LEADERSHIP COURSE

Developing Excellent
& New Leadership
Competencies

LEADERSHIP COURSE:
Develop Excellent & New Leadership Competency

MODULES:
Module 1: Making Your Mark As A Manager
Module 2: Setting Goals And Objectives
Module 3: Management Planning
Module 4: Staffing
Module 5: Controlling Operations And Costs
Module 6: Multiplying Personal Powers Through Delegation
Module 7: How To Become An Effective Leader
Module 8: Communicating

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 LEADERSHIP COURSE:
Develop Excellent & New Leadership Competency

Learning Objectives:
Plan and control the department more effectively.
Guide and plan for their staff development.
Set meaningful yet challenging goals.
Understand the roles and responsibilities of a manager.
Develop effective leadership skills.
Apply appropriate communication tools.

Introduction

Management is the art, or
science, of achieving goals
through people.
Supervision is literally - looking
over: making sure people do
what they are supposed to do.
Knowing your role and contributing to
the organization in that role can lead
you to experience incredible feelings
of value, worth, and accomplishment
Welcome Delegates!
Managers can also be supervisors; and supervisors in turn can
be expected to practice management skills.
Three factors are in play - goals, resources and people - and
managers are often seen as not being in direct contact with the
two latter, whereas supervisors are. Many "managers" don't
have any staff to "supervise" other than a deputy or two.
Supervisors can be seen as having the most difficult jobs in any
organization - the interface between the "workers" and the
"management". Current terminology for both groups seems to
be Frontline Managers - and as much of modern management
practice and terminology was taken from the military, it seems
appropriate.
Other terms in use: boss, foreman/woman, leading hand,
director, owner, team/project leader, head of department .....
Whatever the name, the task is the same - to get the job done
and keep the people motivated, whilst operating against
numerous restrictions - time, limited resources ..... To get more
done with less.
This training is delivered principally for those people who have to
deal with other people. There is very little on the financial side of
management, but plenty on the 'human resources' side. This
training is aim to help participants to become effective leaders.

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 MODULE 1

Making Your Mark

As A Manager

Module 1: Making Your Mark As A Manager

What is a manager's role?

What is the objectives of a manager?

State 3 main objectives of management

1.

2.

Effective leadership is putting first

3. things first. Effective management
is discipline, carrying it out.

- Stephen Covey
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Module 1: Making Your Mark As A Manager

What are the challenges in management?

Everything negative - pressure, challenges - is all an opportunity for me to rise.

- Kobe Bryant

MODULE 2

Setting Goals And

Objectives

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Module 2: Setting Goals And Objectives

What is a Management by Objectives? Principles of Management by Objectives?

Management by objectives (MBO) is a systematic Cascading of organizational goals and
and organized approach that allows management objectives,
to focus on achievable goals and to attain the
best possible results from available resources. Specific objectives for each member,

It aims to increase organizational performance by Participative decision making,

aligning goals and subordinate objectives Explicit time period, and
throughout the organization.
Performance evaluation and provide feedback
Ideally, employees get strong input to identify
their objectives, time lines for completion, etc.
MBO includes ongoing tracking and feedback in MANAGEMENT BY OBJECTIVES
the process to reach objectives. (Peter Drucker)

Superior

Individually Act
Jointly Plan Jointly Control
Set objectives Perform task Review Results
and (subordinate)
Set standards Provide support
Discuss implementation
Choose actions (superior)
Review MBO cycle

Subordinate

Management by Objectives works if you know the objectives."

- Peter Drucker
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MODULE 3

Management
Planning

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Module 3: Management Planning

Define your SWOT

STRATEGIC PLANNING FRAME WORK Strengths Weaknesses

VISION

MISSION

STRATEGY

Content Process
Opportunities Threats
Environment Objectives

Barriers Goals
Support Tactics
Mechanisms Measures

Team Process

Plans are nothing; planning is everything.

