© Allen & Overy 2015 ‹#› 3. 11. 2015 Vyjednávání obchodních smluv Marcela Hogenová © Allen & Overy 2015 ‹#› Agenda –Introduction – –Objectives – –Interpersonal skills – –Negotiation game \\omnia.aoglobal.com\Europe\PG\Home\KLEPACKT\My Documents\Pictures\_0780085777.jpg © Allen & Overy 2015 ‹#› Introduction 10.00am – 10.20am (3 slides) PK: My name is Pavlina, and Eva and I, we are going to run this PSP training. This programme had been designed specifically for the CEE region and is broadly based on the LPA development training in London. The main reason why we have decided to run this programme in Warsaw was that we run this personal skills programme regularly twice a year for LPA’s, Client Service Assistants and Administration Assistants. The course will last for 2 days, we will have breaks throughout for lunch, coffee and tea. We hope you will not go back to your desks to work, but you will use your break for refreshments. Please could you ensure that your mobile phones are switched off. If you do not understand anything we say, you should not be afraid to ask as this programme is aimed to enhance your English language skills as well. We will have dinner at the Papaya restaurant tonight at 6.30pm. There will be lots of team work and I’m sure a lot of fun. The training will start tomorrow at 9.30 am and finish by 4 pm. We want you to be aware that everything on this programme is CONFIDENTIAL and we hope you will share your ideas and experiences openly with us. Especially those who have been here for some time – please give us examples. SHIELDS © Allen & Overy 2015 ‹#› Introduction – – – 1.What’s your name? 2. 2.Who do you admire the most? 3. 3.What is your favourite activity? 4. 4.What is your dream holiday destination? – “Knowing yourself is the beginning of all wisdom” Aristotle http://www.nlpprinceton.com/wp-content/uploads/2011/12/iStock_000006855981XSmall-300x299.jpg BARBARA: We start with a nice quotation from Aristotle – a Greek philosopher. It may happen that you know some of you maybe just from emails sending to the office or you have met / spoken before this course. This is a unique opportunity to get to know one another more informaly and have a fun together. We will start with the introduction GAME Here are your names. We will draw pairs for this activity. When we make pairs your task will be easy – you should interview your neighbour and ask the questions which are displayed on the slide and you can add some other as well. You’ll have 5 minutes to interview each other and than you will introduce your colleague to us within 1 minute. As an example - let me introduce you Lukas. (and Lukas introduces me) Now we would you like to ask you what would you like gain from this course – what are your objectives? We will write your objectives on the flipchart and than compare with what we’ve prepared for you. © Allen & Overy 2015 ‹#› ‹#› A&O today FY14 turnover more than £1.28bn ($1.95bn; €1.73bn) Over 60% of turnover outside London Nearly 71% of the work are done by 2 or more A&O offices V:\CS\Document Production InDesign Work - DO NOT DELETE\DP InDesign Training - DO NOT DELETE\Claudia - PLEASE DO NOT DELETE\! My Icons\my copy Public International Law2.png V:\CS\Document Production InDesign Work - DO NOT DELETE\DP InDesign Training - DO NOT DELETE\Claudia - PLEASE DO NOT DELETE\! My Icons\MY COPY Financial Institutions2.png V:\CS\Document Production InDesign Work - DO NOT DELETE\DP InDesign Training - DO NOT DELETE\Claudia - PLEASE DO NOT DELETE\! My Icons\1 my copy Public International Law.png V:\CS\Document Production InDesign Work - DO NOT DELETE\DP InDesign Training - DO NOT DELETE\Claudia - PLEASE DO NOT DELETE\! My Icons\MY COPY Employment and benefits.png V:\CS\Document Production InDesign Work - DO NOT DELETE\DP InDesign Training - DO NOT DELETE\Claudia - PLEASE DO NOT DELETE\! My Icons\MY COPY Antitrust-competition.png 527 Partners, almost 2,680 lawyers, over 4,949 people 46 offices in 32 countries 100 countries in which we operate regularly © Allen & Overy 2015 ‹#› Our Global Presence Allen & Overy LLP or an affiliated undertaking has an office in 45 financial centres \\omnia.aoglobal.com\Europe\PG\Home\KLEPACKT\My Documents\Pictures\AO_Maps_World_offices_landscape.jpg © Allen & Overy 2015 ‹#› Objectives “If we all did the things we are capable of, we would literally astound ourselves.” Thomas A. Edison © Allen & Overy 2015 ‹#› Cíl, Obsah, Osnova –V rámci předmětu si studenti osvojí praktické vyjednávací a komunikační dovednosti, získají základní právní znalosti ohledně typické mezinárodní transakce (akvizice společnosti či poskytnutí úvěru) a v průběhu předmětu si vše vyzkouší na praktickém příkladu pod dohledem zkušeného transakčního advokáta –Teorie a praktický nácvik vyjednávacích a komunikačních technik, schopností a dovedností, týmová spolupráce, řešení problémových situací a překonávání překážek (soft skills), dovednosti při zpracování žádosti o zaměstnání, příprava a průběh pracovního pohovoru – © Allen & Overy 2015 ‹#› Objectives –Qualities, skills, behaviours, practice & experience sharing – –Self-development – –Interaction & Innovation – –English – –Fun! Firstly, I hope you will gain new skills. We will be talking about interpersonal skills, professional behaviour and qualities each of us should have/show. We will be focussing on your development and helping you to understand your roles. I hope that this will be the first step in your continued development. One of the main purposes of this course is to give you the opportunity to interact with each other. I hope you will learn from each other by sharing your experiences. © Allen & Overy 2015 ‹#› Our goals –To develop your personal communication skills –To focus on your role in transactions –To increase your confidence and self-esteem –To explore your potential and how to use it –To deepen your understanding of working relationships –To identify any barriers between you and your team and discover how to overcome them – – – broad-learning-goals2 BARBARA: 1. We will be focusing on the interpersonal skills – talking about questioning styles and listening, non verbal communication as well. 2.We will explore your role of PA – not only your duties but your new engagements, your importance and overall value for the firm. 3. to encourage you to perform on the best level, to be confident in your work to speak about your ways of learning 4.This is liaised with exploration of your potential – how you want to use it – to more/deeper concentrate on a specific area? 5.To speak about your team / team members / needs of the team / team working 6.We can identify them and what to do / talking about changes around us 7.What’s the firm future? Firm strategy © Allen & Overy 2015 ‹#› The anatomy of deal © Allen & Overy 2015 ‹#› Your personal development –Personal development requires understanding and effort in three areas: – –1. What do I want to get better at? – (requires positive and pro-active attitude) –2. Where am I now in respect of this? – (requires openness to feedback and personal reflection) –3. What new actions may help? –(requires commitment to action and reviewing process) – – – © Allen & Overy 2015 ‹#› What we need to succeed –What personal qualities… –to be open, patient, polite, responsible, flexible, communicative, initiative –What skills… –communication, IT skills, typing, time management, phone skills, organisational skills –What behaviours… –to be friendly, calm, professional, willing to help, ambitious, ability to work under pressure What we need to succeed: What personal qualities do we need to possess/have? What skills do we need to develop? What professional behaviours do we need to demonstrate? © Allen & Overy 2015 ‹#› Managing Change “Change is the only constant.” Heraclitus http://www.clickhq.co.uk/wp-content/uploads/2014/01/change-in-business.png Lukas: In this section we’ll be talking about the change and how to manage change. First of all we will identify different types of changes to continue to changes in business. After this introduction we will look at the model change and its particular stages. We will finish this section by the short group exercise. As the quote says ….. Can you please let me know the latest change in your office/surroundings you’ve noticed? © Allen & Overy 2015 ‹#› http://hrringleader.com/wp-content/uploads/2012/04/change.jpg Change –Team changes –Technological changes –Strategy changes –Legislation changes Lukas: 1 – By looking at change as a process you can prepare yourself for what is coming and make a plan to manage the transition. Some people go into change blindly, causing much unnecessary chaos which is actually what we want to avoid to. Each change leads to new opportunities, new challenges and helps your learning! 