CHAPTER 3
Interpersonal Communication Tools for the Project Manager
The project manager has a variety of tools for use in the workplace. These tools include information technology, project management methodologies, engineering expertise, estimating, earned value, financial forecasting, and budget management.
One tool that is rarely considered in detail is the tool of interpersonal communication. The project manager can make effective use of this tool to increase the team’s performance.
Key interpersonal communication skills include the abilities to:
• Develop concrete communication skills, which can serve as “the nuts and bolts” of an effective discussion
• Identify and appreciate individual differences among stakeholders
• Pay attention to the tone and texture of the communication
• Recognize communication “stoppers.”
DEVELOPING CONCRETE COMMUNICATION SKILLS
Several basic communication skills and techniques are crucial for effective communication. These are skills that can be practiced and improved, and even small improvements in fine tuning these skills will pay big dividends.
Sending “I” Messages
Sending “I” messages, such as “I believe there is a key issue on the Richards project that we need to discuss,” is a standard communication tool. This tool is effective because the speaker clearly is taking responsibility for his or her view and at the same time is giving the other person the opportunity to consider whether or not he or she shares that view.
Taking responsibility is a great way to identify and clarify individual points in a discussion. If there is a downside to excessive use of “I” messages, it is the possibility that you may come across as overly self-referencing or egocentric in the discussion, and others may feel that you are not promoting team interaction.
Listening Actively
Active listening allows you to give the other person the message that you are hearing what he or she is saying (without necessarily agreeing with the point). An active listening comment may be, “Carl, I hear that you strongly believe that the project is not going to be done on time unless you get two additional engineers on the project.” This response lets Carl know that you have heard his message, which is crucial to effective communication, but does not commit you to agreeing with his point.
Active listening is an effective tool to use when the other person has very strong feelings about something and needs to “get it off his or her chest” before continuing with the conversation. Active listening keeps the communication moving, allows your partner to be heard and understood, and buys you some time if you feel uncertain about how you want to respond to the issues being discussed. If over-used, however, active listening can have the negative effect of making you appear wishy-washy, patronizing, or perhaps unable to make a decision.
Asking Open-Ended Questions
Open-ended questions allow the answering party the chance to expand on a point without feeling forced to respond in the framework of a yes or no answer. Open-ended questions work well in situations where answers are not so clear-cut to warrant a yes or no answer. For example, assume that you are interested in finding out how a certain team member is handling a key aspect of the project. An open-ended question such as “Phil, would you please lead me through a description of what you’ve done recently on the project?” will elicit this type of information.
This question offers Phil latitude for responding, which will likely reduce his defensiveness and allow him to speak with a degree of comfort, because he is setting the direction. As the questioner, this style of questioning allows you to sit back and listen for responses to your key areas of interest.
If Phil fails to address one of your areas of interest, you can use a follow-up question such as, “Sounds good, but can you please tell me a little more about how you are covering the administrative details?” Open-ended questions help create an “expansive” tone in the conversation, encouraging your partner to volunteer more information.
What is the risk of using open-ended questions? The risk is coming across as indirect and unfocused, possibly having a hidden agenda or a concern that is not verbalized. To the more concrete individual, open-ended questions may seem nebulous.
Tracking the Message
All of us have had the frustrating experience of suddenly realizing that we are talking with someone about four different subjects at once and have no idea how we got off the topic.
This often occurs when both parties are not tracking the content or purpose of the discussion, and one or both members are inserting new topics into the discussion. This insertion of a new topic can occur for a number of reasons, including a failure to listen to the other party’s key message, a strong emotional reaction by one of the parties, or a tendency to avoid closure on one subject before moving on to a new one.
An example of a tracking statement is: “Bob, I think we are going off topic. Let’s back up to the point where you were mentioning the cost for the software package. I think that’s the point where I started to lose you.”
Reframing the Point
At times, discussions reach a point where communication is faltering or negative tones have infiltrated the exchange between people. Unless some change takes place, the discussion is headed for failure.
In these situations, a valuable communication tool is “reframing.” Just as the picture framer puts a new frame around an existing painting and changes the tone of the painting, you can put a new “frame” around the failing discussion and create a new sense of optimism or achievement.