- Dwight D. Eisenhower
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Module 3: Management Planning

STRATEGY DEVELOPMENT PROCESS

Review issues and Develop shared vision

strategic options Strategic Thinking
and mental model of
Decide how to & Planning desired future state
compete to achieve
strategic advantage

Assess
Decision Making Situation and Current
Strategy
Select strategy
Set objectives SWOT Analysis
Allocate resources Review discuss key
assumptions with
stakeholders
Implementation
Define program and
operating plans
Set budgets and
schedules
Assign roles and Monitor progress
responsibilities
Drive and Track Compare results to
Set goals and define objectives
Result
success metrics Refine allocations or
tactics if needed
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 MODULE 4

Staffing

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Module 4: Staffing

The Staffing Planning Component

Workforce Transition Goals

Assessment Implementation Realization

If we're going to create the best business climate to create higher paying jobs and retain our young
people, we're going to have to build a workforce prepared for the opportunities of the future.

- John Hoeven
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Module 4: Staffing
Things To Consider in Workforce Planning
The following is a short set of issues and
questions that organizations should keep in mind
when carrying out workforce planning. The list is
by no means complete. It is meant to be
suggestive, rather than exhaustive.
Supply Analysis Considerations
Are the mission, vision, and objectives clear,
known, and in alignment?
What are the strategic objectives of the
organization or program?
What functional requirements are linked to
meeting those objectives?
What are the present work products?
What are the competencies in the current
workforce?
Gap Analysis Considerations
How is the workforce going to change?
Which skills will current workers be able to
contribute during the period being planned for?
What competencies will be needed that are not
present in the workforce now?
Module 4: Staffing
Job analysis
A job analysis identifies the competencies/ KSAs
directly related to performance on the job. It is a
systematic procedure for gathering, documenting,
and analyzing information about the content,
context, and requirements of the job. It
demonstrates that there is a clear relationship
between the tasks performed on the job and the
competencies/ KSAs required to perform the
tasks.
Why is job analysis important for selection?
A job analysis is the key to any rational approach
to selecting employees. To identify the best
person for the job, the nature of the job should be
fully understood. Job analysis provides a means
of developing such an understanding.
By systematically examining what the job entails,
the competencies/ KSAs that are necessary for
success on the job can be identified. Once these
competencies/ KSAs are identified, valid and
effective selection tools can be developed.
Demand Analysis Considerations
Will the program or organization's way of doing
business change?
What is the nature of the work to be done, in
terms of volume, location, and duration?
Will strategic objectives change?
What competencies will be needed in the
future workforce?
Will the size of the workforce increase?
Decrease?
Solution Analysis Considerations
How can training help the transition?
What will be the sources of new staff?
What attrition and retirement can be expected?
Will attrition make it easier or harder to achieve
transition objectives?
What kinds of positions will need to be filled?
Are new hires going to replace old employees
or go into new types of jobs?
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Results of job analysis
At a minimum, a job analysis should provide a list
of tasks and duties associated with that job, as
well as information regarding their importance
and an indication of the frequency with which
these duties are performed.
Competency
A competency is a measurable pattern of
knowledge, skills, abilities, behaviors and other
characteristics that an individual needs in order to
perform work roles or occupational functions
successfully.
Examples of competencies include: oral
communication; flexibility; customer service; and
leadership.
Simple solutions seldom are. It takes a very unusual
mind to undertake analysis of the obvious
- Alfred North Whitebread
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Module 4: Staffing
IDENTIFYING JOB COMPETENCIES/ KSA WORKSHEET
Knowledge
Task # Description of Tasks/ Sub-Tasks
Requirements
Module 4: Staffing
Steps to Writing a Job Description
Step 1 - List All Activities
Step 2 - Group Activities Into Responsibilities
Consider the following questions:
What are the key outcomes/objectives of this
position?
What are the major functions of this position?
How are these functions carried out?
What outcomes are expected from this
position?
What outcomes or results show the duties of
this position are performed effectively?
What does this position do?
What methods are used to achieve the major
accountabilities?
What assistance is available and from whom?
With what frequency are the various major
functions undertaken?
Simple solutions seldom are. It takes a very unusual
mind to undertake analysis of the obvious
- Alfred North Whitebread
Attitude
Skills Requirements
Requirements
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Step 3 - Group All Responsibilities into the
Position Purpose
The purpose of the role is described in a brief one
or two sentence statement that answers the
following questions:
What is this position expected to accomplish?
Why does this position exist?
Step 4 - Describe Scope
Scope is factual, descriptive information that
illustrates what internal or external areas the
position impacts, and the diversity and
complexity of the position. This information
should support and clarify the positions
responsibilities.
Step 5 - Describe Knowledge, Skills and
Abilities
This section describes the skills, knowledge and
abilities required for an individual to competently
perform in this position.
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Module 4: Staffing

