When you meet someone for the first time, you probably search for some common denominators as a link during the course of the conversation. Why? One reason is to find an issue or topic that will make the first conversation a little less uncomfortable, as the first conversation can be. Another reason is to find a common bond that can serve as the basis for friendship. The more similarities you have with another person the more likely you’ll get along and develop a lasting relationship.
But what if, during the course of a first meeting, you find very little in common with your new acquaintance? Or even worse, the other party has opinions that are diametrically opposed to your political, cultural, and social values? Chances are, you won’t become the best of friends. But hopefully, you won’t become enemies, either. Instead, you might want to try to develop a healthy respect for the other person’s opinions and lifestyle. Being open-minded and listening to someone’s point of view are skills that will serve you well throughout your lifetime as you deal with colleagues, friends, and family members.
Fortunately, cultivating respect for others is a skill you can learn through practice, and it comes also with maturity. For example, a more mature person would say, “That’s an interesting point of view,” while a less mature, less educated person would say, “What a jerk.” Which person would you prefer to talk to? It’s important not to make a judgment about someone immediately.
It is important to always make an effort to get to know people regardless of how different they are from you. You must create rapport and make an attempt to understand the other person’s values, or you will always have trouble developing relationships.
The best approach when communicating is to put yourself in the other person’s situation to see his or her perspective. Respecting other people’s perspectives on life is crucial to cultivating working relationships. And a relationship that doesn’t work is counterproductive, especially if the relationship is with someone with whom you have to work closely.
How do you put yourself in the other person’s situation? One of the best ways is to exchange roles with the other person by restating the other person’s position. For example, if you say to a friend that you’re having some kind of a problem, more than likely he or she will say, “This is what I would do if I were you.” It’s like giving advice, and it can be a turnoff. You don’t really get anywhere because you’re busy defending your position; you perceive your idea or position is being attacked. And when you’re defensive, you’re not listening.
When you get into a position in which you have a difference of opinion or conflict of ideas, listen to the other person until you understand the idea. Once you understand, restate the other person’s idea or comments until you’ve got them right. Then mull over them as a viable alternative. They may not be valid. But you have an obligation to try to understand what the other person is saying.
The most important and yet overlooked of all communication skills is the art of listening. Most people are not good at what is called “active listening.” Active listening is when you set aside your own thoughts and pay exclusive attention to what the other person is saying. Most of the us have our own agendas, and when we talk to someone, we are concentrating not on what he or she is saying, but on what our next response will be. Therefore we miss a big chunk of what the other person is trying to communicate.
Although most people don’t receive any formal training in listening and related communication techniques, there are plenty of sources from which to learn these skills. More and more experts are out on the speaking circuit teaching communication skills. In addition there are many books, magazines, and audio programs available to enhance your communication skills.
Verbal communication and listening are not the only elements your should pay attention to in communication. Body language provides an abundance of clues as to how the other party really feels. For example, a person might be saying that he or she agrees with you, but his or her body language my be telling you that he or she is uncomfortable with your idea and doesn’t want to be part of it.
Here are six things you can do to improve your active listening:
1. Seek first to understand, and second to be understood.
2. Listen to, not against. Evaluate; don’t value judge
3. Be alert for what will not be said. Read facial expressions and body language.
4. Grasp feelings with content.
5. Paraphrase what the other person has said back to them.
6. When you respond, match the other person’s tempo and tone.
When you are responding to someone, be aware that some words and phrases are turnoffs.
For example, the technical language of your profession will not be understood by those in other industries. You will alienate listeners, who will find you inconsiderate for using it. Slang and profanity are certain to turn off some people, especially if you use them during a first meeting. Sexist language can be a big turnoff. For example, using “girl” to refer to a colleague will not endear the female gender. They’ll stop in their tracks, form an unflattering opinion of you, and ignore your point.
Most importantly in communication, don’t forget laughter. Laughter is good at relieving tension. If we can’t laugh occasionally, especially at ourselves, we are in trouble. Laughter clears the air and lets you get on with the issue at hand.