For example, let’s assume that the team has been talking for 45 minutes about the lack of engineers needed to complete the software project on time and within budget. The tone in the room is one of frustration, with some sense of hopelessness and resignation. Reframing this discussion would be to put a different spin on the conversation, to see the issues from a different perspective—one that offers more optimism. A reframing comment at this point of the discussion could be something like: “Let’s face it. If the discussion keeps going in this direction, we are not going to get anything done. What if we look at this situation as an opportunity to build a bridge between the engineering group in the other division and our group? We’ve said for a long time that a bridge like that would be good for us to have.”
Reframing the issue, which can be done by any person in the conversation, involves creative thinking and a willingness to take a chance by offering a new perspective. When offering a reframing comment, be prepared for some people to remain stuck in the negative and to resist these creative alternatives. Be persistent. You may need to state the same reframing message in different ways before you achieve success.
IDENTIFYING AND APPRECIATING INDIVIDUAL DIFFERENCES: THE MBTI APPROACH
Obviously, teams are collections of individuals. To communicate effectively, it is crucial for the project manager to develop the ability to perceive the different personal styles on the team. The project manager will then be able to tailor communication approaches to the styles of the individual team members.
There are many ways to assess the style and personality of project team members. One conceptual framework that can be useful when considering individual differences is the Myers-Briggs Type Indicator (MBTI). Based on the work of Carl Jung (1971), the MBTI describes various components of personal styles. Jung believed that individuals vary in how they approach and perceive the world. In today’s world of work, the MBTI is used extensively with teams, both as a team-building instrument and as a method for discovering the different communication styles present on a team (Hammer 1996).
The MBTI may be administered in a number of formats by certified practitioners. Some teams prefer to take the instrument via various online assessment forms; other teams prefer to take it in a shortened, hard copy form during team meetings.
In essence, the MBTI measures an individual’s preferences among four pairs of qualities or preferences:
• Extravert or Introvert. The extraverted focus applies to individuals who get energized by a significant amount of interaction with the outside world. This type of individual enjoys an action orientation in life and becomes bored if things move too slowly.
In contrast, the introverted individual is energized by reflective activities away from lots of outside stimulation. This type of person enjoys being involved in tasks where they can really immerse themselves in the depth and the details of the issue.
• Sensing or Intuition. The person with a sensing preference looks at the world from a pragmatic, concrete, and immediate frame of reference. The sensing person prefers to use the five senses to attend to the world with a present-tense focus aimed at solving problems that can be scored, measured, or quantified.
The intuitive person, on the other hand, prefers to look at a problem with more of a big-picture focus, eyeing future possibilities and trends. This person enjoys insights and abstract-based activities and has less interest in the concrete present than the sensing person does.
• Thinking or Feeling. The individual with a thinking-based decision-making style likes to look at the logical and rational components of the issue and make a decision that is supported by facts, analysis, and numbers.
The feeling-based decision maker, in contrast, makes decisions “with the heart.” The feeling person prefers to consider values, beliefs, and personal feelings—types of “information” that are much more subjective in nature.
• Judging or Perceiving. The person with a judging approach prefers to use an orderly approach to plan and structure activities and events. The judging person seeks to achieve closure on tasks and is generally quite goal-oriented.
The perceiving person, conversely, wants to approach the world in a less structured manner, leaving things more to chance while displaying comfort with flexibility and responding to whatever comes up in the moment. Perceivers are often viewed as curious and willing to engage in many activities simultaneously.
COMMUNICATION TIPS: USING THE MBTI IDEAS TO DELIVER YOUR MESSAGE
By using the ideas on individual differences suggested by the MBTI, you can tailor your message to reach each of the unique styles on your team. By customizing your message, you increase your chances of successful communication and cooperation on the part of your team members. Table 3-1 is a summary of pointers from the MBTI that you can use to send your message to your project team members. (Additional thoughts and techniques for using the MBTI with project team members can be found in Flannes 1998.)
Communicating with the Extraverted Team Member
The extraverted team member is the person who is interactive, who focuses attention and energy outside him- or herself, who enjoys mixing with people, and who generally has a great deal of verbal contact with others. The extravert wants to be involved and to be at the center of the action.
To communicate effectively with an extraverted team member:
• Think out loud with this person; the extravert enjoys brainstorming.
• Communicate in a personal, face-to-face manner if possible, and minimize written, e-mail, or other types of communication that the extravert may view as too “impersonal.”
• Place the extravert in settings where group communication is needed, such as brainstorming sessions; this type of milieu will stimulate the extravert and will get the creative juices flowing.