2 - Many things cause organisational change. These include: … -PA team, Admin team, Office team -IT improvements, implementations, 3E, Epic, e-bibles, new scanning facilities etc. -Firm’s strategy – to invest - Opening new offices around the world, competitive pressure (inc. mergers and acquisitions), our competitors, To learn new organisation behaviour and skills -Crises 2009/10, firm’s attitude – not to fall behind but grow, -Belfast centre – not only support centre, LSC; particularly shifting markets – Vietnam office, Turkey, Canada, YAR -New engagements policies – implementation of global policies – review on the global level -In the Czech Republic: New Civil code comes into force in January 2014, Globally – adding VAT number to all invoices, changes in Labour code etc. © Allen & Overy 2015 ‹#› "Business as usual" is a change –New initiatives –Project-based working –Technology –Improvements –Staying ahead of the competition better-marriage-partner-change VERONIKA: 1 - How businesses manage change (and how successful they are at it) varies enormously on the nature of the business, the change and the people involved. Key - how far people within it understand the change process 2 - At A&O there is a concept of Business partnering Traditionally – support functions have been regarded as service suppliers to the core business. Nowadays, there is a sharing of responsibility and expertise between business management and many support functions. This involves a growing shared accountability for business performance and results as well. This approach requires a greater sense of shared purpose between all parties an increased levels of collaboration. We will talking about it later on in the section Role of the LPA. - Region CEE – project cooperation (BAML, German work) -Technology & improvements – remote working, MS 2010, new application EPIC -Firm’s strategy – being a step ahead © Allen & Overy 2015 ‹#› Model - Change – – – – – Lewin Unfreeze Change Refreeze © MindTools VERONIKA: You know that the change needs to happen, but you don't really know how to go about doing delivering it. Where do you start? Whom do you involve? How do you see it through to the end? It’s designed by Kurt Lewin (back in 1940s - and still holds the true today). He was a German-American psychologist and is often recognized as the "founder of social psychology“. If you have a large cube of ice, but realize that what you want is a cone of ice, what do you do? First you must melt the ice to make it amenable to change (unfreeze). Then you must mould the iced water into the shape you want (change). Finally, you must solidify the new shape (refreeze). © Allen & Overy 2015 ‹#› Unfreeze –Understand the “why” –Frame the importance –Communicate the vision –Emphasise the "why" –Manage doubts and concerns – – VERONIKA: This first stage of change involves preparing the organization to accept that change is necessary, which involves break down the existing status quo before you can build up a new way of operating. Key to this is developing a compelling message showing why the existing way of doing things cannot continue. This is easiest to frame when you can point to poor financial results, worrying customer satisfaction surveys, or suchlike: These show that things have to change in a way that everyone can understand. To prepare the organization successfully, you need to start at its core – you need to challenge the beliefs, values, attitudes, and behaviours that currently define it. Using the analogy of a building, you must examine and be prepared to change the existing foundations as they might not support add-on storeys; unless this is done, the whole building may risk collapse. This first part of the change process is usually the most difficult and stressful. When you start cutting down the "way things are done", you put everyone and everything off balance. You may evoke strong reactions in people, and that's exactly what needs to done. By forcing the organization to re-examine its core, you effectively create a (controlled) crisis, which in turn can build a strong motivation to seek out a new equilibrium. Without this motivation, you won't get the buy-in and participation necessary to effect any meaningful change. © Allen & Overy 2015 ‹#› Change –Communicate often –Describe the benefits –Prepare everyone for what is coming –Involve people in the process – VERONIKA: After the uncertainty created in the unfreeze stage, the change stage is where people begin to resolve their uncertainty and look for new ways to do things. People start to believe and act in ways that support the new direction. The transition from unfreeze to change does not happen overnight: People take time to embrace the new direction and participate proactively in the change. In order to accept the change and contribute to making the change successful, people need to understand how the changes will benefit them. Not everyone will fall in line just because the change is necessary and will benefit the company. This is a common assumption and pitfall that should be avoided. Unfortunately, some people will genuinely be harmed by change. Others may take a long time to recognize the benefits that change brings. You need to foresee and manage these situations. Time and communication are the two keys to success for the changes to occur. People need time to understand the changes and they also need to feel highly connected to the organization throughout the transition period. When you are managing change, this can require a great deal of time and effort and hands-on management is usually the best approach. © Allen & Overy 2015 ‹#› Refreeze –Anchor the change into the culture –Provide support and training –Celebrate success! – VERONIKA: When the changes are taking shape and people have embraced the new ways of working, the organization is ready to refreeze. The outward signs of the refreeze are a stable organization chart, consistent job descriptions, and so on. The refreeze stage also needs to help people and the organization internalize or institutionalize the changes. This means making sure that the changes are used all the time; and that they are incorporated into everyday business. With a new sense of stability, employees feel confident and comfortable with the new ways of working. The rationale for creating a new sense of stability in our every changing world is often questioned. Even though change is a constant in many organizations, this refreezing stage is still important. Without it, employees get caught in a transition trap where they aren't sure how things should be done, so nothing ever gets done to full capacity. In the absence of a new frozen state, it is very difficult to tackle the next change initiative effectively. How do you go about convincing people that something needs changing if you haven't allowed the most recent changes to sink in? Change will be perceived as change for change's sake, and the motivation required to implement new changes simply won't be there. As part of the Refreezing process, make sure that you celebrate the success of the change – this helps people to find closure, thanks them for enduring a painful time, and helps them believe that future change will be successful. © Allen & Overy 2015 ‹#› Change for a change GROUP EXERCISE http://crooksandliars.com/files/vfs/2012/10/case_lg_banner_2.gif Lukas: Everything is changing as was the quotation at the beginning of this section. Do you know what means to keep a “cool head”? To stay calm even if you are under pressure. You don’t get crazy and hysterical (don’t get flustered – mind is blocked when the stress situation comes). How you reflect on a change? How quickly you are able to accept change and react to it? We will concentrate on your perception of the change and reaction to it in a very short time limit. Game – Your Speech Split the group into two teams – we will draw names from the box. Instruction to group: You are going to speak about the topic you draw from this box for 30 second. You get 30 sec time for preparation. Please don’t take any notes. You must talk off the top of your head about the topic. No discussion is permitted during the preparation time. ******** After 30 seconds of preparation Time is up! Is everybody ready to speak? Now, please fold up back your topic you drew and give it to the person on your right. Please do it twice. Now the appointed person will unfold the topic just received and will speak about it for 30 seconds. The other persons are not allowed to look at the topic until their turn. Discussion: How easy was to cope with the change of the topic? How did you feel about it? Have you been nervous or frustrated or on the other hand calm and relaxed? Did you feel in or out of control? Do you think you were able to adapt to this situation? What was the effect of time pressure of the preparation period? CLAP HANDS © Allen & Overy 2015 ‹#› Clients © Allen & Overy 2015 ‹#› Clients "Make your work be in keeping with your purpose." Leonardo da Vinci one-md VERONIKA: This section covers: Who are our clients and their needs? Dedication to our clients How you can help? Benefits Awards Brainstorming session and group discussion: Why did I put No. 1 on the slide? 