other person doubt themselves or the validity of their perceptions and feelings) with something like “geez – you are too sensitive.”  The passive-aggressive person wants their way, but they also want everyone to still like them and/or not be held accountable for their aggressive behavior.

I am often asked after delivering keynote speeches or programs on communication “Pamela, why are people passive-aggressive?”  Some of the more obvious answers are:

  • They are often insecure.
  • They may have poor communication skills.  They don’t know how to be assertive. (Important note:  assertive and aggressive are very different.)
  • They may struggle with jealously (personal or professional.)
  • They may feel out of control or a need to gain (or regain) power.
  • They may have learned it “works” for them.
  • It allows them to stay in their “comfort zone” and avoid the accountability assertiveness requires.

In addition to these reasons, here are a few less widely talked about, and yet still prevalent reasons.

Anger is often socially unacceptable (especially for women) whereas sugarcoated anger can be socially acceptable. Many people have been taught to “play nice” or that to “be liked” is a top priority. Some people are so uncomfortable with conflict, confrontation and other negative interactions that they will attempt to “keep the peace at any cost.”  While they may feel anger, they are not comfortable expressing it directly for fear of social censure. When the anger gets sugarcoated, that social censure is typically less.

Assertiveness can be simultaneously empowering and terrifying. Passive-aggressiveness can be easier and feel safer than assertiveness.  Being assertive and asking for what you want or need by being direct and clear about your expectations can feel risky. What if your request is denied? What if the recipient of your request belittles your request? Or gets upset? By choosing passive-aggressiveness (indirect communication) individuals give themselves a more palatable explanation for another’s behavior.  For example, if you are frustrated by your colleague’s constant tardiness to meetings you run and you “drop hints” (passive-aggressive)  about their arrival time and despite the hints they continue to arrive late, you can tell yourself “perhaps I wasn’t clear” or “maybe they didn’t understand.”  However, if you opt for the assertive approach and directly (and politely)  tell your colleague that their being late to regularly scheduled meetings you run is frustrating and ask them to be on time (an assertive approach) they may choose not to be on time anyway. With this assertive approach, you can no longer tell yourself “perhaps they didn’t understand.” Now the remaining explanations are less palatable such as “my frustration must not really matter to them.” Sometimes these “less palatable” explanations can be hurtful. Hence why assertiveness can sometimes be terrifying.

Passive-aggressiveness can feel powerful. Because it is often manipulative and can be disconcerting to others, passive-aggressiveness can feel powerful. Passive-aggressiveness is also disrespectful to others. The passive-aggressive person is taking away the other person’s power. It can be a way for an insecure person to gain some of the power and control they feel they are lacking.  Assertiveness, on the other hand, is mutually respectful (power is shared.) The passive-aggresive person doesn’t want to share that power.

Passive-aggressiveness can be easily rationalized. The passive-aggressive person is very adept at justifying their behavior. It is their brain’s way of arguing for their comfort zone. Any twinges of remorse or regret are quickly squashed by an inner or story that negates the necessity for change or personal growth.

While we cannot stop the passive-aggressive person from being passive-aggressive, it is helpful to have a better understanding of what passive-aggressive is and why people use it. For tools and information about how to deal with passive-aggressive people, check out this on-demand webinar. And, if you are looking to build your own assertiveness skills, click here.

Pamela Jett is a communication skills and leadership expert who knows that words matter! In her keynote presentations, workshops, books and online learning programs, she moves beyond communication theory into practical strategies that can be implemented immediately to create the kind of leadership, teamwork, and employee engagement results her clients want.

 

Bookmark and Share

Stop Saying ” I’m Sorry” and Start Saying This Instead

by Pamela Jett, CSP

By now, yomedfr17018u’ve likely seen and heard the advice to “stop saying I’m sorry” in numerous blogs, seminars, books, and speeches by experts like myself.  In fact, I’ve even blogged about it myself before (if you want to read that blog click here.)  Many of us habitually say “I’m sorry.” Often for things we have no need to apologize for. It can be a habit. It can diminish our impact and credibility.  And, it can erode our path to success.