• Because extraverts can be verbally outgoing, they can dominate group meetings, particularly when dealing with more introverted team members. Work to keep the extravert’s output in such settings at an acceptable level.
Communicating with the Introverted Team Member
Introverts are known for keeping a lower profile within group discussions, and they tend to be more thoughtful and reflective than expressive. They often appear deep in thought and may need some supportive prodding before they will offer an opinion.
When communicating with an introvert, consider the following:
• One-on-one settings often allow the introvert to be more disclosing and communicative. Within group settings, the introvert may remain quiet or less involved.
• Introverts do not particularly enjoy thinking out loud. Rather, they usually prefer to have an issue raised and then have some time to think the issue through before responding.
• Introverts may prefer more impersonal methods of communicating, such as e-mail or written documents. Such written messages give them the privacy they prefer to reflect and think something through before responding.
Communicating with the Sensing Team Member
The sensing person approaches the world with a pragmatic, tangible, and immediate focus, paying close attention to details while working at a steady pace. This person wants to deal with tasks in ways that can be quantified and measured.
When communicating with a sensing team member, consider the following approaches:
• Give the sensing person details, facts, examples, and concrete points. They have little use for theory or “the big picture.”
• Stay in the present when delivering your message. Let them know the current importance of your message.
• Stick to the business at hand. The sensing person perceives extra communication about tangential matters as a distraction.
Communicating with the Intuitive Team Member
The opposite of the sensing person is the person who approaches the world through the style of intuition. The intuitive person likes to develop “the vision” and is good at synthesizing future possibilities and trends. Routine tasks are boring for this individual as he or she is always looking for better ways to do things.
To be successful when communicating with the intuitive style, consider these approaches:
• Provide a big picture of the issues and an overview of where you envision the discussion may take you. During the work of the project, discuss the goals and how the project supports the organization’s vision.
• Remember that this style likes to theorize and follow different tangents during a conversation; you may need patience as this person brings up a number of other areas that may seem unrelated to the problem at hand.
• In project meetings, the intuitive person will often communicate with peers by assuming the role of devil’s advocate, expressing ideas and messages that seem “outside the box” or tangential to the current point.
Communicating with the Thinking Team Member
As the name suggests, the person with a thinking style prefers to interact with the world in ways that are consistent with a thoughtful approach. Communication is often concise and to the point, focusing on a logical presentation of the facts. A rational mode of addressing a situation is adopted, and the thinking person is frequently observed as relating “from the head” when solving problems.
The best way to make your point with a thinking person is to:
• Present a logical argument, focusing on an analysis of the situation that is grounded in an assessment of the facts
• Get to the point; the thinking person has little interest in casual conversation
• Not take it personally if you encounter a thinking person with little need for small talk.
Communicating with the Feeling Team Member
The feeling person uses a significantly different approach from the thinking person when dealing with the world. The feeling person places emphasis on the subjective aspects of the situation, such as personal values, how people feel about the issue, and what the “gut” says is the correct thing to do.
Try these methods when communicating with the individual with a feeling style:
• Appeal to this person’s values when making your argument.
• Expect this person to talk a great deal about feelings; he or she may put less emphasis or credence on the logical facts of a situation.
• Consider that this person may need to talk feelings through, or “get it off their chest,” before they are able to move to verbal communication geared to tangible problem solving.
Communicating with the Judging Team Member
Judging refers to an approach in which the individual uses an orderly method to structure activities and endeavors. Judging people like to have a project plan, a detailed work breakdown structure, or an agenda for each project meeting. They are motivated toward gaining closure on an event and moving forward.
Because the person with the judging preference seeks order and structure, consider trying these approaches:
• Present your message in an orderly manner, using agendas and outlines to define the purpose of the discussion.
• Stay on point and try to avoid drifting into other topics or tangential points.
• Remember that this person works toward closure; keep the conversation moving toward a conclusion. Set both time and topic parameters before beginning.
Communicating with the Perceiving Team Member
The perceiving person prefers flexibility and spontaneity, and does well when multi-tasking. For the most part, perceiving people like to keep their options open and prefer not to work from a schedule or plan. Talking with this type of person will be a free-flowing experience with little need for structure and closure.
Consider these suggestions when working with a perceiving team member:
• Stay flexible and avoid using a rigid agenda for your meeting.