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Money’s £1bn acquisition of Northern Rock -Do you recognize.. -Have you worked on a transaction in your office for some of these companies? © Allen & Overy 2015 ‹#› Clients –Who are your clients? –internal –external – –What do they expect from you? –high quality work –punctuality –politeness –professionalism –flexibility –consistency –technical skills –confidentiality –What do you need from them to support them? –correct and precise information –patience –understanding –politeness – –What can go wrong and how can you prevent this? –misleading information –miscommunication –misunderstanding – – VERONIKA: A client is anyone we communicate with, both internally and externally e.g. Clients and potential clients, partners, associates, other LPAs, support staff. To get you thinking about clients…ask the group to brainstorm answers on flip chart. Potential answers Who are your clients? Internal and External What do they expect from you? Polite, efficient, professional, knowledgeable, helpful, punctual. What do you need from them to support them? Understanding, patience, politeness, precise instructions/information. What can go wrong and how can you prevent this? How you can avoid? Effective listening, questionning skills What service excellence do you offer them? [Discuss with the group]. © Allen & Overy 2015 ‹#› What do our clients want? –Top clients require top service providers –to be treated fairly, valued and respected –totally committed to serving our clients –Relationships with our clients based on: –trust & confidence –openness, mutual respect and integrity –security, honesty –Good working relationship –receiving accurate information, to be greeted by name, valued as people, warmly welcomed –proactive with our clients, anticipating their needs & providing clear solutions in time – http://gionedasilva.com/wp-content/uploads/2014/07/important-stamp.jpg VERONIKA To help them to achieve their goals To be “Number 1” Top clients require top service providers: •things to come out their way •a sense of achievement. They should feel helped by us. •to be treated fairly and not less favourably •to feel valued and respected •Reassurance that their case is important and valid •To have full attention and proper consideration Trust & Confidence •Security: able to trust the firm with their business and sensitive information, knowing that the best available professional service will be provided. •Honesty: trust, confidence and clear about problems. Good working relationship •Receive information about what is happening •greeted by name, individual acknowledgment •Appreciation: valued as people, not just in terms of the fees they pay. © Allen & Overy 2015 ‹#› How can you help? –Being professional, efficient, positive, confident & responsive – –Taking an interest in your work – –Quality communication – –Using your initiative VERONIKA: You’ve identified the different client experiences you’ve had and recognised the problems that can occur. So how can you help to improve our client service? One of the most important part of the LPA’s role is that they are often the first port of call or face-to-face contact for external clients and their impression of the service they receive can affect the clients’ whole impression of the firm. The relationship LPA or Client Service Assistant has with the client can be as important as the advice an associate gives an external client. Being professional, positive & responsive: smile & think, use common sense. Writing to a client that you need a corporate registration when opening a new matter + ask him to send VAT number as well (not two separate emails) Taking an interest in your work: pride and care, high quality standards. Interest in your role/office. Quality communication: provide correct information. Using your initiative: more than what is expected, anticipate needs. Think about how your actions affect others. © Allen & Overy 2015 ‹#› Benefits Benefits –Enjoyable working environment –Smooth procedures and systems –Greater job satisfaction –Best practice Internal External –Professional image –Loyal clients –Clients becoming our partners –Awards VERONIKA: Thinking about these things will help to produce high quality customer care will result in the following benefits. Internal (within your team/department/office) Enjoyable working environment: fewer internal problems and complaints Smooth procedures and systems: benefit to everyone Greater job satisfaction for you – understanding of clients and business. Best practice and consistency: Professional service External Reinforces the positive image of the firm: trustworthy & efficient Loyal clients: pleased with service bring retained business by word of mouth © Allen & Overy 2015 ‹#› Your client experience ES: I’m sure you’ve all experienced good and bad client experiences (both internal and external). [Divide into 2 groups: 1- Client experiences: good and bad 2- In your experience, what could go wrong with clients and how could you prevent these problems. [Discuss with wider group.] [Confirm that bad services make you feel unhappy and good ones make you want to return. Ways of anticipating potential problems and solving them before they happen.] © Allen & Overy 2015 ‹#› Interpersonal Skills ANd9GcTrD-HMxAtFlJhU54WJ8EJHnxxE3AgJMqTIjxCfM3UMOFTiYzj5 “You learn something every day if you pay attention.” Ray LeBlond Lukas: The core skill we are going to look at now is interpersonal skills. This is the ability and manner in which you interact with other people. Interpersonal skills are used in all relationships, both at work and in your personal life. At work we need to demonstrate good skills with clients, partners and colleagues because they form a key part of your role and are measured in your appraisal, for example: The way you talk, the way you act, how much you smile, etc. Interpersonal skills are an important thing to have and can be valuable in almost any situation. Basically interpersonal skills are skills we have that allow us to effectively communicate with each other. One great interpersonal skill to have is the ability to have effective communication with your boss and other co-workers. Effective communication is fairly easy to accomplish since the main goals are to listen and comprehend what someone is saying to you. It is important to always recognize the person that is talking to you to let them know you are listening and sometimes nodding and agreeing are ways to show that you are listening. Once the person is done talking to you it is important to summarize in your own words what the conversation was about that way the person knows you understand the conversation and you were paying attention. If you have any questions about what was being said then this is the time where you ask for clarification on that issue and then repeat the conversation making sure you understand it. Sometimes during our jobs we make mistakes that could have been avoided by effective communication. Making sure you understand the task at hand or problem is important to ensure you are doing your job correctly and to make sure that you understand what the other person wants from you. Effective communication skills are always important no matter what type of job you are in. This skill will help better the relationship with your workplace peers and you will be better respected because you take the time to make sure you understand what is being asked of you. © Allen & Overy 2015 ‹#› Interpersonal skills –Communication –Listening –Self-Awareness & Self-Management –Social Awareness –Demonstrating responsibility –Relationship Management –Anger management – http://stopsellingvanillaicecream.com/wp-content/uploads/2014/03/Soft-Skills-development.jpg Lukas: BRAINSTORMING = YOUR IDEAS Communication: Speaking with clarity and directness while showing appropriate sensitivity to the receiver, effective communication You’ll be better respected because you’ll take time to make sure you understand what is being asked of you. Listening: Being able to hear other people's perspectives while suspending judgment Self-Awareness: Being aware of your own needs, values and emotions and their impact on your behaviour, show flexibility, Being open to new and different ways of doing things Self-Management: Keeping your emotional reactions in check and being able to behave appropriately when you experience feelings that could result in destructive behaviour Social Awareness: Being in tune with other's feelings and needs; Showing appreciation: Letting other people know you value them and their help