Communication Skills for the Successful Athletic Trainer. Eastern Athletic Trainers Association

Communication Skills for the Successful Athletic Trainer Eastern Athletic Trainers Association

What Makes Someone Respond Well To You? 7% 38% 55% Body - 55% Language Voice 38% Words 7% Based on research by Dr. Albert Mehrabian from UCLA: http:// www.kaaj.com/psych/bio.html, http://www.globeshaker.com/ourteam.html, http:// www.iaresearch.com/press/emotion%20simulation%20technology-18.htm,

Our Objectives Public speaking Meeting the needs of others Listening Giving feedback Conflict Next Steps

Physical Presence Stand up straight, legs shoulder width apart. Let your hands hang by your side. Use some hand gestures, but not too many. Take up some space. When talking to a group, slowly make eye contact with someone in each third of the room.

Physical Presence Sit up straight with your feet on the floor. Rest your hands in your lap. When talking to one person, make eye contact.

Physical Presence Wear appropriate clothes. Don t touch or scratch any part of your body repeatedly. Don t rock, sway, or jingle keys in your pocket. Smile occasionally. Breathe regularly and occasionally deeply.

Physical Presence Breathe regularly and occasionally deeply. Smile occasionally.

Voice Speak clearly and don t mumble. Finish your words. Speak loudly enough. The sound of your voice is power!

Voice Speak slowly enough that your voice has impact. Pause periodically. Do not repeat words or sounds. Um, basically, like, well, you know, I mean, etc.

Analyze Your Audience Age Gender Cultural Background Size of group Knowledge of subject Depth of discussion

Four Ways People Process Information Form Fact Feeling Future Based on the Myers Briggs Type Indicator (www.capt.org) and Ned Herman s Whole Brain theory outlined in The Creative Brain.

Form Enjoy lists and outlines Trust details Explain things step-by-step Develop and follow procedures Established way-repetition Create order Work steadily Don t trust sudden inspiration Prefer practical matters Form Fact Feeling Future

Future Like to imagine possibilities Dreamers Enjoy discussing theories Look for meaning and associations Focused on big picture and future impact Work in bursts of energy Dislike repetition Leap to conclusions Trust sudden inspiration and their hunches Fact Form Feeling Future

Fact Answer the Journalist's 5 W's Believe in numbers and logic Focused on bottom line Enjoy analyzing and solving problems Realistic--not dreamers Firm and tough-minded May hurt people's feelings Need fair treatment Reprimand and fire more easily Fact Form Future Feeling

Feeling See effect of choices on people Tend to consider the circumstances Like harmony Enjoy pleasing people Sympathetic Sensitive to conflict Fact Dislike telling unpleasant things Personal stories matter Enjoy more regular praise Form Future Feeling

Four Ways People Process Information Form Fact Feeling Future Based on the Myers Briggs Type Indicator (www.capt.org) and Ned Herman s Whole Brain theory outlined in The Creative Brain.

How You Present Your Content Mary Munter s Guide to Managerial Communication. Pick the appropriate medium. Use graphics in your presentations appropriately. Proof! Your presentation is the beginning of a dialogue.

Practice Use a video camera. Use a voice recorder. Avoid repeatedly looking at your slides.

Practice Practice individually or as a team. Practice while others are watching you. Practice with your visual aids. Practice until you can end at least one minute early. Practice in a room that is the same size as the one in which you will be presenting.

Q & A Anticipate the questions. Be able to answer the questions you hope they won t ask. Listen to the question! Ask the person to repeat the question if necessary.

Q & A Take time to think before you answer. A slight pause is appropriate. Either answer the question or admit that you don t have an answer now and will follow up at a later date. Try to give specific details and examples.

Listening Be quiet. Use your body language to let the person know you are there. Give an occasional uh huh or nod. Stay focused on the conversation. No email! Ask non-judgmental questions. Example - That s not clear to me. Will you say it again? Make a guess about a feeling. Restate some of what the person said.

Listening Try to pick up on the speaker s signals. Keep in mind that a person who is different than you may be looking for something different in a listener than what you would want. You may not understand. Remember that most people just want someone to listen.

Try Not To Judge. Ask excessive questions while he or she is talking. Offer advice or diagnose the problem. Change the subject. Immediately tell your own experience. Think of what you will say while the person is still talking. Criticize. Assume the speaker feels the same way you would. Be overly reassuring.

Listening fills what Stephen Covey calls the Emotional Bank Account The amount of trust that is built up in a relationship. Deposits: courtesy, kindness, honesty, keeping commitments, LISTENING. Withdrawals: disrespect, bossiness, threatening you cutting, you off.

Telephone Consider the quality of your phone. Stand up or sit up very straight. Don t open mail or check email. Pay attention to your tone of voice. Prepare to leave a voice mail message.

Giving Feedback From: Limited, not overkill. Positive as well as negative (but not at the same time). Be descriptive (not evaluative) and specific (not general). Avoid: Teasing--making fun of someone To: Big emotions

Example 1 You didn t want to take the job as manager and, yet, you are doing a great job of scheduling, listening to complaints, helping the trainers to meet their goals, and keeping up with the budget. Not You re doing a great job.

Example 2 In the meeting this morning you talked about your idea for 15 minutes. You didn t give others a chance to give their input. Not You are wasting everyone s time.

Example 3 Just now when I asked you to rate your pain on a scale of 1-10, you snapped, Why does it matter?!?! I m not getting better! I know you are frustrated, but I need to your input so I can keep helping you. Not You have a bad attitude.

Example 4 I ve evaluated Jenny s progress and gotten her input and I don t believe she is ready to play this Saturday. These are the areas where she is improving. These are the things I m concerned about. This is how I think she ll progress over the next week. I ll give you an update on. Not Jenny is not ready to play.

If you tend to blow up during conflict, Breathe. Whisper. Keep fingers open rather than clinching them. Count to 10. Lie down.

If you avoid conflict, Breathe. Write out what you are going to say. Write what will happen if you do nothing. Write what might happen if you do something.

Sudden Conflict Breathe. Ask questions. Don t cry. Don t yell. Ask for time.

The best approach to conflict Confront in a calm firm voice without attacking or avoiding the problem. Put all of your best communication skills to work for you.

Resources www.toastmasters.org www.capt.org for information on Myers Briggs Type Indicator Books or Books-on- tape: You Can Negotiate Anything by Herb Cohen How to Get Your Point Across in 30 Seconds or Less by Milo O. Frank Guide to Managerial Communication: Effective Business Writing and Speaking by Mary Munter The Art of Talking So That People Will Listen: Getting Through to Family, Friends, and Business Associates by Paul W. Swets Talking from 9 to 5: Women and Men in the Workplace: Language, Sex, and Power by Deborah Tannen 7 Steps to Fearless Speaking by Lilyan Wilder

Next Steps Reflect on your current communication style and approach. Think about what you would like to continue or change. Set some goals and write them down!

Thank You I thoroughly enjoyed working with you today. Thank you for your time and energy. Please fill out your evaluations. Please stay in touch: Allison Linney 434-295-9962 asl@allisonpartners.com

Communication Skills for the Successful Athletic Trainer Eastern Athletic Trainers Association