Responsibilities of
Human Resources Officer
Responsibility #
What Within End Results

Activities

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Module 4: Staffing

Guidelines to Hire the Right Person 5. Interview

1. Know the job The purpose of interview is to focus on four
important social and emotional intelligence skills.
Make sure the essential job functions are The ability to listen to an angry person without
separated from the non-essential job functions at becoming defensive or angry.
the time the job description is developed. The ability to show empathy by understanding
2. Develop Interview Questions that the customer was not angry but frustrated.
The ability to stay calm and be logical under
From the skills inventory, develop interview pressure.
questions beyond what hobbies the employee The ability to place the goals of the company, a
enjoys. Be careful not to develop questions that happy customer, above their personal gain.
violate the employees' rights.
3. Recruit
Recruiting for quality will probably depend on the
budget. Check on the budget or salary scale if
any.
4. Applications/Resumes Review
Screen for the core qualifications that have
already been determined from your skills
inventory.
The core qualifications you will want to check for Never hire someone who knows less than you do
include years of experience, essential education/ about what he's hired to do.
training, and if a license is essential to complete
the duties. - malcolm Forbes
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Module 4: Staffing
Using Performance Appraisals
Purposes of Performance Appraisals
Performance appraisal for evaluation served the
following purposes:
Provided employees the opportunity to formally
indicate the direction and level of the employee's
ambition
Show organizational interest in employee
development, which was cited to help the
enterprise retain ambitious, capable employees
instead of losing the employees to competitors
Provided a structure for communications
between employees and management to help
clarify expectations of the employee by
management and the employee
Provide satisfaction and encouragement to the
employee who has been trying to perform well.
What the statesman is most anxious to produce is a certain moral character in his fellow citizens, namely a
disposition to virtue and the performance of virtuous actions.
- Aristotle
Module 4: Staffing
Expectations of a Manager in doing a
Performance Appraisal
The following is typically expected from company
managers when doing performance appraisals:
Translate organizational goals into individual job
objective.
Communicate management's expectations
regarding employee performance.
Provide feedback to the employee about job
performance in light of management's
objectives.
Coach the employee on how to achieve job
objectives/requirements.
Diagnose the employee's strengths and
weaknesses.
Determine what kind of development activities
might help the employee better utilize his or her
skills improve performance on the current job.
What the statesman is most anxious to produce is a
certain moral character in his fellow citizens, namely a
disposition to virtue and the performance of virtuous
actions.
- Aristotle
Pitfalls of appraising
Two serious flaws in the performance appraisal
are:
Organizational performance appraisal is
typically primarily concerned with the past
rather than being forward looking through the
use of setting objectives or goals.
Performance appraisal is usually tied to the
employees' salary review. Dealing with salary
generally overwhelmed and blocked creative,
meaningful, or comprehensive consideration of
performance goals.
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The Performance Appraisal Process
The performance appraisal process typically
consists of four inter-related steps as follows:
Establish a common understanding between
the manager (evaluator) and employee
(evaluatee) regarding work expectations;
mainly, the work to be accomplished and how
that work is to be evaluated.
Ongoing assessment of performance and the
progress against work expectation. Provisions
should be made for the regular feedback of
information to clarify and modify the goals and
expectations, to correct unacceptable
performance before it was too late, and to
reward superior performance with proper praise
and recognition.
Formal documentation of performance through
the completion of a performance and
development appraisal form appropriate to the
job family.
The formal performance and development
appraisal discussion, based on the completed
appraisal form and ending in the construction
of a Development Plan.
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 MODULE 5