Demonstrating responsibility: Doing what you say you will do, when you say you will do it, Not making excuses or blaming others Relationship Management: The ability to build relationships based on mutual trust and respect, The ability to manage conflict: Respectively managing differences of opinions and seeking win-win resolutions Anger Management : You should not direct anger at anyone in your workplace because this could cause intimidation and lead to a lot of workplace hostility. One of the most important things to keep in mind when you are angry is to take deep breaths to calm down and if that does not work then just walk away. You need to learn what methods work for you as far as something that will calm you down before you take your anger out on the wrong person. © Allen & Overy 2015 ‹#› Communication © Allen & Overy 2015 ‹#› Communication "The market for well-crafted messages will always have an audience." Steve Burnett (The Burnett Group) http://www.hdh-digitalcommunication.com/wp-content/uploads/2013/04/communication-commerciale.png BARBARA: Communication is one of the most important part of our culture and crucial areas in A&O. Communication is exchanging information in the form of messages, symbols, thoughts, signs and opinions. There are many different types of communication, depending on the medium used, or the way in which information is exchanged. Effective communication is essential for the success of any type of business. Informally too, nothing can be achieved without proper communication. Therefore, developing communicative skills is a must. One must understand that all types of communication are equally important and one must develop communicative skills in all the mediums. Communicative media is growing day by day to ensure clarity and to eliminate the ambiguity in communication. Brainstorming session and gruop discussion: what makes a message well-crafted? © Allen & Overy 2015 ‹#› dd38938a8e4a53bea6b016648090ef93 Types of communication –Verbal –Interpersonal communication –Public speaking –Non-Verbal –Written –Visual – –Categories of communication –Formal/Business –Internal –External –Informal BARBARA: Communication of information, messages, opinions, speech and thoughts can be done via different forms of modern communication media. Some of the basic ways of communication are by speaking, singing, sign language, body language, touch and eye contact. These basic ways of communication are used to transfer information from one entity to other. There are many different types of communication but they can be classified into four basic types. 1. Verbal communication includes sounds, words, language and speaking. The basis of language formation are: gender, class, profession, geographical area, age group and other social elements. Speaking is an effective way of communicating and is again classified into two types: interpersonal communication and public speaking. Good interpersonal communication is an inseparable part of business communication. In a business, you come across people from various ages, cultures and races. Fluent verbal communication is essential, to deal with people in business meetings. Public speaking is another verbal communication in which you have to address a group of people. Preparing for an effective speech before you start is important. In public speaking, the speech must be prepared according to the type of audience you are going to face. 2. Non-verbal communication involves physical ways of communication, like, tone of the voice, touch, smell and body motion. Body language is a non-verbal way of communication. Body posture and physical contact convey a lot of information. Folded arms and crossed legs are some of the signals conveyed by a body posture. Facial expressions, gestures and eye contact are all different ways of communication. 3. Written communication is writing the words which you want to communicate. Good written communication is essential for business purposes. The written communication can be edited and amended many times before it is communicated to the second party to whom the communication is intended. This is one of the main advantages of using writing as the major means of communication in business activity. Written communication is used not only in business but also for informal communication purposes. 4. The last type of communication is the visual communication. Visual communication is visual display of information, like topography, photography, signs, symbols and designs. Television and video clips are the electronic form of visual communication. Based on the style of communication, there can be two broad categories : formal and informal communication, that have their own set of characteristic features. Formal It includes all the instances where communication has to occur in a set formal format. Typically this can include all sorts of business or corporate communication. It can also occur between two strangers when they meet for the first time. Hence, formal communication is straightforward, official and always precise and has a stringent and rigid tone to it. Communication within an organization is called “Internal Communication”. It includes all communication within an organization. Effective internal communication is a vital mean of addressing organizational concerns. Good communication may help to increase job satisfaction, safety, productivity, and profits and decrease grievances and turnover. Communication with people outside the company is called “external communication”. You can communicate with sources outside the organization, such as vendors and customers. Informal Informal communication includes instances of free and unrestrained conversation between people who share a casual rapport with each other. It requires two people to have a similar wavelength and hence occurs between friends and family. It does not have any rigid rules and guidelines. Even though the whole process of communication may seem so simple, the effectiveness of each type and category depends to a great extent on certain internal and external environmental factors and also the communicator's ability to send, receive, decode and send a response. This is why the field of communication has been and continues to be widely studied and is given a place of importance in any walk of life. © Allen & Overy 2015 ‹#› 7 stages of effective communication communication-process-mbaknol 1 2 3 4 5 6 7 BARBARA: Communication is a key component to living a successful life. Possessing effective communication skills can improve your career, your relationships, and increase your soft skills. There are seven stages to basic communication. By knowing and understanding these stages you will be able to better communicate in your personal and professional life. Sender/Source - Know the message you want to communicate and make sure that message contain useful and correct information Encoding – Encoding is the process where the information you would like to communicate gets transferred into a form to be sent and decoded by the receiver. The ability to deliver the message clearly as well as be able to discard any confusing or potentially offensive themes such as cultural issues, or missing information is imperative in this stage. Channel – Channels are the way you convey your message. These channels include verbal such as telephone, and face-to-face conversations as well as non-verbal such as e-mail and text messaging. Each individual channel has its strengths and weaknesses in terms of communicating. For example, it is better to give instructions non-verbally rather than expecting the person you are communicating with will remember everything you tell them. You would also never critique or criticize anyone through a non-verbal channel at the risk of having a misunderstanding. Decoding – Decoding is on the receiving end of communication. This stage is just as important as encoding. Communication can go downhill at this stage if the receiver is not practicing active listening skills or if they do not possess enough information to accurately decode the message. Receiver – Know your audience. Each individual person on the receiving end of your message already has their own ideas and thoughts that will absolutely influence the way they translate your message. By getting to know your audience better you will be able to have a better understanding of how they will react to what you are trying to communicate. Feedback – As you are communicating your message your audience will provide you with non-verbal and verbal reactions. You will be able to asses while communicating your message if it is being conveyed accurately by paying close attention to non-verbal cues first such as returning eye contact, head nodding etc Context -Context is the environment in which your message is being delivered. For example, If you’re making a work presentation chances are you will be speaking more professionally, than if you were conversing casually with a neighbour or friend © Allen & Overy 2015 ‹#› Effective written business communication – EMAIL –Write the way you speak –Take a positive approach –What's the benefit –Write at the correct level –Never send communications when you're angry –Anticipate questions –Remove acronyms and jargon –Longer is not necessarily better –Patience –Final Proof Ten general tips BARBARA: Everyone can use a little help preparing their business emails more effective. Here are ten tips you should follow: 1. Write the way you speak Take a look at your emails. Do they sound like you or someone else? Effective business communications don't need to be unnaturally formal and stuffy to communicate effectively. Most readers understand what you're saying more easily when you use a normal, conversational tone. 2. Take a positive approach When readers are confronted by a negative message, they become blocked on an emotional level and often cannot fully absorb the entire message. So no matter what the message even if it isn't what the reader was hoping to receive deliver the message using a positive tone and a positive approach. 