• Remember that this person will want to let the communication take its natural direction; expect that many topics may be mentioned and that the time of the meeting may seem open-ended.
• Gently help this person stay on track when required; offer comments that acknowledge his or her ideas but still help maintain focus.
PAYING ATTENTION TO THE TONE AND TEXTURE OF COMMUNICATION
Just as important as considering the individual styles and preferences of your team members as you begin to craft your communications is having a keen awareness of the texture and tone of any communication. This awareness involves:
• Being “present” during the discussion
• Listening to the “music behind the words”
• Considering the variables of alliance and context
• Keeping the communication on a reciprocal level
• Paying attention to the content and process aspects of a communication.
Being “Present” During the Discussion
Being in the present when communicating suggests a posture that places emphasis on the thoughts, ideas, feelings, and beliefs you are experiencing at that specific moment in the conversation. This is an awareness of your mood, energy level, and emotions. For example: Are you having a good day? Feeling angry?
Having this awareness does not mean that you have to disclose or act on these feelings when you are communicating. Rather, the goal is to have a healthy awareness about what is going on with you now, so you can use that awareness to communicate more effectively with your team members.
How can a project manager work on being present during a conversation? Here are two approaches to consider:
• Reflect on your immediate feelings. Your goal should be to develop an awareness of what you are feeling at that moment. Such an awareness will help you avoid stepping into potholes as you communicate with the other person.
• Reflect on what your body is telling you. This physical level of awareness is often a great source of “data,” revealing what is going on with us. Each person usually has his or her own set of body cues that signal important information about what is going on emotionally at that moment.
An awareness of your feelings and your body cues will enable you to exhibit the following behaviors with your stakeholders:
• Effectively hear what the other person is saying to you.
• Demonstrate more respect and consideration for the other person
• Be more efficient in your decision making.
Listening to the “Music Behind the Words”
Buell encourages people to “listen to the music behind the words” (Flannes and Buell 1999). By this, he is challenging us to listen to the message that is rarely verbalized. This is the message that indicates mood and emotions. The obvious message, which often masks the “music,” is frequently referred to as the content of the message and refers to the subject of the discussion. The music behind the message is the subtle affective level that tells you so much more about what is happening.
Consider this example of listening to the music behind the words:
Judith told her project manager that the project was meeting specifications, was under budget, and would be completed on time. The project manager heard these words, registered that Judith was saying that everything was in good shape, and then allowed the conversation to end.
However, if the manager had listened to the “music behind the words,” he might have noticed her tone of voice, facial expressions, and body gestures. These indicators would have said, “I’m bored with this project, it’s not challenging me, and I’m frustrated that you don’t find something for me that is more to my skill level!”
By listening on this deeper level, the project manager would have picked up important cues suggesting that things were actually not going well on the project.
Considering the Alliance and the Context
It is not possible to describe the “right” thing to say in any given situation. The right thing to say is always a function of the nature of the alliance or relationship between the two people, plus an awareness of the context in which the communication is taking place.
Bugental (1990) developed the concepts of alliance and context. “Alliance” refers to the nature of the relationship. Different types of alliances exist between friends, between project team members and the project manager, between team members and outside vendors, and between strangers thrown together on a newly formed team. Each of these alliances differs in the degree of comfort, intimacy, openness, trust, shared history, and common goals. Being aware of the nature of the alliance offers the chance to tailor the communication to the intricacies and the specifics of the immediate relationship.
Examples of types of alliances include the following relationships:
• Two friends who have worked together for 12 years
• Two programmers, each new to the company, assigned to work for the first time with each other
• Two virtual team members, from different cultures, working together.
There is no ideal alliance. Each alliance needs to be seen as a “living thing,” requiring nurturing and attention. Remember, every alliance is dynamic. Be careful not to take any alliance for granted.
• Alliance refers to the nature and quality of a specific relationship.
• Alliances differ in degrees of history, trust, openness, formality, and role.
Bugental’s view of “context” addresses the idea that an effective communication is a function of an awareness of current circumstances. For example, in deciding how to tailor a message to a team member, the project manager should consider a number of context variables. These variables may include the current mood of the other person, the amount of pressure on the project team, or the fact that the organization may have recently undergone a reduction in force. A context variable will also include the setting: whether the message is being delivered in front of a formal group of project stakeholders or over lunch at a neighborhood cafe.