Exposing yourself to different perceptions of life can be as simple as reading the editorial pages of our newspaper, where you can see a variety of opinions from intelligent people, that reflect ideas diverse from your own.
We are living in the Information Age where companies must have a constant flow of new ideas in order to grow and prosper. Exposing employees to different perceptions of life may take a little effort. But it is one of the best ways to promote a healthy respect for different opinions in your office and generate new ideas.
Here are some ways you can promote differing perceptions in your company:
* Encourage employees to disagree and question the status quo. Reward them when they do.
* Hire people who don’t think the way you do. But be sure to hire people who respect authority.
* Have someone in your group or staff play devil’s advocate. Hold a meeting in which the participants feel free to identify the problems or pitfalls of a particular plan or idea before it is eventually implemented.
* If you suspect that an employee is afraid to disagree with your idea or plan, coax their opinion out of them.
* Don’t react negatively to bad news. Instead, reward an employee for being a bad-news messenger.
* Place employees in competition with each other, but don’t allow them to sabotage each other.
Diversity is a plus. Differing points of view provide fresh insight, new solutions, and enlightened perspectives. At a time when so much change is exploding in the world, people who are able to respect different points of view will be the ones who reap the rewards and ride the crest of success.
Copyright©2005 by Joe Love and JLM & Associates, Inc. All rights reserved worldwide.
Joe Love draws on his 25 years of experience helping both individuals and companies build their businesses, increase profits, and achieve total success. He is the founder and CEO of JLM & Associates, a consulting and training organization, specializing in personal and business development. Through his seminars and lectures, Joe Love addresses thousands of men and women each year, including the executives and staffs of many of America’s largest corporations, on the subjects of leadership, self-esteem, goals, achievement, and success psychology.
Reach Joe at: joe@jlmandassociates.com
Read more articles and newsletters at: http://www.jlmandassociates.com
We all know that telecommunications is an area that sees one technology advance after another, in quick fire succession.
What, at times, is not so apparent are the implications of these technology advances, particularly when it comes to telecommunications costs.
Just now, there is a virtual revolution taking place in telecommunications, all summed up in one term convergence. Convergence is a term we read a lot about, but just what does it mean?
Overview of convergence
Probably the best way of understanding convergence is to take an example with which we are all familiar. We have all lived at some time or another in homes that rely on either gas or electricity for heating and cooking. We know that you can’t take a gas oven and plug it into an electrical power point and expect it to work, and vice versa. However, in the world of telecommunications, thanks to the magic of convergence, you can do the equivalent. If you use your mobile phone to download images from the Internet, this is convergence. Using your landline to make a voice phone call and download from the Internet simultaneously is nother example of convergence. The list goes on.
Mobile phones and landlines are examples of two different networks, the mobile network and the public switched telephone network (PSTN).
Then there is a third kind of network, usually referred to as a data network. This is the sort of network that allows an organisation to send data between its various branches. Data can be any sort of digitised material, such as the output from a financial accounting system. The PSTN network has been around for a very long time now and data networks have also existed in commercial organisations for quite some time. The mobile network is relatively more recent.
Until quite recently, organisations used the three networks independently of each other. The view was taken that each had its own job to do. So no one worried about the cost of maintaining three different networks. This was taken as an inevitable part of business. The result was that when managers in organisations wanted to review their telecommunications costs, they tended to concentrate only on call charges the rates they had to pay carriers to make fixed line and mobile calls.
Reviewing call charges is still a valid and necessary exercise but, as a result of convergence, there are many other aspects to consider when reviewing telecommunications costs. Convergence has resulted in choices which in turn means that decisions have to be made. Going back to our original example, if you have an oven which can function by being plugged into either your gas lines or your electrical circuits, you can now choose whether you want just gas lines or electrical circuits or both. If both offer the same utility in terms of getting your oven to work, it becomes a matter of cost. Why pay for both gas lines or electrical circuits if just one will do the job? And if, say, gas lines are much cheaper than electrical circuits, why pay the extra for electricity?