3. What's the Benefit If you really want to reach your readers, tell them how they will benefit from the message you're communicating. Tell them what they stand to gain. 4. Write at the correct level Do not try to impress your readers with big and sophisticated words. You'll only confuse them. A business communication is written to communicate. To do that effectively, your readers must understand the message you're sending, so be sure to use words your readers will understand. 5. Never send communications when you're angry It's okay to be angry. But communications written when you are angry tend to be accusatory or condemning in tone. Little things can slip into your writing that you wouldn't normally allow, putting up walls between you and your reader or fostering ill will. In business, its never wise to totally burn your bridges. So wait until you calm down before you send off that message and then choose your words carefully. 6. Anticipate questions As you are writing a communication, try to anticipate what questions, if any, your reader will have. Then answer them right away. Your reader will benefit from being informed up-front and you'll save on additional correspondence or communications to answer those questions later. 7. Remove Acronyms and Jargon Common acronyms, words, and phrases within your specific industry may seem like everyday language to you. But what about your readers? If you're writing to a colleague in the same field, it may be acceptable to use industry jargon. But if you're writing to someone and you're not certain what their level of understanding is, spell it out in clear terms everyone can understand. 8. Longer is Not Necessarily Better If you can say what you want to say in three paragraphs, why write five? Extra text doesn't necessarily enhance the message. Sometimes it just buries it and bores the reader. Tighten up your text. Make each word count. Every sentence should convey something meaningful. 9. Patience If you can wait an extra day before sending the communication, take advantage of that extra time. 10. Final Proof Write the communication one day, get a good nights sleep, and then proof it a final time in the morning when you are refreshed and ready to start a new day. Frequently, you will find small or subtle errors you might otherwise have missed when you were caught up in drafting your message. Writing effective business communications is a skill. It is a skill that can to some degree be learned and developed. Practice, practice, practice, and develop your written business communications skills every day. Effective business writing is a transferable skill you can use in any and every profession. © Allen & Overy 2015 ‹#› Effective verbal business communication – FACE-TO-FACE üClarity üSummarise üObserve Responses üBackground Noise üUse of Voice üEye Contact üUndivided Attention üEmphasise Important Points üPositivity üChoose your words p7 BARBARA: Many problems arise each day, simply as a result of poor verbal communication. The ten tips here are designed to help maximise the effectiveness of your verbal communications with colleagues. CLARITY BE AS CLEAR AND AS SPECIFIC AS POSSIBLE IN ALL VERBAL COMMUNICATIONS AND ESPECIALLY WHEN YOU ARE ASKING SOMEONE TO CARRY OUT A TASK FOR YOU. SUMMARISE IF YOU ARE NOT SURE THAT PEOPLE UNDERSTAND YOU, EITHER SUMMARISE WHAT YOU HAVE SAID IN DIFFERENT WORDS, OR ASK THEM TO SUMMARISE YOUR MESSAGE IN THEIR OWN WORDS. OBSERVE RESPONSES OBSERVE RESPONSE TO YOUR MESSAGE. WHAT PEOPLE ARE THINKING IS NOT ALWAYS EXPRESSED VERBALLY. READ PEOPLE’S THOUGHTS BY WATCHING THEIR FACIAL EXPRESSIONS, HAND AND FOOT GESTURES. LOOK AT THEIR EYES FOR SIGNS OF CONFUSION, DISAGREEMENT, DISBELIEF, RESISTANCE OR UNDERSTANDING. BACKGROUND NOISE IF THERE IS BACKGROUND NOISE, SPEAK LOUDLY OR MOVE TO A QUIETER AREA. REINFORCE VERBAL COMMUNICATION, ESPECIALLY IN NOISY AREAS, WITH GESTURES. USE OF VOICE TO KEEP PEOPLE’S ATTENTION, MODULATE YOUR VOICE. SPEAKING MORE LOUDLY OR SOFTLY, MORE QUICKLY OR SLOWLY INCREASES INTEREST IN WHAT YOU SAY. PAUSE BEFORE AND AFTER A KEY POINT TO ALLOW IT TO FULLY REGISTER. EYE CONTACT MAINTAIN EYE CONTACT WITH THOSE TO WHOM YOU ARE TALKING. BEAR IN MIND THEIR CULTURAL BACKGROUND. IN SOME CULTURES, EXCESSIVE EYE CONTACT IS A SIGN OF DISRESPECT. UNDIVIDED ATTENTION PAY ATTENTION. AVOID INTERRUPTIONS. DON’T HOLD TWO CONVERSATIONS AT THE SAME TIME. EMPHASISE IMPORTANT POINTS TO COMMUNICATE AN IMPORTANT POINT, RAISE YOUR VOICE SLIGHTLY OR SPEAK DELIBERATELY. LET YOUR BODY LANGUAGE REFLECT THE IMPORTANCE OF WHAT YOU ARE SAYING BY LEANING FORWARD, OPENING YOUR EYES WIDER, AND USING APPROPRIATE HAND GESTURES. POSITIVITY BEGIN CONVERSATIONS POSITIVELY. IF THERE IS POTENTIAL FOR CONFLICT, START OFF WITH SOMETHING ON WHICH YOU BOTH AGREE TO SET A POSITIVE ATMOSPHERE. CHOOSE YOUR WORDS AVOID USING ‘BUT’ TO JOIN SENTENCES. ‘BUT’ PUTS PEOPLE ON THE DEFENSIVE. USE ‘AND’ TO JOIN SENTENCES, IT IS FAR MORE POSITIVE. AND WHERE POSSIBLE, USE ‘I’ MESSAGES. USING ‘YOU’ MAKES PEOPLE DEFENSIVE. © Allen & Overy 2015 ‹#› General Telephone Manner and Tone –Speed –Volume –Tone –Phraseology –Wording –Jargon –Accent –Clarity – Telephone-Etiquette BARBARA: FRIST 2-3 WORDS WILL NOT BE HEARD PROPERLY AS THE PERSON TUNES INTO YOUR VOICE. IT IS EXTREMELY IMPORTANT WHEN YOU DON'T SPEAK YOUR NATIVE LANGUAGE ! THINK OF WHEN YOU MAKE A CALL YOURSELF – DOES THIS HAPPEN? BY STARTING A CALL WITH A STANDARD GOOD MORNING/AFTERNOON ALLOWS THE CALLER TO TUNE INTO YOUR VOICE. © Allen & Overy 2015 ‹#› Questioning Skills –Asking the right questions: –Open –How…? What…? Where…? Why…? When…? –Closed –Did/Didn’t you…? Will/Won’t you…? Is/Isn’t…? Shall…? Should…? May…? – –Answering questions: –Clear & simple –Keep messages brief and to the point –Quick response –Make it clear whether you expect a reply, and if so, when BARBARA: A key aspect of communications skills are questioning skills. These are vital in our day-to-day life and in particular at work when we need to receive and give messages and instructions on all matters. People are often under pressure to keep conversation time brief, so in order to gain quality information from people in the minimum available time, it is important to use OPEN questions, which will encourage them to give more detailed information, rather than a “yes or no” answer. Examples: Open questions: What is your favourite place? When do you think you will finish this? Where are you going? How are you? Why are you here? Closed questions would give you “yes or no” answer and typically start with words like: Did/didn’t you… Will/won’t you… Is/isn’t it? Etc….. These can be useful to check and clarify facts, or to focus on a conversation which is flowing too freely. As well as asking quality questions, you need to be aware of your responses to clients, partners and colleagues. Two key things to consider are: •Clear & simple – keep messages brief and to the point •Quick response – make it clear whether you expect a reply, and if so, when It also depends how you ask the question and how you respond to question: Example: If someone asks you to do something you can either say I have a lot of work which would give negative vibrations OR I would like to but I might have difficulty to manage as I have to organise induction training, book training for fee-earners and develop training which will take me all weekend. © Allen & Overy 2015 ‹#› Improving Questioning Skills –Effective Questions – –Ineffective Questions/Answers: –Personal –Irrelevant –Unclear –Limiting –Misleading – –Ineffective Questions (Personal) → Effective questions BARBARA: We’ve discussed questioning techniques and how to