Most experts, myself included, will advise you to replace the “I’m sorry” with “I apologize.”  I apologize is more impactful, you are taken more seriously, and it keeps you from offering apologies where none are warranted.  This is a small change that can make a big difference.

There is another equally powerful replacement.  This replacement allows you build the other person up.  To compliment them on their admirable behavior instead of tearing yourself down or making yourself small.  The replacement for “I’m sorry” is to compliment or praise the other person.  For example:thank-you2

  • Instead of “I’m sorry I took so long to clear the meeting room” try “thanks for waiting so patiently as I cleared the room.”
  • Instead of “I’m sorry I was late” try “I appreciate your kindness in waiting for me.”
  • Instead of “I’m sorry to ask for you help” try “your willingness to help means a lot to me.”

Build the other person up.  Praise or thank them for their actions or response instead of tearing yourself down. While there are still plenty of times when an apology is warranted, often the best course of action is to praise the other party.

Pamela Jett is a communication skills and leadership expert who knows that words matter! In her keynote presentations, workshops, books and online learning programs, she moves beyond communication theory into practical strategies that can be implemented immediately to create the kind of leadership, teamwork, and employee engagement results her clients want.

Bookmark and Share

Increase Your Influence – Before the Meeting Even Starts!

Pamela Jett, CSP

Slide1Would you like to be taken more seriously by your leader?  Are you looking to enhance your influence and make a bigger impact on your organization’s goals and objectives?  Are you seeking to attain the attention, authority, and respect you have earned? Would you like others. especially your leaders, to see you as a motivated, engaged, and high-value team player who is ready to take on even more opportunities?

If so, meetings and other group conversations present a fabulous opportunity to shine.  Chances are, you are doing the basics:

  • You are well prepared.
  • You participate readily and with confidence.
  • You follow-up on your action items.
  • You are supportive and open-minded to the contributions of others.
  • You stay focused on the subject at hand and don’t engage in disruptive behaviors.

However, are you making the most of the opportunity to shine even before the meeting starts? Here are some powerful strategies to leverage.

  • Words to choose and words to lose. Stop using the phrase “I have to go to a meeting” and change it to “I get to go to a meeting.”  When you use the phase “have to” it makes it sound like it is something you don’t want to do.  It can give the impression that others choose for you and you are not empowered or in charge of your own choices.  It might even signal to some that you have a “victim mentality.”  When you make the small change and start to say “I get to” you send a message that you are excited and are glad to be part of the meeting.  You sound empowered, positive, and engaged.  This is a small change that can make a big difference in how you are perceived by others.  Be intentional in your word choice because words matter.
  • Get on the agenda.  Not every meeting or conversation has an agenda (although most meetings ought to if they want to be effective.)  When there is an agenda, maximize that opportunity.  If you have a proposal you want to make, a question you would like to pose, or solution to a problem, or any other meaningful contribution you want to make during the meeting, contact the person running that meeting and ask for some agenda time.  They may not give it to you. However, simply asking shows that you are engaged and ready to participate proactively.  This is especially important if the person running the meeting is your leader.  Don’t wait for them to assign you something.  Be proactive.  Ask yourself, “what meaningful contribution to this meeting can I make?”  And, ask for agenda time if appropriate.  Even if you opt not to ask for agenda time, asking yourself “what meaningful contribution can I make?” can help position you to participate in a meaningful and impactful ways. When I work with executives who are looking for their team members to enhance their communication skills, one of the #1 requests is “please help my team members take more initiative, take more ownership, be more proactive.”  Get on the agenda and you will be demonstrating leadership abilities and be seen as more proactive and engaged.
  • Arrive early.  There are many good reasons to be slightly early to every meeting.  You minimize the risk of arriving late due to be waylaid in the hallways.  You increase the chances of getting a good seat in the room. You will be seen as reliable, respectful, and engaged.  And, you can leverage those few minutes to your advantage.  Put away the cell phones (even if you are standing in the hall waiting for the conference room to be vacated by the previous occupants) and engage in conversation with others who have arrived.  Stop texting and introduce yourself to people you may not know.  Ask a colleague how a project is progressing.  Make small talk.  Look people in the eye.  Smile. Be friendly.  Be professional. Be present.  You will create a memorable impression by having short conversations with those around you. Building your professional network is important and meetings are a great place to do so.  Get to know people and you can easily do that in 5 minutes or so when you arrive early.