Controlling
Operations And
Costs

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Module 5: Controlling Operations And Costs

Definitions Effective management control systems

Controlling is defined as comparing actual To be effective, a control system must have certain
performance with planned performance and taking characteristics:
corrective action, if needed, to ensure that
objectives are achieved.
.
Three Phases of Controlling in Management

You cannot always control what goes on outside. But

you can always control what goes on inside..

- Wayne Dyer
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Module 5: Controlling Operations And Costs

Case Study Solutions:

As a new manager, Paul Cheah was very
conscientious about wanting to do a good job and
pleasing his boss. He spent a large part of the day
watching his employees perform their jobs, moving
one work station to another. He inquired how things
were going and tried to engage in friendly talk.
One day a senior operator asked to see Paul Cheah
in his office. The operator said, We know you mean
well, but theres no need for you constantly
checking up everybody. We had one of the best
departments in this company under Morgan ( the
previous manager), and he stayed off our backs.
Were professionals, and we dont need somebody
constantly looking over our shoulders. Were going
to do a good job for you. Just give us some
breathing space.

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MODULE 6

Multiplying Personal
Powers Through
Delegation

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Module 6: Multiplying Personal Powers Through Delegation

Definitions of Delegation: Responsibility

Authority:

Accountability:

Any commander who fails to exceed his authority is

not of much use to his subordinates.

- Arleigh Burke
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Module 6: Multiplying Personal Powers Through Delegation

Why Delegate? Steps in Effective Delegation

Knowing When to Delegate:

1. Do you do work that an employee could do just
as well?
2. Do you think that you are the only one who
actually knows how the job should be done?
3. Do you leave the job each day loaded down with
details to take care of at home?
4. Do you frequently stay after hours catching up on
work even though your peers dont?
5. Do you seem never to get through with your
work?
6. Are you a perfectionist?
7. Do you tell your subordinates how to solve
problem?

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Module 6: Multiplying Personal Powers Through Delegation

Role of Manager when Delegating Role of Subordinate to Whom Authority is

Delegated
Communicate clearly
Take initiative.
Specify authority
Encourage employer participation. Relate to the superior.
Review results, not methods. Be sure the delegation is realistic.
Show trust. Determine and give feedback regarding results.
Seek recommendations. Report periodically to the supervisor.
Share credit, not blame. Carry out the delegated assignments effectively.
Give support. Develop yourself to be able to handle more
involved assignments.
Be consistent.
Know your people.
Develop your people.

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MODULE 7

Becoming An
Effective Leader

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Module 7: Becoming an Effective Leader

Definitions of Leadership: The Five Points of Power

A person has the potential for influencing five points
of power over another (French & Raven, 1959)

Qualities of Effective Leaders

Without initiative, leaders are simply workers in

leadership positions.

- Bo Benette
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Module 7: Becoming an Effective Leader

Exerting Leadership Degree of

Five Level of Leadership
Influence

5
4

3
2

Time

Without initiative, leaders are simply workers in

leadership positions.

- Bo Benette
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Module 7: Becoming an Effective Leader

Mastering Leadership Techniques

Type Also Known As Characteristics Weakness Symbol

Melancholic wants to know "how" things work Analyticals fear being

The
Thinker wants to be accurate, and to have embarrassed or losing face.
Thought Man accuracy from others They also tend to be introverted Owl
Analytical
Processor values numbers, statistics, ideas and hide their emotions from
Cognitive loves details others.