respond to questions. Now we will look at how to improve your skills to ensure you demonstrate them and are able to act as a role model in this respect. Effective questions would be questions which are necessary for your work & your working relationships – explanatory questions, provide you with necessary information. Effective questions are the questions where you need to have an answer, also you need to work with deadlines, depends when you need to have an answer. How long, Where did you, Why? What? Ineffective questions/answers: Give us examples: Personal – trust, confidence (People you don’t know very well, you wouldn’t ask personal questions.) Example – Are you divorced? Answer: I’m not sure this is a topic I would like to discuss now. Irrelevant – you should see the point Example: Why is the person telling you this information if you are not interested. Why do you tell me about this event if I am not attending? Unclear – indirect, too long, too many – Where is the book, where is the library and under which section will I find this book. Limiting – coffee or tea – especially Client Service Assistants, or just answer yes or no when a more detailed response is needed. Misleading – you write date but not time of call or when you come back from your holiday you reply to one email and don’t realise that there are already updates of that email. Ineffective questions can become sometimes effective. Once you start getting to know people, you would probably start asking them personal questions. It depends on the context (for example: once you meet fee-earner’s family, you will be asking him/her about the family or holiday, etc.) Depends how you know the person, what is your relationship – friendship with this person. Also, when you join the firm and you ask questions you don’t know, it’s effective. If you ask the same question again next year, it’s ineffective. What would you add to questioning skills? © Allen & Overy 2015 ‹#› Barriers to effective verbal communication BARBARA: What barriers you could think of? – open discussion Lacking clarity. Avoid abstract, overly-formal language, colloquialisms, and jargon, which obscure your message more than they serve to impress people. Using stereotypes and generalizations. Speakers who make unqualified generalizations undermine their own clarity and credibility. Be careful not to get stuck in the habit of using stereotypes, or making generalizations about complex systems or situations. Another form of generalization is “polarization” or creating extremes. Try to be sensitive to the complexities of situations, rather than viewing the world in black and white. Jumping to conclusions. Confusing facts with inferences is a common tendency. Do not assume you know the reasons behind events, or that certain facts necessarily have certain implications. Make sure you have all the information you can get, and then speak clearly about the facts versus the meanings or interpretations you attach to those. Dysfunctional responses. Ignoring or not responding to a comment or question quickly undermines effective communication. Likewise, responding with an irrelevant comment - one that isn't connected to the topic at hand - will quash genuine communication. Interrupting others while they are speaking also creates a poor environment for communication. Lacking Confidence. Lacking confidence can be a major barrier to effective communication. Shyness, difficulty being assertive, or lack of self-worth can hinder your ability to make your needs and opinions known. Also, a lack of awareness of your own rights and opportunities in a given situation can prevent you from expressing your needs openly. Experiencing information overload. Too much stimulation or information can make it very difficult to listen with full attention. Try to focus on the relevant information, and the central points that are being conveyed. Getting distracted by external “noise”. Audible noise may be extremely distracting. Some things can be minimized – e.g., turn down the ringer on your phone, and the email beep on the computer while meeting with someone. Other noises may be unavoidable – e.g., construction, other people. Also, there may be figurative “noise” from the external environment, such as distracting or inappropriate decor in a room, or environmental conditions such as the room being too hot or cold. Experiencing physical difficulty. Feeling physically unwell, or experiencing pain can make it very difficult to listen effectively. You may wish to communicate that this is not a good time, and reschedule the discussion. Otherwise, you may just need to concentrate even more on the task of listening. © Allen & Overy 2015 ‹#› 10 Principles of Effective Listening 1.Stop Talking 2.Prepare Yourself to Listen 3.Put the Speaker at Ease 4.Remove Distractions 5.Empathise 6.Be Patient 7.Avoid Personal Prejudice 8.Listen to the Tone 9.Listen for Ideas – Not Just Words 10.Wait and Watch for Non-Verbal Communication – listening2 BARBARA: On the other side we have effective listening Listening is not the same as hearing. Hearing refers to the sounds that you hear, whereas listening requires more than that: it requires focus. Listening means paying attention not only to the story, but how it is told, the use of language and voice, and how the other person uses his or her body. In other words, it means being aware of both verbal and non-verbal messages. Your ability to listen effectively depends on the degree to which you perceive and understand these messages. A good listener will listen not only to what is being said, but also to what is left unsaid or only partially said. Listening involves observing body language and noticing inconsistencies between verbal and non-verbal messages. For example, if someone tells you that they are happy with their life but through gritted teeth or with tears filling their eyes, you should consider that the verbal and non-verbal messages are in conflict. Listening requires you to concentrate and use your other senses in addition to simply hearing the words spoken. 1. We have two ears but only one mouth. Don't talk, although you may need to clarify when the other person has finished speaking. 2. Focus on the speaker. Put other things out of mind. 3. Help the speaker to feel free to speak. Remember their needs and concerns. Nod or use other gestures or words to encourage them to continue. 4. Focus on what is being said: don’t doodle, shuffle papers, look out the window, or similar. Avoid unnecessary interruptions. 5. Try to understand the other persons point of view. Look at issues from their perspective. Let go of preconceived ideas. (What is Empathy?) 6. A pause, even a long pause, does not necessarily mean that the speaker has finished. Never finish a sentence for someone. 7. Try to be impartial. Don’t become irritated and don’t let the person’s habits or manner distract you from what they are really saying. 8. Volume and tone both add to what someone is saying. 9. You need to get the whole picture, not just isolated bits and pieces. 10. Wait and Watch for Non-Verbal Communication © Allen & Overy 2015 ‹#› Communication - dealing with difficult situations –Stay Focused –Listen Carefully –Try To See Their Point of View –Respond to Criticism with Empathy –Own What’s Yours –Use “I” Messages –Look for Compromise –Take a Time-Out –Don’t Give Up –Treat People Equally –Ask For Help If You Need It Tips-for-Developing-Empathy-%E2%80%93-Integrating-This-Into-Staff-Training-Will-Reap-Rewards BARBARA: Conflict in a relationship is virtually inevitable. In itself, conflict isn’t a problem; how it’s handled, however, can bring people together or tear them apart. Poor communication skills, disagreements and misunderstandings can be a source of anger and distance, or a springboard to a stronger relationship and happier future. Next time you’re dealing with conflict, keep these tips on effective communication skills in mind and you can create a more positive outcome. Stay Focused: Sometimes it’s tempting to bring up past seemingly related conflicts when dealing with current ones. Unfortunately, this often clouds the issue and makes finding mutual understanding and a solution to the current issue less likely, and makes the whole discussion more taxing and even confusing. Try not to bring up past hurts or other topics. Stay focused on the present, your feelings, understanding one another and finding a solution. Listen Carefully: People often think they’re listening, but are really thinking about what they’re going to say next when the other person stops talking. Truly effective communication goes both ways. While it might be difficult, try really listening to what your partner is saying. Don’t interrupt. Don’t get defensive. Just hear them and reflect back what they’re saying so they know you’ve heard. Then you’ll understand them better