Meetings present a tremendous opportunity for you to shine.  Make the most of the opportunities you have to communicate in a confident, professional, and engaged fashion.

Pamela Jett is a communication skills and leadership expert who knows that words matter! In her keynote presentations, workshops, books and online learning programs, she moves beyond communication theory into practical strategies that can be implemented immediately to create the kind of leadership, teamwork, and employee engagement results her clients want.

 

Bookmark and Share

Leadership Communication Skill: How To Manage a Whiner

Slide1Whiners, chronic complainers, pessimists, and other negative people can be draining to have as peers or colleagues. And, they can be particularly draining if you are their supervisor.  When I conduct training sessions or breakouts for meetings, some of the most common questions I receive from leaders are:

  •  How can I manage a whiner?
  •  Why are they like that?
  • How can I get them to stop being so negative?

While there are various strategies to use with these chronically negative people, including having performance management conversations regarding their behavior*, here is my favorite strategy:

BE RELENTLESSLY POSITIVE!

Respond to their negativity with unfailing and unrelenting positivity.  For example, when a complainer complains try positive comebacks such as:

  • I know this project will be challenging and I am looking forward to how much more efficient the system will be when we are done.
  • While this will take a lot of time, it will be worth it!
  • Yes, this does push us out of our comfort zone. I’m excited to learn new skills.
  • Yes, this is a change. I’m eager to see what the future holds for our team.
  • I agree, this is hard. I’m looking forward to the challenge.

You get the general idea.  Empathize (don’t commiserate) and then be relentlessly positive!

When you respond with relentless positivity, you are modeling the behavior you expect. You are also training your employees or peers that their negativity doesn’t result in commiseration from you. Rather, you have a forward-thinking and positive perspective that you willingly share.  This relentless positivity can make a negative person less likely to whine or moan and groan in your presence.  You also don’t waste your precious time trying to change them or make them positive. Extraordinarily successful people know that you can’t change other people.  However, you can change how you respond to them. Being relentlessly positive takes all the fun out of it (for them) and you no longer will be their preferred recipient of negativity.

A quick reminder to those of you with formal leadership positions. There is a difference between a chronic complainer and an employee who has a legitimate concern or challenge.  With those team members, asking them how they would solve a problem or what they think ought to be done is often enough to shift them into problem-solving mode and out of their negative mood.  However, if they are being negative to simply gain attention or because they like whining, being relentlessly positive is an effective tool.

With whom will you be relentlessly positive today?

*If you struggle with performance management conversations or you want to brush up on your skills, download Pamela’s on-demand webinar “A Leader’s Toolkit for Difficult and Disciplinary Conversations” here.

Pamela Jett is a communication skills and leadership expert who knows that words matter! In her keynote presentations, workshops, books and online learning programs, she moves beyond communication theory into practical strategies that can be implemented immediately to create the kind of leadership, teamwork, and employee engagement results her clients want.

You might also enjoy:

Snipers, Steamrollers, and Chronic Complainers

Is Confirmation Bias Hurting Your Leadership?

Trigger Understanding – Not Defensiveness

Bookmark and Share

Business Communications Tip: This Question Isn’t as Polite as You Think

by Pamela Jett, CSP

Communication tip Pamela JettYou may not realize you are decreasing your own credibility, employee engagement, and influence by asking one simple question – will you do me a favor?  

Even though us business professionals aim to be polite and gracious, we often are sending a message that is less than powerful and confident.  When we ask someone to “do us a favor” we are making the professional… personal.  When we ask a colleague to “do us a favor” we run the very real risk that they will not take our request as seriously as we would like them to.  Even worse, if we are in a leadership position and we ask those we lead to “do us a favor,” they may not feel very respected, appreciated and engaged.  You run the risk that your team members or employees might believe you only ask them to work on things that are small, trivial, and not very important.  They won’t feel as if you trust them with serious business issues.