Phlegmatic wants to know "why?" (e.g., Why am I Amiables fear losing trust or
doing this?)
Feeler having disagreements with
The Amiable People Man wants to build relationships others. While somewhat Dove
Helper loves to give others support and introverted, they also tend to
attention
Interpersonal display their emotions.
values suggestions from others
Choleric wants to know "what" (What will this do
for me/the firm?) Drivers fear giving up control.
Director
The Driver Action Man wants to save time They tend to be extroverts, but
Eagle
Boss values results do not like showing their
Behavioural loves being in control, in charge, doing emotions to others.
this his/her own way

Sanguine wants to know "who" (Who else is

involved; who have you worked for?)
Intuitive Expressives fear being rejected.
The
Front Man values appreciation, applause, a pat on They are extroverts and usually Peacock
Expressive the back
Impulsive show their emotions to others.
Affective loves social situations and parties
likes to inspire others
One secret of leadership is that the mind of a leader never turns off. Leaders even when they are sightseers or
spectators, are active; not passive observers.
- James Hume
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MODULE 8

Communicating

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Module 8: Communicating
Improve your writing ability
Introduction
Clear, effective writing is more important than ever.
In a survey of Fortune 1000 executives, 80 percent
said they've decided not to interview job candidates
solely because of poor grammar, spelling, or
punctuation in resumes or cover letters.
Of those same executives, 99 percent also said
poor writing and grammar hurt an employee's
chances for promotion.
In another study, the U.S. Navy determined it could
save $27 million to $57 million a year if officers
wrote memos in a plain style. Navy personnel spent
more time reading poorly written memos than those
written in a plain style. Similar savings could be
realized in the private sector if corporations stressed
good writing in the workplace.
But the best argument for good writing is simple
logic: People won't buy what they don't
understand.
Good writing is like a windowpane. - Eric Blair
Module 8: Communicating
Tips #2 - Give the who, what, when, where, and
why.
Be a reporter. There is basic information all people
want to know -- no matter the subject. Train yourself
to answer in your writing all the questions your
reader might ask. Everything you write may not have
a who, what, when, where, and why, but at least ask
yourself if it does. In good writing, omission of
information is by plan, not mistake.
John (who), please study the cost of fish (what) for
the next three months (when) at our Seattle facility
(where). I believe we can save money by purchasing
fish for our performing dolphins from a new Alaskan
source (why).
Thinking of your reader's questions before you write
helps you organize your writing and makes your
memos, reports, and letters as complete as an
article in the New York Times.
Good writing is like a windowpane. - Eric Blair
Tips #1 - Begin with one grain of sand.
Before you start to write any document, identify the
single idea you're trying to get across. Jot it down in
one sentence on a note pad next to your typewriter
or computer keyboard. If you were writing a news
story, this would be the headline. Here are some
examples.
You want an appointment to explain your new
product. (sales letter)
Using computers to track inventory will save
thousands of dollars. (report)
The janitorial crew will be working new hours.
(memo)
Your one-line synopsis is a grain of sand; it will help
you begin. Large projects can be built from it, but
the grain of sand itself is neither overwhelming nor
intimidating.
As you write, reread your one-line reminder. It will
keep you grounded, focused, on target. Know what
you want before you begin to write, and the writing
will come more easily.
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Tips #3 - Step up to bat and take a few swings.
All writers have asked, "How do I begin?" You begin
by switching your brain into a writing frame of mind.
You can develop rituals that put you in the mood to
write. Some writers use a special pen. Others write
better in a particular place, such as looking out a
window or not looking out a window. Try some of
these rituals:
Deep breathing. Close your eyes and take several
deep breaths to center yourself. Listen to your
breathing. Shut out the ringing of the phones, the
conversations of your coworkers, the buzz of your
computer.
Visualization. Close your eyes and imagine you
are staring at a blank billboard in a snowstorm.
The purpose of this trick is to clear your mind of
thought, to wipe the slate clean. The mind can't
stand a clean slate and begins to compose.
Affirmation. Look in the mirror and say "Good
morning, writer." Repeat this until you believe it.
Rituals simply focus your inner attention on a task to
come. Find one that triggers your writing self.
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Module 8: Communicating

Tips #4 - Adopt a plain writing style. Tips #5 - Keep it short.