and they’ll be more willing to listen to you. Try To See Their Point of View: In a conflict, most of us primarily want to feel heard and understood. We talk a lot about our point of view to get the other person to see things our way. Ironically, if we all do this all the time, there’s little focus on the other person’s point of view, and nobody feels understood. Try to really see the other side, and then you can better explain yours. (If you don't 'get it', ask more questions until you do.) Others will more likely be willing to listen if they feel heard. Respond to Criticism with Empathy: When someone comes at you with criticism, it’s easy to feel that they’re wrong, and get defensive. While criticism is hard to hear, and often exaggerated or coloured by the other person’s emotions, it’s important to listen for the other person’s pain and respond with empathy for their feelings. Also, look for what’s true in what they’re saying; that can be valuable information for you. Own What’s Yours: Realize that personal responsibility is a strength, not a weakness. Effective communication involves admitting when you’re wrong. If you both share some responsibility in a conflict (which is usually the case), look for and admit to what’s yours. It diffuses the situation, sets a good example, and shows maturity. It also often inspires the other person to respond in kind, leading you both closer to mutual understanding and a solution. Use “I” Messages: Rather than saying things like, “You really messed up here,” begin statements with “I”, and make them about yourself and your feelings, like, “I feel frustrated when this happens.” It’s less accusatory, sparks less defensiveness, and helps the other person understand your point of view rather than feeling attacked. Look for Compromise Instead of trying to ‘win’ the argument, look for solutions that meet everybody’s needs. Either through compromise, or a new solution that gives you both what you want most, this focus is much more effective than one person getting what they want at the other’s expense. Healthy communication involves finding a resolution that both sides can be happy with. Take a Time-Out: Sometimes tempers get heated and it’s just too difficult to continue a discussion without it becoming an argument or a fight. If you feel yourself or your partner starting to get too angry to be constructive, or showing some destructive communication patterns, it’s okay to take a break from the discussion until you both cool off. Sometimes good communication means knowing when to take a break. Don’t Give Up: While taking a break from the discussion is sometimes a good idea, always come back to it. If you both approach the situation with a constructive attitude, mutual respect, and a willingness to see the other’s point of view or at least find a solution, you can make progress toward the goal of a resolution to the conflict. Don’t give up on communication. Treat People Equally: Always aim to communicate on an equal basis and avoid patronising people. Do not talk about others behind their backs and try not to develop favourites: by treating people as your equal and also equal to each other you will build trust and respect. Ask For Help If You Need It: If one or both of you has trouble staying respectful during conflict, or if you’ve tried resolving conflict with your collegue on your own and the situation just doesn’t seem to be improving, you might benefit from a conversation with your manager or supervisor or more experienced collegue. © Allen & Overy 2015 ‹#› Our goal communication communication-barriers-demo = BARBARA Professional LPA will always try to overcome the barriers and difficulties Professional legal PA will jump through hoops Professional legal PA will always find a proper solution SHAPES - CLICK © Allen & Overy 2015 ‹#› Assertiveness & Non-verbal communication –Behaviour –Aggressive, Passive, Assertive –Be aware of words, actions and body language – – –Body language –Your postures –Your gestures –Eye contacts –Face expression – – – – Lukas: Now we are going to talk about non-verbal communication. Body language and assertiveness are key to effective communication and very important interpersonal skills. They are both essential parts of the communication. We instinctively pick up messages from people by the way they move, their postures and their gestures, therefore body language can be equally if not more important than what we actually say in our discussion. Sometimes we may be saying one thing with our words but another with our bodies – when we are trying to be assertive in our words and actions we need to think about how our body is reinforcing our behaviour. For example: if you fold in your arms you give impression of defensive posture or if you talk while someone speaks, you’re not interested. Does not always reflect what we say. There are three types of behaviour which we can all demonstrate: •Aggressive •Passive (weak) •Assertive People can and do adapt their natural behaviour in different environments (both at work and socially) and dependant on the behaviour of others, we can all adapt our own behaviour. You can be assertive in a meeting, but passive by saying I’m not going anywhere. Assertiveness is based on balance - it requires being forthright about your wants and needs while still considering the rights, needs, and wants of others. When you are assertive, you ask for what you want but you don't necessarily get it. Aggressive behaviour is based on winning - it requires that you do what is in your own best interest without regard for the rights, needs, feelings or desires of others. When you are aggressive, you take what you want regardless, and you don't usually ask. You can experience that the body language is being often mirrored or synchronized. 4 Space zones – more than 3 meters – public Social consultative 1.2-3.6m Personal 45-120 cm Intimate 0-15 cm © Allen & Overy 2015 ‹#› Developing Your Assertiveness –Value yourself and your rights –Identify your needs and wants –Acknowledge that people are responsible for their own behaviour –Express negative thoughts and feelings in a healthy and positive manner –Receive compliments and criticism positively –Learn to say "No" when you need to – http://iteachem.net/wp-content/uploads/2014/11/Yes-Man.jpg Lukas: 1 – Understand that your rights, thoughts, feelings, needs and desires are just as important as everyone else's. But remember they are not more important than anyone else's, either. Recognise your rights and protect them. Believe you deserve to be treated with respect and dignity at all times. Stop apologizing for everything. 2- and ask for them to be satisfied Don't wait for someone to recognize what you need (you might wait forever!) Understand that to perform to your full potential, your needs must be met. Find ways to get your needs met without sacrificing others' needs in the process. 3- Don't make the mistake of accepting responsibility for the how people react to your assertive statements (e.g. anger, resentment). You can only control yourself. As long as you are not violating someone else's needs, then you have the right to say or do what you want. 4-Allow yourself to be angry, but always be respectful. Do say what's on your mind, but do it in a way that protects the other person's feelings. Control your emotions. Stand up for yourself and confront people who challenge you and/or your rights. 5-Accept compliments graciously. Allow yourself to make mistakes and ask for help. Accept feedback positively – be prepared to say you don't agree but do not get defensive or angry. 