Tag: effectiveness

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Soft Skills – Hard Measures

Every training manager finds himself struggling (and even conflicted) with the issue: how to measure the effectiveness of training? Is it even possible to quantify soft skills? What happens “the day after” the training? How does one actively implement the Kirkpatrick Model (which, in spite of its being the most well-known model in the world for measuring organizational study, it is actively implemented in less than 20% of the organizations….)?

There is overwhelming agreement among managers that soft skills, and in our case, communications and message delivery skills, are a positive and necessary condition for succeeding in business and for effective organizational management. But how can we really know the communications capabilities of our employees and managers? Where are they on the scale concerning their communications abilities, in relation to other employees in the organization or outside of it? To what level do they succeed in conveying the correct messages in a way that creates the desired impact? And most important, how can we measure and quantify their success rate?

The answer to all these questions can be found in CQ = Communication Quotient

One of the sharpest criticisms of the emotional intelligence quotient tests, EQ, is the fact that they are too general and too broadly based. Luke (2005) claims that the definition of the concept isn’t stable and as a result it has too many varied components to be included in the framework of one theory. The CQ gauges actually supply a solution to this criticism, as they evaluate and measure only the skills affecting communication and the transfer of messages.

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How can CQ help managers in your organization?

  1. Mapping and diagnosis of managers (or managerial reserve) according to measured parameters, such as:
  • How well does the manager transmit messages in a clear and precise manner?
  • How well does the manager present a valuable message to the person opposite him/her?
  • Does the manager create interest in his message and turn it into something those listening to him will remember?
  • How well does the manager succeed in creating an impact on his surroundings?
  • To which style of speech patterns does the manager belong?
  1. Specific compatibility of tools and models for maximum and surgical improvement of communications and message transmittance based on mapping and diagnosis. The following parameters will be considered when building the program:
  • KPI’s of the manager or group of managers.
  • The format that will make maximum improvement possible: guidance, computerized learning, face-to-face consultation.
  • Time period needed to achieve the necessary improvement
  1. Evaluation of improvement, follow-up on the learning graph and implementation during the entire process
  • Initial evaluation grade based on CQ predicted parameters
  • Determination of desired result for measuring improvement
  • Evaluation report of quality (verbal) and quantity (numerical) with points that are determined as landmarks in the learning process and its completion.

 

How was the CQ idea born?

For the past 12 years the VAYOMAR has specialized in developing methodologies and models for interpersonal communications and message delivering. The thousands of workshops and consultations that we have performed gave us the opportunity to become closely acquainted with the strengths and obstacles that characterize employees and managers when they need to convey messages. Cross-checking our wide data base with up-to-date academic studies in the field of communications, led us to the development of the unique CQ, which includes:

  • 5 core measurements on a quantifying scale for predicting an outstanding speaker
  • Listing 8 typical speaking styles

CQ will help you to know not only how employees or managers begin the learning process and what it includes; it will also help you to know how they complete the process and where they will end up when it’s completed.

 

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Strategic Communication: Becoming an Asset in the Workplace

One of the most common New Year’s resolutions is to be better at your job.  While it’s super general, most don’t really know how to accomplish this goal.  What it really comes down to is your unique value to others and how you can become an asset.

The most important value of Strategic Communication is its ability to support and assist other people’s decision-making processes.

The greatest difficulty facing decision makers is the lack of resources available to support their decision-making process:  Information, Time to analyze that information, and Analytical Ability (see below: “The Decision Maker’s Dilemma”– the source of these challenges).

The Decision Maker’s Dilemma: 4 key steps to effective decision making):

  1. Define objective(s) in a tangible and objectively measurable way.
  2. Identify and generate as many different alternative paths that lead to the defined objective(s).
  3. Select preferred paths.
  4. Execute!

Strategic Communication is about you becoming a valuable resource for your environment in dealing with this process.

If you become a resource, supporting the decision makers with these challenges, you are likely to turn (in their eyes) from a mere Service Provider to a Consultant or even a Business Partner.

  • As a provider, you are perceived as a drain on your client’s resources, making you an inherently unwelcome agent.
  • As a business partner/consultant, you are perceived as an addition to your client’s resources.  You are a resource, making you a welcome agent!