It takes longer to read and comprehend a memo
written in a bureaucratic style than one written in
plain style. Bureaucratic writing buries meaning
under run-on sentences, big words, and long
paragraphs.
On the other hand, plain writing:
States the purpose clearly
Lists major points
Includes headings and lists
Uses short sentences and paragraphs
Seeks to express, not impress
Avoids jargon
In writing, plain is beautiful. The next time you want
someone to understand your writing put away the
fancy words and convoluted sentences. Say it
simply. It will save your time, the reader's time, and
your company's money.
Good writing is like a windowpane. - Eric Blair
Effective writing avoids long sentences and long
paragraphs for the same reason you avoid the long-
winded conversationalist at a party. In run-on
sentences and paragraphs, the reader struggles to
keep from getting lost. Clear writing doesn't throw
up detour signs; it offers shortcuts to
understanding.
No: We have long yearned to create a marketing program
full of energy and pizzazz that would remain in the minds
of the customers and position our product as the product
to end all products in our industry which should give us a
good competitive edge since everyone else in our industry
has cut their marketing budgets which means this is a
good time for us to forge ahead and make some new
customers now while everyone is either sleeping or afraid.
Yes: Now is the time to create a marketing program full of
energy and pizzazz. This program would keep our name in
the minds of our customers, position our product as the
ultimate product in our industry, and give us the
competitive edge.
In these tough times, our competitors are cowering in
their offices and cutting their marketing budgets. By being
aggressive and forging ahead, we will make new
customers and corner a greater share of the market.
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Module 8: Communicating

Tips #6 - Give the reader a map. Tips #7 - Be active.

If you want your readers to navigate the road of your
writing and reach the proper destination, make the
going easy for them. Use these devices to make
your business documents more readable
Paragraphs. Start a new paragraph as often as it is
logically possible. Readers will muddle through long
paragraphs and pages of unending text only when they
need the information.
Bullets and lists. Bullets are typographical symbols
(boxes, circles, asterisks, dashes) that draw attention to
a particular piece of text. These are excellent for lists,
which are wonderful signposts themselves. Any
information that you can boil down into an easy-to-
grasp listing boosts the readability of your writing.
Bulleted lists work well for outlining the steps in a
process.
Subheads. Use mini-headlines to break up the copy in
memos and letters and direct the reader through your
writing.
A sentence written in the active voice is the straight-
shooting sheriff who faces the gunslinger proudly
and fearlessly. It is honest, straightforward; you
know where you stand.
Active: The committee will review all applications in early
April.
A sentence written in passive voice is the shifty
desperado who tries to win the gunfight by shooting
the sheriff in the back, stealing his horse, and
sneaking out of town.
Passive: In early April, all applications will be reviewed by
the committee.
Passive writing is popular in business because it
helps the writer avoid responsibility and remain
anonymous. Customers are suspicious of writing
that evades responsibility. Employees and managers
distrust ideas that appear more vague than strong.

Don't lose your reader. Remember it's not only what

you say, but how you say it.