Here are a few options for you to choose from instead:

  • I’d like to partner with you on this project.  Are you open to that?  This is a very direct request and can reinforce your ability to be a team player.
  • I could use your expertise (insight, perspective).  Would you be willing to work with me on this?   (Note:  “work with,” not “help me”)  With this option you are asking someone to partner with you which can help them feel valued, respected, and will enhance engagement.
  • If you ____ (insert former “favor” here), I will ______ (insert what you will do for them here).  With this option you are negotiating, a powerful tool, and it is a great option to use with peers.

What are some phrases you could add to this list or “tweak” or adjust the language to fit your particular situation and your personal communication style? When leaders eliminate “will you do me a favor?” from their professional communication and replace it with a more powerful, confident, and respectful option they increase the likelihood that others will assist them and that they will be engaged in the process.

If you could benefit from learning more communication skills like these to be a better leader, team member, and top performer, join us for a webinar on Best Kept Communication Secrets August 18th.

Pamela Jett is a communication skills and leadership expert who knows that words matter! In her keynote presentations, workshops, books and online learning programs, she moves beyond communication theory into practical strategies that can be implemented immediately to create the kind of leadership, teamwork, and employee engagement results her clients want.

You might also enjoy:

Stop Undermining Your Credibility with This One Word

Is Confirmation Bias Hurting Your Leadership?

“I Hate Brussel Sprouts” and Other Poor Choices Even Good Leaders Make

Photo source

Bookmark and Share

Stop “I’m Sorry”…Start Thanking

medfr17018
For decades I have been advocating professionals to stop saying “I’m sorry” and replace it with “I apologize.”  This small change can make a big difference because:

  • We often say “I’m sorry” out of habit and wind up apologizing for things for which we have no business apologizing.
  • When we say “I’m sorry” all the time it loses it’s impact and we aren’t taken as seriously.
  • Overuse of “I’m sorry” can make us look weak or less than confident.

I’ve been speaking about this in my communication workshops, keynote speeches, and writing about it since the beginning of my career. So, imagine my surprise when I recently found myself repeatedly saying “I’m sorry” despite knowing better.

I was working out with my new personal trainer.  She is learning how to modify a workout to accommodate my shoulder injuries and I am trying to discover where my physical limitations are due to the injuries.  We often try exercises that I am physically unable to do due to (extreme) pain in my shoulders.  A few days ago I found myself saying “I’m sorry” multiple times after attem
pting and failing one exercise modification after another.  I was frustrated.  I was embarrassed.  I was i pain.  And, I was grateful to her for her patience and willingness to keep looking for modifications.

However, instead of expressing my gratitude, I was saying, “I’m sorry.  I can’t do that one either.”  Atone point, she corrected me and said, “Stop saying you’re sorry – we will figure it out.”  Wow.  Talk about a learning moment for me. I knew better and I was saying “I’m sorry” anyway! I’ve been thinking about that interaction for the past few days and I’ve come to realize that I ought to have been saying something like:

  • I can’t do that one.  It hurts.  Thanks for being patient with me.
  • That one hurts, too.  I appreciate your flexibility in trying other options.
  • I’m grateful you are willing to keep finding new options.

Any of those responses would have not only been more accurate expressions of my true inner state – I genuinely am grateful – they would also have been a significant deposit in her emotional bank account.  Expressions of gratitude would have been a positive expression as opposed to the negative “I’m sorry.”

When can you offer gratitude instead of apologies?  Perhaps the next time someone helps you with a project you can thank them instead of apologizing for taking their time? Or, maybe the next time someone stays late at your request, you can thank them instead of apologizing for keeping them late?

What opportunities do you see to express gratitude instead of an apology?Replace sorry

Pamela Jett is a communication skills and leadership expert who knows that words matter! In her keynote presentations, workshops, books and online learning programs, she moves beyond communication theory into practical strategies that can be implemented immediately to create the kind of leadership, teamwork, and employee engagement results her clients want.