By being aware of the context in which you are speaking, you can craft messages that are conducive to the current surroundings, thus helping put the other person at ease and increasing the odds of delivering your message effectively.
When considering how to use the concept of context in communicating, be aware of these variables:
• Degree of formality or informality of the surroundings
• Current atmosphere in the workplace (e.g., anxiety, stress, pressing deadlines, recent reductions in force)
• Level of “intimacy” of the setting (e.g., individual, group setting).
Many of these ideas behind the concepts of alliance and context are obviously grounded in common sense. However, it is precisely because these ideas do appear to be common sense that we often overlook them or give them minimal consideration when we are communicating.
If we keep the concepts of alliance and context clearly in mind, and if we slow down and take time to apply them sensibly, we can achieve greater success in communication.
Keeping the Communication Reciprocal
Another important but subtle aspect of communication is the ability to create an atmosphere where people on the team are treated with mutual respect and dignity, regardless of the team member’s seniority or level of expertise (Buber 1970). In essence, this way of communicating is communicating to the other as an equal, not “talking up” or “talking down.”
Here are some ways the project manager can apply the idea of reciprocal communication to the day-to-day project setting:
• When looking at your communication partner, try to visualize this person as an equal.
• Try to view the exchange as being between two equal people talking about a problem or situation.
• Watch out for the natural tendency to treat people as stereotypes; such an approach locks one into rigid ways of seeing the other and creates long-term barriers to improved communications.
Being Aware of the Content and the Process
Any communication can also be viewed through the filters of “content” and “process.”
Content refers to the subject that is being discussed, such as the results of the project review meeting, what someone had for lunch on Tuesday, or the hardware items in next year’s budget. Content items are the obvious parts of a communication and are the aspects that people can usually track most easily.
The more complex aspect of a communication is the process, which refers to the manner, style, and methods in which the content is presented. Process focus looks at issues such as:
• Is one person dominating the discussion?
• Are people’s comments coming across in critical or cynical styles?
• Does one person continually interrupt when a particular person is talking?
• Does one person get very quiet when conflict enters the discussion?
Process areas deal with the more intangible aspects of a communication; they often suggest an underlying feeling or emotional response that is not being expressed directly.
By paying attention to the process level of communication within the team, the project manager can identify unspoken issues, problems, or resistances that are hindering the progress of the project. Attending to process communication issues often takes some nerve and courage. Be active, assertive, and willing to speak your mind.
RECOGNIZING COMMUNICATION “STOPPERS”
We all fall victim to a number of communication shortcomings. The following four behaviors plague us from time to time, particularly when we are fatigued or when we feel emotionally threatened. Which of the four is your biggest risk area?
Denial
A little denial in life is not bad and can sometimes help us get through a tough time. However, denial works against us when we stubbornly maintain a view or position even when those around us continue to make strong arguments to the contrary. For example, we may continue to deny team members’ messages that we are too controlling during team meetings, even after hearing this message four or five times.
To monitor your risk of falling into the trap of denial, consider the following suggestions:
• When communication continues to fail, ask an open-ended question, such as, “Am I missing something here that you are trying to tell me?”
• Stay receptive and non-defensive to feedback from such an open-ended question.
Projection
Projection is defined as attributing to others a feeling or belief that, in actuality, we hold ourselves. The negative aspect of projection is attributing a belief or attitude to another member of the team without confirming the reality of the projection for that team member. For example, if a project manager believes that all others on the team must share his or her specific view about how to approach a project design process, then this project manager is projecting his or her belief upon others.
Here are some ways to keep projection under control:
• If you think that others believe, think, or feel as you do, confirm it with them before you move forward, particularly on key issues.
• Use an “I” statement, followed by a question of inquiry. For example: “I believe very strongly that the specs for this project need to be re-evaluated and probably changed. Am I correct in assuming that you feel the same way?”
Displacement
Who has not had a fight with a family member one morning, and then come to work and chewed the head off of the first co-worker who said something to them?
Displacement occurs when some emotion or strong feeling that has been generated in one setting (in this case, the fight at home) gets “displaced,” or passed on, to someone (in this case, the co-worker) who has done nothing to warrant such treatment. The innocent co-worker has no idea where this emotion originated and usually feels confused and untrusting toward the person who delivers the blow.
Strong feelings are often generated in the complex world of project management, where the project manager has many relationships to monitor and must navigate the tricky waters of matrix management and conflicting stakeholder agendas.