Good writing is like a windowpane. - Eric Blair

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Module 8: Communicating
Tips #8 - Cut unneeded words and prune windy
phrases.
If your readers respond with "say what?" after
finishing one of your memos or reports, you may be
using businessese and doublespeak. Businessese
promotes lazy, self-important writing. Consider
these precise, everyday substitutes for businessese
words
Find out instead of ascertain
Send out instead of disseminate
Use instead of utilize
Plan instead of strategize
Best instead of optimum
Doublespeak is finding a complicated, highfalutin
way of saying a simple phrase. Here are some ways
to simplify your language.
Janitor instead of sanitation engineer
Apparently instead of it would appear that
Explain instead of furnish an explanation for
Be a ruthless gardener when it comes to weeding
words. To paraphrase a popular commercial, "just
say it."
Good writing is like a windowpane. - Eric Blair
Module 8: Communicating
Tips #10 - Stress benefits, not features.
Everything you write in business, from sales letters
to budget plans, is intended to elicit a response. You
want someone to do something.
To be successful in business and in writing, you
must persuade. Persuasive writing stresses benefits
instead of features. Your reader doesn't care how
many bells and whistles your product has. The
reader wants to know what your product is going to
do for him.
Consider the perfume industry. Perfumeries do not
sell stuff that makes you smell nice (the feature).
They sell romance -- how he will court her after she
sprays it on (the benefit).
Feature: Our widget has three new attachments -- a
cat feeder, a plant waterer, and a thermostat controller.
Benefit: Buy our widget with its three new attachments
and, finally, relax on a vacation. Our widget works while
you enjoy yourself. There's no need to worry; our
widget will make sure your cat is fed, your plants are
watered, and the temperature of your home is
maintained at a constant, fuel-saving level.
Good writing is like a windowpane. - Eric Blair
Tips #9 - Watch out for these four commonly
misused words.
Some words in the English language take a constant
beating in business correspondence. Be one of
those writers who use them properly and pleasantly
surprise your readers. Your conscientiousness may
sell your next idea or product.
That vs. which. Which often follows a comma and
introduces a phrase that provides additional information
not essential to the meaning of the sentence. That
introduces a phrase that is essential to the meaning of
the sentence.
The report, which is twenty pages long, is mandatory
reading. (Which introduces additional, but
unnecessary, information.)
The report that is twenty pages long is mandatory
reading. (That points out a characteristic of the report
and distinguishes it from a ten-page report.)
Hopefully. This doesn't mean I hope. Hopefully, I'll
finish the report by noon. Do you mean you'll finish the
report in a hopeful frame of mind by noon? Or do you
mean you hope you'll finish the report by noon? Say
what you mean: I hope to finish the report by noon.
Very. Avoid this lukewarm, unspecific adverb. I'm very
happy that you elected me chairman of the Society for
People with Super Sensitive Feet. Is very happy happier
than just happy?
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Tips #11 - Give your writing the conversation
test.
After you have finished writing your memo or letter,
read it aloud. Ask yourself if you would say to your
reader what you are writing. Trust your ear.
Wherever your writing is stuffy, wordy, or
impersonal, rewrite it.
Use contractions to warm-up your message and
take the starch out of stiff sentences.
Delete words, sentences, and phrases that do not
add to your meaning.
Make it personal. Speak directly to the reader,
human to human. Remember people don't do
business with businesses; they do business with
people.
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Module 8: Communicating
Writing made simple
1. Define Your Purpose
The first thing you must do is think about your
purpose to write. Is your purpose to persuade
people to believe as you do, to explain to people
how to complete a particular task, to educate
people about some person, place, thing or idea, or
something else entirely? Whatever topic you choose
must fit that purpose.
2. Brainstorm Subjects of Interest
Once you have determined the purpose, write down
some subjects that interest you. No matter what the
purpose of your essay is, an endless number of
topics will be suitable.
Don't evaluate the subjects yet; just write down
anything that springs to mind.
Good writing is like a windowpane. - Eric Blair
Module 8: Communicating
5. Write the Body Paragraphs
In the body of the write-ups, all the preparation up
to this point comes to fruition. The topic you have
chosen must now be explained, described, or
argued.
Each main idea that you wrote down in your
diagram or outline will become one of the body
paragraphs. If you had three or four main ideas, you
will have three or four body paragraphs.
6. Write the Introduction and Conclusion
Your write-ups lacks only two paragraphs now: the
introduction and the conclusion. These paragraphs
will give the reader a point of entry to and a point of
exit from your write-ups.
Introduction - The introduction should be designed
to attract the reader's attention and give her an idea
of the write-ups focus.
Conclusion - The conclusion brings closure to the
reader, summing up your points or providing a final
perspective on your topic.
Good writing is like a windowpane. - Eric Blair
3. Organize Your Ideas
The purpose of an outline or diagram is to put your
ideas about the topic on paper, in a moderately
organized format. The structure you create here may
still change before the essay is complete, so don't
agonize over this.
Use contractions to warm-up your message and
take the starch out of stiff sentences.
Delete words, sentences, and phrases that do not
add to your meaning.
Make it personal. Speak directly to the reader,
human to human. Remember people don't do
business with businesses; they do business with
people
4. Compose a Thesis Statement
The thesis statement tells the reader what the write-
ups will be about, and what point you, the author,
will be making. You know what the write-ups will be
about. That was your topic. Now you must look at
your outline or diagram and decide what point you
will be making. What do the main ideas and
supporting ideas that you listed say about your
topic?
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7. Add the Finishing Touches
You have now completed all of the paragraphs of
your essay. Before you can consider this a finished
product, however, you must give some thought to
the formatting of your paper.
Check the order of your paragraphs.
Check the instructions for the assignment.
Are your margins correct?
Have you titled it as directed?
What other information (name, date, etc.) must
you include?
Did you double-space your lines?
Check your writing.
Nothing can substitute for revision of your work.
By reviewing what you have done, you can
improve weak points that otherwise would be
missed. Read and reread your paper.
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Module 8: Communicating