Basic Principles of Strategic Communication:
Manage Expectations – Understand the objectives (beyond your own).  See and relate to the bigger picture.
Be Solution-Oriented (not problem-oriented!) – Understand, relate to, and generate additional possible courses of action.  Avoid focusing on the past or spending too much time describing the present.  Do so by:

  • Addressing the future
  • Being positive and proactive – even when you have questions, come prepared with possible answers or with your own recommendations on how to best go about finding the answers to these questions.
  • Be analytical not descriptive – present your analysis, or the simple context of the data you want to present BEFORE you present the data itself.

Remove Barriers and Bottlenecks – Simplify the ability to receive and internalize your message by:

  • Prioritizing what you have to say – every word you speak is a resource your listener is allocating to you.  Make sure your message generates a value greater than the value of the resource spent listening to you.
  • Pay attention to Logical Sequence – make sure the inner structure of your message make sense.  Make sure each part of your message builds on the previous parts.  Try to make the order of your message be in sync with the questions occupying your listener as they come up in his/her mind as they listen to you.
  • Distinguish between WORK (=process/”how”) and PRODUCT (=desired outcome/”what”) – this is an extension of the previous point:  present your conclusions and/or recommendations before you present your evidence.

Now go ahead and actually keep your resolution this year. Strive to become an asset and a big influencer at your job!

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How To Master Small Talk

As we near the end of the year, it’s no doubt that most of you attended some sort of workplace holiday party. One thing that we here at VAYOMAR are sure of is that every office party contains a large amount of small talk. While some of you may dread the idea of small talk, we are going to show you 5 easy tips on mastering small talk and how to become the life of the party! CLICK HERE take a look at our new infographic.

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Starting on the Right Foot

There is an old tradition that says you should always enter your house with your right foot first. That first step, where things are fresh and undetermined, makes all the difference.

Much like that old saying, conveying a message has a lot to do with the beginning; you need to figure out how to open on the right foot in front of your audience in order to set the tone for the entire session. The beginning, in this case, is the first 30 seconds to 4 minutes on average, depending on the length of your session. This is your window of opportunity to create a powerful first impression on a new or even a familiar audience.

So how do you start off on the right foot and experience “good luck” (at least for the duration of the session)? Start with anything that’s interesting and memorable, relevant (related to the topic and your agenda), and fits the time frame. It could range from a personal story, joke, historical anecdote to a piece of data, a quote or a visual aid, like a video or a picture.

In order to make your opening—or “grace period,” as we call it at VAYOMAR—effective make sure you match it to your audience, your comfort zone, and personal style and the kind of image you wish to portray.  For instance, an unconventional joke might not be the wisest choice in front of a conservative audience. If you can, find out who your audience is ahead of time and adjust accordingly.

Next time you begin your presentation, speech, or other form of message, make sure you start on the right foot and choose a strong opening. It could make all the difference.

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Enhancing Your Influence

Every person is looking for a way to maximize his input, whether it’s in a big or small way.

One of these ways is becoming an asset to the big decision-makers at a company.

How can you be sure that your suggestions are helpful and not hindering? CLICK HERE to take a look at our infographic on Enhancing Your Influence and learn more!

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Conscripting Innovation

By, Gur Braslavi and Stephen Fox

We often associate great intellectual breakthroughs with a single eureka moment of a single inventor, such as Newton’s apple. The reality, though, is that innovation is the moment when many smaller ideas are pulled together to deliver a unified solution to a specific problem. Those who are skilled enough to accomplish this alone come around once in a lifetime. What about the manager who needs to innovate within his own company? There must be a better solution than waiting to hire the next Albert Einstein to the R&D department. Rather, managers must learn to harness the existing powers of their organizations in order to find solutions faster and more reliably. The answer is conscripting innovation.

What exactly does it mean to conscript innovation? The word “conscript” is typically a military term, meaning to be drafted or compelled into service. So to conscript innovation means to be drawn to be innovative, drafted into being creative.

The challenge is not for us to provide the solutions to our own problems, but rather to conscript a wide spectrum of talents together in order to innovate. Introducing new lines of thought and skills into the solution process allows us to break free from the internalized boundaries we have set for ourselves and find solutions that may otherwise have been overlooked. The problem is how to entice others to join you on your quest for the next great idea that will change your business, or maybe even your entire industry.