Under these circumstances, it is easy to displace feelings upon innocent third parties. However, there are steps a project manager can take to reduce the risk of displacement.
Here are some ways to minimize displacement:
• After an argument (or any interaction where negative feelings have been created), stop and take notice of what you are feeling.
• Before getting involved in another interaction (such as a meeting or discussion), take some time to let the negative feelings subside.
• As you begin the next interaction, do your best to initiate some “discussion with yourself,” such as, “I’m still angry from the last meeting, but my anger is not about Joe, with whom I’ll be meeting, so I need to go slow in our discussion.”
These approaches to managing the risk of displacement can be surprisingly effective and can have profound influence on keeping communication succinct and straightforward. In a sense, these approaches to managing displacement are an evolution of the old advice to “count to 10 before speaking.”
Objectification
Project work is difficult, with many people and many different types of relationships to manage. After a certain amount of experience and time struggling with different types of relationships, we can slip into the potentially risky habit of developing a “shorthand” to explain these different relationships to ourselves. Consequently, we create labels and categories such as “sponsoring executive,” “project auditor,” “outside vendor,” and “project numbers guy.”
These shorthand terms allow us to put people into categories so that we can relate to them more readily. We create assumptions about the nature of each of these categories, which helps us plan how to deal with the categories; in essence, these assumptions give us a blueprint for explaining how these people operate.
Viewed from a negative perspective, however, these categories become stereotypes. When we use these stereotypes in dealing with others, we run the risk of turning people into static categories or objects. When this takes place, objectification of the other person occurs.
Objectification of a project team member generally happens slowly. At some point, however, the objectification becomes solidified, and it becomes difficult to see people as they really are: dynamic, changing human beings who rarely conform to the boxes into which we often place them.
Guarding against the tendency to objectify is difficult. The best approach to reduce the risk is to be aware of your assumptions about a specific person or group. Here are some possible objectifying assumptions held by one project manager:
• Project auditors care only about the numbers.
• Auditors never listen to what I have to say concerning project budget overruns.
• They always start meetings with the rudest comment they can make.
If you notice that your list of assumptions contains words such as “only,” “never,” “they,” and “always,” then you can assume that you are starting to turn auditors into objects—entities with fixed and rigid qualities. Once the objectification begins, communication becomes problematic. Your messages to the auditors may get more stylized and rote, emanating from your stereotype of what constitutes an “auditor.” Eventually, you start wearing a set of blinders that will not allow you to see any “auditor” communication and behavior that does not conform to your preconceived categories or expectations.
Every project manager can practice and improve communication skills. Small improvements in skill levels pay disproportionately big returns in terms of communication effectiveness. Keep in mind the following suggestions:
• Pay attention to individual differences. Team members will vary in terms of the most effective tool to use in getting your message across to them. An understanding of a system such as the MBTI can provide many ideas on how to tailor your messages to your particular team members.
• Consider the issues of alliance (the nature of the relationship) and context (the setting in which the communication is taking place) as you work to craft the most effective message.
• Practice the “nuts and bolts” techniques of communication. Experiment. Find your most effective tools. Get feedback from others about your success in trying out new behaviors.
• Stay open to feedback about your blind spots. Everyone has them, so try to receive that type of feedback without becoming defensive. This is not easy to do, but give yourself credit when you try.
• Observe those who communicate well, and adopt approaches from them that you think would work for you. Successful interpersonal communication is more art than science.
Discussion Questions
You have been the project manager on a telecommunications project for only four weeks, and already, you have experienced a number of communication problems on your team. Your frustration is mounting as you review what has happened to date:
1. Two of your senior engineers keep calling you into meetings with them because they cannot seem to communicate with each other and they want you to help them “sort things out.”
What approach would you take in trying to figure out why these people are not communicating effectively with each other?
2. You ask one of your team members to attend a meeting with a group of external stakeholders. After the meeting, you get a call from your counterpart on the stakeholder’s team complaining about your team member’s performance in the meeting. The other project manager yells, “This guy didn’t hear a thing we said today!”
What communication skill does this person seem to lack? How might you handle this situation?
3. You are puzzled that two of your most competent technicians never seem to say anything during project meetings, although they have many good ideas to contribute.
What might be contributing to these people’s silence during the meetings? What could you do to assist them in being more communicative during team meetings?