Body Language

NONVERBAL BEHAVIOR INTERPRETATION NONVERBAL BEHAVIOR INTERPRETATION

Brisk, erect walk Confidence Rubbing hands Anticipation

Sitting with hands clasped

Standing with hands on hips
Sitting with legs crossed, foot
kicking slightly
Sitting, legs apart
Readiness, aggression Confidence, superiority
behind head, legs crossed
Sincerity, openness,
Boredom Open palm
innocence
Pinching bridge of nose, eyes
Open, relaxed Negative evaluation
closed

Arms crossed on chest Defensiveness Tapping or drumming fingers Impatience

Walking with hands in

Dejection Steepling fingers Authoritative
pockets, shoulders hunched
Lack of self-confidence;
Hand to cheek Evaluation, thinking Patting/fondling hair
insecurity
Touching, slightly rubbing
Rejection, doubt, lying Tilted head Interest
nose

Rubbing the eye Doubt, disbelief Stroking chin Trying to make a decision

Anger, frustration, Looking down, face turned

Hands clasped behind back Disbelief
apprehension away

Locked ankles Apprehension Biting nails Insecurity, nervousness

Head resting in hand, eyes

Boredom Pulling or tugging at ear Indecision
downcast
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Module 8: Communicating

Improve Your Listening Skills The Seven "Gets"

Listening is important. Listening is a skill we already There are seven specific "Gets" that are
have, and can perform quite well in certain recommended to you in any situation when you
situations. The problem is we don't practice our aren't at your listening best. Here they are:
skills at our best in nearly enough situations. Get curious.
When are the times that we were a good listener? Get a pen.
Get focused.
Get over it.
Get over yourself.
Get space.
Get in practice.

When are the times that we were awful listener? If you want to improve your listening skills, you need
to getcontrol over the followingbad habits:
1. Interrupting the speaker.
2. Not looking at the speaker.
3. Rushing the speaker and making him feel that
hes wasting the listeners time.
4. Showing interest in something other than the
conversation.
5. Getting ahead of the speaker and finishing her
thoughts.
Writing has nothing to do with communication between person and person, only
with communication between different parts of a person's mind. - Rebecca West
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