You might also enjoy:

How to Write a Thank You Note

Stop Undermining Your Credibility with This One Word

Trigger Understanding – Not Defensiveness

 

Bookmark and Share

Want to Be a Better Leader? Stop Solving Problems.

team problem solvingDo you want to be a better leader? Would you like to be the kind of leader that others like to work with and for? Do you want to lead a team that is engaged and collaborative? Are you looking to enhance buy-in and commitment to projects? If so, here is a rather counterintuitive recommendation.

Stop thinking of yourself as a problem solver and start being a problem giver.

Great leaders know that people are more committed to solutions and plans when they have an active role in creating them. Great leaders know that people like their own ideas the most and strive to let team members participate in problem solving as much as possible. There is wisdom in sharing with your team the problem as you perceive it and turning them loose to come up with creative and insightful solutions.

Obviously, this approach requires trust in your team. The good news is that when you turn problems over to your team, they will feel that trust and often rise to the occasion.  This approach also requires that you are able to instill critical thinking skills within your team so that the solutions they present are realistic and take into account constraints such as budgets, time, policies, etc….

Turning a problem over to your team doesn’t mean that you abandon your leadership role. Your role will be to guide. Ask open-ended questions such as, “How will you handle x?” or, “What’s the timeline look like?”  Asking smart questions of your team members and allowing them to answer, instead of answering those questions for them, allows your team members to develop their critical thinking skills. This will help them grow and develop as professionals.

When you stop thinking of yourself as a problem solver and start being a problem giver you also increase your return on talent investment. Each team member has unique strengths, talents, insights, experiences that they can put to good use in your organization if given a chance.  They will come up with powerful solutions that may never have crossed your mind. And, they will be more committed to implementing those solutions.

What problem are you currently facing that you could turn over to your team or a team member? Start small if this is a new approach for you.  Build trust as you build skills.  Give your team members a chance to be the problem solvers and experience greater buy-in, commitment and employee engagement.

For more powerful communication resources, visit Pamela’s success store.

Pamela Jett is a communication skills and leadership expert who knows that words matter! In her keynote presentations, workshops, books and online learning programs, she moves beyond communication theory into practical strategies that can be implemented immediately to create the kind of leadership, teamwork, and employee engagement results her clients want.

You might also enjoy:

A Powerful Assertiveness Secret

3 Keys to High Caliber Communication – Are You Using Them?

“You Don’t Understand” – Words to Choose and Words to Lose

Bookmark and Share

Are You Sabotaging Your Business Presentations?

Slide1Delivering a presentation can be a pivotal career opportunity.  It is an opportunity to demonstrate your expertise and value to your organization.  It can improve visibility, providing exposure to key decision makers and influencers within and without your organization. It is an opportunity most professionals want to maximize. We want to do everything we can to increase our likelihood of success and to avoid those things that can sabotage our success.

In the over 20 years I’ve been a keynote speaker and communication skills expert, I have had the opportunity to conduct numerous presentation skills workshops for organizations around the globe. Here are four things that you might be doing with your presentations that might be sabotaging or limiting your success.  Take a moment to ask yourself, “Am I sabotaging my business presentations?”