Conscripting innovation is a three-part process that will allow you to create an ideal environment to accomplish your goals, including focusing on a specific problem, fostering an environment for success, and making a problem fun to work on.

Part 1: The first step towards conscripting innovation requires managers to have their employees focus on a single objective and direct certain people to solve a single problem. Managers must take complicated ideas and strip them down into a simpler goal that others will be easily understood. With new perspective come new solutions. Take a look at the aircraft company, Boeing, during the early 1990s; individual departments within the company lacked coordination with each other, which lead to a lot of wasted time, resources, and money. Rather than implement changes from the top down, management decided to tackle this problem by opening the lines of communication between the departments and developing “accelerated improvement retreats” for the top employees in each group. When working together, they found that many of their processes overlapped, allowing the company to cut down significantly on the overall manufacturing costs.[1] The solutions did not come from around the boardroom table, but rather used the perspective of engineers, assembly workers, warehouse managers and pilots to find innovative solutions to the company’s process of manufacturing planes.

Part 2: The second step in conscripting innovation is to foster a creative, yet productive work environment. In general, this must be done through a long process of creating a supportive company culture. While creating “thinking spaces” with bean bag chairs and foosball tables can help, the way innovative ideas are treated by upper level management is what will decide whether or not employees are willing to put their necks out on the line. The way to achieve it is to develop a culture of innovation that does not punish employees for taking calculated risks, even if they fail. HP Software has implemented an impressive program called the “innovation stream” in order to overcome this problem. The stream flows throughout the organization, asking for input from all departments and levels, similar to the way Boeing had done; however, the difference is in the encouragement that HP gives their employees. They can receive points for submitting ideas, critiquing the ideas of others, and lending their expertise to design teams for the best ideas. These points can be used to purchase days off and other benefits. More importantly though, employees who are serious about working on their innovations are given time each week to work in development teams. HP has found that when employees are allowed to take the lead on their own ideas, it allows the large company to develop the entrepreneurial spirit that used to be reserved for smaller, start-up companies. This culture of innovation gives employees the courage to put forth their ideas and the support to turn them into products that will help HP continue to grow.[2]

Part 3: The third step of conscripting innovation says that the assignments employees are working on must be fun and enjoyable. Studies have found that people are far more willing to expend their time, energy and resources on tasks that they enjoy. An example of this can be seen in the discovery of supernova, where each year more professional and amateur astronomers search larger portions of the sky for these rare phenomena. The result has been an exponential increase in the discovery rate of supernova and many more associated breakthroughs in the astronomy community.[3]

In finding an innovative solution to your own problem, the dilemma becomes how to conscript others to work together. This requires focus on the question at hand, a culture that promotes innovation, and most of all, a fun and enticing process that attracts others to actually want to invest their time. You are not trying to bring the solution to others, nor are you assuming to know what the solution may be, nor are you saying there is even a viable solution. What you can do is bring together the collective knowledge necessary to find an innovative solution. So what is the focus of your company: on finding the solution to your problems or learning how to conscript others to innovate with you?

[1] “Can Boeing Fly High Again?” Http://www.maths.tcd.ie/~nora/FT351-3/CS.pdf. N.p., n.d. Web. 10 Nov. 2012.
[2] Gvirtsman, Ahi. “HP Innovation Stream.” Tel Aviv, Israel. 13 Nov. 2012. Lecture.
[3] http://www.universetoday.com/26495/a-supernova-story/

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Information vs. Knowledge

We live in a world that is surrounded by a massive influx of information that is easily available. If you want to find out more about a subject, all you have to do is go to a computer or smart phone and type it in. It’s that simple. We, literally, have a wealth of information available at our fingertips, whenever and wherever we want it.

Often times, the terms “Information” and “Knowledge” are used interchangeably, and people do not give much more thought on the subject. However, in your daily interactions (in the office, at home, etc.), it is extremely important to think about the distinction between the two. What really is the difference?
We have created a short Prezi presentation to show you which of the two is more important when delivering your message, and how to make your audience listen to you. CLICK HERE to take a look!

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Make Your Email Stand Out

It’s hard to imagine what our lives would be like without Ray Tomlinson.