Relating this back to the three types of telecommunications networks, we have now reached the stage where each of the networks can support other network functions. Some people go so far as to say that, within the next twenty years, the three networks as we currently know them will vanish, to be replaced by a single network capable of supporting voice, mobile and data telephony.
While we may not quite have reached that stage, we have certainly reached the stage where voice telephony is capable of being carried on a data network, commonly referred to as IP telephony. We can also say that in theory, voice over data networks could offer a potential 90 per cent reduction in phone costs.
The catch is that things are not quite that straightforward. Businesses may have to spend money on infrastructure and the like to achieve IP telephony and the issue then becomes whether this form of telephony is cost-effective. So we come right back to the assessment of costs as a key determinant in assessing the usefulness of technology advances in telecommunications.
Assessing the costs of implementation of new technology
So what sorts of factors should businesses take into account in assessing the implementation of new technology?
It is a given that the technology should help the bottom line in some measurable way. We need ways to examine and evaluate new technologies to see whether they add value. There are really only six factors which need to be taken into account:
1 cost reduction
2 increased revenue
3 increased efficiency
4 customer satisfaction improvement
5 access to new markets
6 the provision of a new service.
Let’s look briefly at each of these factors.
First, cost reduction: the technology may enable the cost of making phone calls to be reduced. In simple terms, IP telephony makes use of an organisation’s own data network to carry calls. Consequently, the organisation does not have to pay to use a carrier’s network leading to the possibility of savings of up to 90 per cent.
However, as against this, we have to offset a number of other factors. It may, for example, be necessary to upgrade the data network which will involve additional cost. Moving the voice telephony to a data network can involve management issues. Extra IT staff capacity may be needed to cope with this. There may be training and related issues.
Second, an assessment needs to be made whether the new technology may result in additional revenue for the business. For example, a web-based company may see the opportunity to sell more product. However, this may mean incurring more costs in other areas.
Third, a new technology may enable new levels of efficiency to be achieved. These efficiencies will need to be carefully assessed to determine whether they add real value.
Fourth, the adoption of a new technology may lead to increased customer satisfaction. The issue here will be whether this can be translated into revenue equivalent.
Fifth and sixth, a new technology may enable access to new markets or the provision by the business of a new service, leading to improvements to the bottom line.
By now it should be apparent that new technologies can have both positive and negative impacts on the bottom line of a business.
However, no business can afford to ignore new technologies for that reason. In order to be able to maintain a competitive edge, businesses need the ability to swiftly and efficiently develop a business case analysis of likely technologies as they emerge, so that the appropriate decisions can be made. If businesses are not able to do this, they may find themselves at a disadvantage as their competitors take up the benefits which new technologies can offer.
In looking at the six factors above, it can be seen that the first factor is crucial. Businesses should at all times have up-to-date information on the costs of their current networks. Although calculating this may be seen as a complex process, there are really only four main factors to be taken into account:
1 the network cost: this is the recurring costs billed monthly by a carrier made up essentially of call charges and the costs of renting various types of lines and services
2 equipment costs: these are generally one-time costs related to the acquisition of equipment such as PABXs and routers
3 operational costs: these are the costs involved in supporting ongoing adds, moves and changes and will generally consist of support
staff costs
4 administrative costs: there are costs involved in the monthly processing of invoices and the ongoing monitoring of network performance.
This may involve the same staff as in operational costs or different staff.
Associated with all of the above will be a range of other factors including training and technical support and the purchase of software upgrades.
This all becomes the total cost of ownership of telecommunications, which is the basic building block for development of a business case analysis for new technologies as they emerge. This is the ‘big picture’ for telecommunications and, clearly, call charges are only a small part of the big picture. Sound business decisions are based on careful evaluation in the light of available information. If you know the total cost of ownership of your current telecommunications set-up, you will be in the best possible position to make the appropriate decisions on the adoption of new technology.
Graeme Cox is an Associate with Expense Reduction Analysts, a global, franchised cost managment consulting group. ERA works with large companies to deliver signficant reductions in operating costs. For more information visit http://www.expense-reduction.net