  • Starting with creating your slide deck.  This is a mistake.  Slides are visual aids or visual support for the content of your presentation.  They are NOT the presentation.  Many professionals sit down to create a presentation and open up their slide creation software right away. They have NO IDEA what their main points will be. They have NO CONCEPT of the order in which to present those main points.  Expert presenters take the time to outline their presentation before creating slides.  They are then able to use the slides strategically as support for their content.
  • Only reviewing slides on your computer.  This can completely destroy your credibility during a presentation. Take the time to actually project your slides (preferably in the room in which you will be presenting.)  It is amazing how font size that looks perfectly reasonable when you view it from your computer screen is COMPLETELY UNREADABLE when people try to view it sitting around the boardroom table.  Color and contrast that looks reasonable on your computer can completely fail when projected.  Check your slides as they will be viewed, not just on your computer.
  • Confusing review with practice. This is a very common error.  Reviewing your presentation is great, but it doesn’t replace practice. Review happens when you sit at your desk and go over your slides and think about what you will say in your mind. Review happens when you go over your presentation in your head on your commute. Review is helpful. And, review is NOT practice. Practice is when you actually speak, out loud. When you stand up and deliver, out loud, the content you have created and reviewed. The best presenters try to practice in the room (or similar) to where they will be presenting.  Nothing replaces practice. It is during practice that you may realize your presentation is too long or too short. It is during practice that you might discover that some words and phrases that flow when written down are difficult to say out loud. It is during practice that you can become so familiar with your material that you can confidently present it when the time comes. There is no substitute for practice.
  • Reading from your slides. This sends a message that you are not prepared. That you are not an expert. That you don’t value your audience’s time. Practice and stop being slide-dependent.
  • Too much text on slides. Are your slides so text-heavy that they can’t be read?  Are your slides so jammed with content that nothing stands out? Remember, slides are not the presentation. Not everything you say needs to be on a slide. Slides are support for the presentation. More pictures, less text, is a good guideline.  If you MUST deliver lots of text, data, or information in your slides because your audience expects to have them as reference, consider having a “presentation deck” and a “reference deck.” You can give the audience the reference deck and present from the presentation deck.
  • Winging it. This is often the challenge of the over-confident.  Some professionals will be tasked with giving a “10 minute update” or some other short presentation and will think it is fine to simply wing it.  This is a poor choice. I’ve seen top level executives ramble or go on forever without a focus or a key message in front of several hundred of their employees.  This is the one of the pitfalls of thinking “I don’t need to really prepare – I know what I’m talking about.” Your audience can always tell if you are winging it and often feels like you have wasted their time. Professionals prepare, practice, and present with confidence.

Are you sabotaging your presentations? Do any of these issues resonate with you? What will you do differently in the future? Delivering presentations effectively is a skill that can be improved. Take the time to prepare and practice and you can present like a pro.

 

For valuable tips on leadership communication, register for one of these webinars.

Pamela Jett is a communication skills and leadership expert who knows that words matter! In her keynote presentations, workshops, books and online learning programs, she moves beyond communication theory into practical strategies that can be implemented immediately to create the kind of leadership, teamwork, and employee engagement results her clients want.

You might also enjoy:

Stop “Command and Control” Language During Conflict

Communicating Praise that Makes an Impact

“You Don’t Understand” – Words to Choose and Words to Lose

Bookmark and Share

Live Emotional Intelligence Webinar!

GotEQ10BB_Cvrs.inddIt’s no secret, emotionally intelligent people typically make the best leaders and team members. The great news is that emotional intelligence (EQ) can be developed and enhanced. Move beyond the theory of EQ and into the tools needed to build EQ and take communication and leadership to greater levels of success and productivity.

Got EQ? How to Communicate with Emotional Intelligence

Live Webinar Thursday, May 19, 2016

REGISTER HERE

Can’t make the live event? A downloadable version comes with your registration.

EQ – What it is, why it matters and how to leverage it for success.

  • Learn the 4 keys to strategically enhancing EQ and access simple ways to implement them.
  • Discover your own EQ communication quotient and identify personal areas of focus for improvement.
  • Build your emotional vocabulary for better EQ instantly.

 Decrease conflict and stress by communicating with EQ.

  • Discover little known secrets of self-talk to minimize conflict, confrontation, and destructive communication.
  • Communicate with more confidence in difficult situations with powerful and emotionally intelligent language patterns and templates.
  • Stop reacting to difficult people and stressful situations and start responding in powerful and constructive ways.

 Increase self-awareness for better relationships, leadership, and productivity.

  • Become the master of your emotions and stop letting emotions be the master of you.
  • Master the art of re-framing to boost problem-solving, decrease conflict, and increase empathy and understanding.
  • Uncover bad habits that are stunting your EQ and stop sabotaging your leadership success and credibility.

