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The Communication Problem Solver 4

The Communication Problem Solver 4. Managers need top-flight communication skills to keep their staffs productive and collaborative. But often, those who manage lack the ability to get things back on track once miscommunication occurs. This book helps readers analyze their communication skills and challenges and explains how they can use simple problem-solving techniques to resolve the people issues that derail productivity at work. Easily accessible and filled with real world management examples. This no-nonsense guide is packed with practical tools to help any manager be immediately effective, as well as a handy list of common communication problems and corresponding solutions | The Secrets to Creating and Sustaining Energized Relationships plimented Fred on his process and organization skills and urged him not to give up. Throughout the interactive training the different departments disclosed their challenges and why they worked the way they did. They learned to listen to each other and they developed relationships and trust. They understood and committed to common corporate goals instead of turf objectives. Fred became a cheerleader for the training. He leapt to the whiteboard to articulate ideas of benefit to everyone and explain how the process would assist everyone. Other leaders learned of his frustrations and what manufacturing needed in order to construct and ship products on time. They began to appreciate his strengths in process and scheduling and now viewed him as an asset. Communication and getting to know each other triggered enhanced cross-functional teamwork. They built relationships. What dependencies do the departments share In Fred s case he depended upon engineering s final say in order to build the products. Within his own team there were many dependencies. Painting could not be done until quality control had checked the constructed items. Fred s own department scheduling was meticulous and even built in flexibility for delays. But the unintended blindsiding from other departments had in the past thrown his schedule into a tailspin and caused stress on his staff. This impacted his relationships with other managers and their direct reports. When all groups were cognizant of each other s constraints and needs surprises could be kept to a minimum and communication to a maximum. Managers proficient in communication will drive relationship building with other groups or departments. They will initiate meetings with peer managers to discuss how each unit s work interrelates and how to best work together toward common goals. Taking the initiative to understand peer managers goals and needs can contribute significantly to .