While this name may not ring any bells, we can assure you that you are very familiar with Ray Tomlinson’s work. Ray Tomlinson is the programmer who invented electronic mail, more commonly known today as email.

Email is one of the most, if not the most, used tools today. We send and receive dozens of emails every day. It has transformed into our main means of communication, through which we are able to transmit our messages within our entire workforce.

It’s clear that email has a huge influence in our daily lives, but not everyone knows the proper rules for sending a good email. With our help, your mail won’t be lost in your addressee’s inbox. Instead, it will attract his attention so that he will read it and respond to it. In addition, these rules will help you transmit your message in a much more effective way and will help you avoid commonly made mistakes.

1. Subject line – If we want our email to take precedence over all other mail received, the subject line must attract the addressee. That is, the content must be useful or beneficial to the addressee– why is it worth his while? For example, if you send your boss a weekly report, instead of just writing “Weekly Report” in the subject line, try to give it a more interesting and captivating title. Just adding a few words regarding subjects that are important to your boss could do the trick. It could be” “Weekly Report – Changes in Income in the Asian Sector.” Note that you are giving the report a new title that will work well for chain messages. And take note of the most important rule: email should never be sent without a subject line.

2. Short and to the point – In order to make the content of your mail easy for the addressee to understand, the main subjects should be divided into individual points. Key words in each sentence should be emphasized. When the addressee scans the mail, he should be able to quickly understand its subject and the important points you are trying to get across.

3. Personal touch – It is very important to give your mail a personal touch (within reason, of course). Always open your letter with the addressee’s name, some greeting or words of interest in his welfare, and a closing note with a signature (in addition to your permanent business signature). The more generic your mail, the less significance it has. The content of the mail will affect not only the message, but also the writer. If you write, “Forward the results” instead of “I would appreciate receiving the results,” the addressee’s perception of you is different. You should still keep in mind your existing relationship and situation with the addressee. The question now arises of what to do when you are sending this mail to more than one person. How do you still keep the letter personal? There are two possibilities:

  1. Address everyone at the beginning of the letter: “Dear Noa, Dani, Ron, and Shira.” When a person sees himself addressed directly at the beginning of the email, he will automatically give the letter his attention.
  2. Individually send an email to each of the addressees. Even though this will take more time, the possibilities of receiving a response are higher. When there are a large number of addressees, the tendency is not to reply, because each person is sure that the others will reply or they prefer to know what others will say before they give their opinions. It’s always a good idea invest a little more time and send personal mail to each of the addressees.

4. Punctuation – There are an unlimited number of transactions that are worth millions of dollars, but have failed simply because the email was not correctly understood. Make sure to always use correct punctuation marks and to use them in the right places. In addition, try not to over-punctuate as well, such as exaggerated use of exclamation points or ellipses (dot-dot-dot). People who punctuate properly come across as more intelligent.

Let’s eat grandpa.

vs.

Let’s eat, grandpa.

Correct punctuation can save a person’s life.

5. Moving forward – What does the addressee have to do after reading the mail? Why did he receive it? Was it purely an informational email, or were you asking for his opinion? What you want from the addressee must be emphasized in the body of the letter. The addressee cannot be left wondering why this email was sent to his inbox. Be clear as to what your intentions are. In addition, if you want the addressee to send you a confirmation that he received your email, ask him directly to reply. If your request is unclear, you can’t expect the addressee to read your mind. If several people have been sent the same message, mention them by name in the body of the mail and request of each of them, by name, to reply.

6. Double check – One of the advantages of email over face-to-face conversation is the possibility of proofreading your words before sending it. If we are speaking to someone and say the wrong thing, it is extremely difficult, if not impossible, to turn back the wheel. With email, we can check the content of the letter, find grammatical or spelling errors, read the letter out loud, and check that the letter was sent. Although this is a relatively basic action, there are many people who do not check their letters before sending them. Devote a few more seconds to this – it’s worth it!

Every day, about 190 billion letters are sent by electronic mail around the world. Research has shown that this figure will grow even larger with time. Your mail, your message, is in constant competition with other mail. So, in order to successfully reach your goals and complete your work, it’s worth using this very powerful tool in the best possible way.

And another little tip… if you’ve sent two emails and the point still isn’t clear? Forget about the email. Pick up the telephone and talk about it.