REGISTER HERE

Pamela Jett is an internationally recognized presenter and author on developing leadership skills and improving workplace relationships. Her programs take participants beyond theory to hands-on application for immediate results. Her background includes:

* Working with clientele ranging from the high-tech sector and manufacturing to women’s groups and government agencies

* Serving clients such as Lockheed Martin, Allstate Insurance, Sony, The United Way, NASA, Waste Management plus many other notable organizations

* Developing several books and learning programs including “Communicate to Keep ‘Em: Enhancing Employee Engagement Through Remarkable Communication”

Additional Materials:

  • Participant note-taking guide for use during the event and for reference post event
  • Access to regular communication tools and techniques via Pamela’s Words Matter blog
  • The complete download of the event
  • Access to free assessments to enhance communication and leadership

Who Should Attend:

  • Leaders, Managers, and Supervisors
  • Project Managers
  • Team Leads
  • Administrative Assistants
  • Support Staff
  • Anyone who works in a team environment

REGISTER HERE

FAST – Get right down to business with no time wasted. This is a content-rich experience without fluff or filler.

CONVENIENT – Learn right at your desk. No expensive travel, no time out of the office, and no time wasted. All you need is a computer and it’s super easy. You will be sent all the log-in information. Can’t make the live event? Play the download (included with every registration) when the time is right for you.

APPLICABLE IMMEDIATELY – This experience will provide time and money saving tools to use the moment you hang up the phone.

AFFORDABLE – Priced at just $89 for individual registration, this is a fraction of the cost of other high-priced events or seminars. Plus, there is no additional travel expense. Ideal for multiple listeners too! Group pricing is only $147.

 

Bookmark and Share

Got EQ? How to Communicate with Emotional Intelligence

woman with lightbulbIt is well established that emotional intelligence, often known as EQ, is one of the fastest growing job skills.  Leaders and professionals with high EQ are typically:

  • Better listeners
  • Better problem solvers
  • More emotionally stable
  • More open-minded
  • More flexible
  • More empathetic
  • Better conflict managers
  • Better crisis managers
  • Better team players
  • More open to feedback
  • More open to change
  • Less sensitive to imagined slights
  • Less prone to vindictiveness
  • Less ego maniacal

And, the list goes on and on. It’s no wonder that high EQ is associated with promotability and other career opportunities.

So, what are you doing to boost yours?  There are several steps to increasing your EQ.

Step #1 Realize that EQ is something that can be improved.  Emotional intelligence is not a fixed trait. It is something that can be developed with effort and intention.

Step #2 Be humble (which means teachable) and realize that no matter how strong you believe your EQ is, it can always get better. Be willing to look at yourself and ask if you want the benefits above enough to put in some effort.

Step #3 Know where to focus your improvement efforts.  Emotional Intelligence is a multi-faceted ability. It is the ability to identify, understand, manage, and  use emotions in a positive and constructive way. There are opportunities to improve in many areas.  For example, you can become more adept at identifying your emotions and in the process be building your EQ.

If you are looking for a simple way to know where to focus your efforts and energies, you can take this quick EQ Assessment.

Step #4 Access the resources and tools you need.  Take the time to access and learn new EQ skills.  Make developing this skill a top priority. Make it part of your personal professional development plan. That may mean attending webinars, reading books, watching videos, or attending workshops.  This expenditure of time and resources is sure to pay off.  Especially if you put the tools and skills you access into practice.

Whether you are a leader or looking to move into a formal leadership position, or you are hoping to get the attention, authority, and respect you deserve at work, building your EQ can be your ticket to success!

If you or your colleagues could benefit from learning more tips to communicate with emotional intelligence, please tune into our live webinar May 19, 2016. You will learn what “EQ” is, why it matters, and how to leverage it to decrease conflict, eliminate stress, improve relationships and your leadership skills. Register here. 

Pamela Jett is a communication skills and leadership expert who knows that words matter! In her keynote presentations, workshops, books and online learning programs, she moves beyond communication theory into practical strategies that can be implemented immediately to create the kind of leadership, teamwork, and employee engagement results her clients want.

You might also enjoy:

Emotional Intelligence: Your Leadership Superpower

3 Things Emotionally Intelligent People DON’T Do

Trigger Cooperation – Not Defensiveness

Bookmark and Share