6 - Know your limits and what will cause you to feel taken advantage of. Know that you can't do everything or please everyone and learn to be OK with that. Go with what is right for you. Suggest an alternative for a win-win solution. © Allen & Overy 2015 ‹#› Assertive approach Lukas: Assertiveness is not necessarily easy, but it is a skill that can be learned. Developing your assertiveness starts with a good understanding of who you are and a belief in the value you bring. When you have that, you have the basis of self-confidence. Assertiveness helps to build on that self-confidence and provides many other benefits for improving your relationships at work and in other areas of your life as well. In general, assertive people: Get to "win-win" more easily – they see the value in their opponent and in his/her position, and can quickly find common ground. People can see mutual benefit in all human interactions. Are better problem solvers – they feel empowered to do whatever it takes to find the best solution. Are less stressed – they know they have personal power and they don't feel threatened or victimized when things don't go as planned or expected. Are doers – they get things done because they know they can. When you act assertively you act fairly and with empathy. The power you use comes from your self-assurance and not from intimidation or bullying. When you treat others with such fairness and respect, you get that same treatment in return. You are well liked and people see you as a leader and someone they want to work with. DISCUSSION For example, is the boss who places a pile of work on an employee's desk the afternoon before that employee goes on vacation, being assertive? Or, is the employee who is about to go on vacation being assertive when she tells the boss that the work will be done upon her return? So, that boss was being aggressive. Yes, he had work that needed to be done. However, by dumping it on his employee at such an inappropriate time, he showed a total lack of regard for the needs and feeling of his employee. The employee on the other hand, demonstrated assertive behavior when she informed her boss that the work would be done, but it would be done after she returned from vacation. She asserted her rights while recognizing her boss' need to get the job done. © Allen & Overy 2015 ‹#› Causes of stress Lukas: Particularly in normal working life, much of our stress is subtle and occurs without obvious threat to survival. Most comes from things like work overload, conflicting priorities, inconsistent values, over-challenging deadlines, conflict with co-workers, unpleasant environments and so on. Not only do these reduce our performance as we divert mental effort into handling them, they can also cause a great deal of unhappiness. In becoming stressed, people must feel threatened by the situation, and secondly they must doubt that their capabilities and resources are sufficient to meet the threat. How stressed someone feels depends on how much damage they think the situation can do them, and how closely their resources meet the demands of the situation. This sense of threat is rarely physical. It may, for example, involve perceived threats to our social standing, to other people’s opinions of us, to our career prospects or to our own deeply held values. © Allen & Overy 2015 ‹#› http://www.summertownclinic.co.uk/Wordpress/wp-content/uploads/2013/01/stress-management.jpg Stress management –Avoid unnecessary stress –Alter the situation –Adapt to the stressor –Accept the things you can’t change –Make time for relaxation – – http://www.kaleidoscopeconsulting.com.au/wp-content/themes/kaledoscope/images/Stress%20Management%2 0Training.png http://uk.elevateeducation.com/img/uploads/articles/cat_stress_management0.jpg http://instituteformasteringsuccess.com/wp-content/uploads/2015/02/stress-management-techniques.jpg http://www.cliving.org/PHOTOS/Stress%20Control/develop-workplace-stress-management-800X800.jpg Lukas: Avoid unnecessary stress Learn how to say “no” Limit contact with people who stress you out Take control of your environment Avoid hot-button topics – controversial topics e.g. religion, politics Alter the situation Express your feelings instead of bottling them up. Be willing to compromise. Be more assertive. Manage your time better. Adapt to the stressor Reframe problems. - prehodnotit Look at the big picture. Adjust your standards. Upravit, prizpusobit Focus on the positive. Accept the things you can’t change Don’t try to control the uncontrollable. Look for the upside. – be optimistic, Try to find something positive even in a bad situation. Share your feelings. Learn to forgive. Make time for relaxation and your health Set aside relaxation time Connect with others Do something you enjoy every day Keep your sense of humour Exercise regularly - your body produces endorphines Get enough sleep. © Allen & Overy 2015 ‹#› Multiculture & Diversity © Allen & Overy 2015 ‹#› Multiculture –Cultural intelligence – –Integration at all levels – –Intercultural challenges – Understanding personal cultural values and understanding how values vary around the world. Don’t under estimate the importance of focusing on culture and fit into an organisation. Observing different cultures, considering different culture behaviours, working style and motivators within international teams. Understanding the challenges teams may encounter to manage the complexities that may arise because of the cultural differences. Being effective with our clients who have different sets of assumptions, beliefs and values. Cultural integration Cultural intelligence = Understanding personal cultural values and understanding how values vary around the world Don’t under estimate the importance of focusing on culture and fit into an organisation – particularly when hiring at a senior level. Research at a lateral hire level showed that paying particular attention to helping new partners with their integration, both practically and culturally into the firm pays dividends Observing different cultures, considering different culture behaviours, working style and motivators within international teams (from support to Partners). As a specific example A&O are using an intercultural online tool called the Culture Wizard and is used by all our expats and members of staff who are being seconded or relocated from one office to another. The Culture Wizard is designed to provide a highly interactive intercultural training facility, using a user-friendly methodology and practical scenarios to reflect the needs of business people who relocate or travel to different locations around the globe. Family members are also invited to use The A&O Culture Wizard in order to assist them with their own integration in the new location. Supporting families is very important in order to make the secondment or transfer a success. Understanding the challenges teams may encounter to manage the complexities that may arise because of the cultural differences. Being effective with our clients and colleagues who have different sets of assumptions, beliefs and values. © Allen & Overy 2015 ‹#› Diversity –Equal opportunities –Similarity –Difference adds value –Inclusion –Culture of equality http://edelman-zippykid.netdna-ssl.com/assets/uploads/2012/09/Diversity-in-PR2.jpg Diversity / Uncertainty •Managing diversity differences in legal frameworks (even within Europe) can make it difficult to replicate diversity activity across different offices. For us a key way to measure progress on diversity is through our people metrics but we can't measure anything other than age and gender in most of our offices (exceptions being UK and US only). •Examples also include: in Germany we couldn't do something like a job fair for ethnic minority students (whereas we can and have in Belgium and the Netherlands) but in Germany there is a quota for disabled employees and employers must pay a fee if they don’t make the quota. © Allen & Overy 2015 ‹#› Trends emerging in business –Ability to manage change – –More “business administration” and “risk management” – –Excellence in services – –Self motivation to learn, get involved in office projects Lukas: Specifically with regards to the Legal PA & Administration role, trends have emerged as follows: There was a large reduction in the number of LPA’s, due to increase in IT and scope of automated work. One LPA now typically supports more lawyers and helps with the administration matters in the office e.g. organizing hotels, travel arrangements for the office guests (transport, office). As I said this is different in every office. Also being able to manage change, for example office reallocation, change of client base, etc. – it’s what we have discussed earlier today. - office reallocation, change of client base, change in fee-earner/PA ratios The work now involves more of “business administration” and “risk management” like monitoring budgets, database management, project work and focus on cost efficiency. Responsibility is increasing and authority is delegated more frequently. For Client Service Assistants, their role has responsibility in terms of meeting and greeting the client. Building relationship with the client. What service excellence look like? Here I would like to specify that skills, knowledge and personal attributes should drive for excellence. If you’re willing to learn, you’re self motivated, you get more involved in projects, etc. What do you imagine under service excellence? © Allen & Overy 2015 ‹#› The value of your work – –Importance of the work you do –Maximise the value of this contribution –Share experience –Achieve excellence – http://www.a2hr.com/images/values.jpg Lukas: First contact with What is value do you and your colleagues deliver to the firm? How important is the work you do? The work we do is critical to the firm’s success. Maintaining the highest standards is crucial. Ensure you are fully aware of the importance of the work you do and the value of the contribution you make. You should maximise the value of that contribution. This could be achieved by sharing the experience as well. Excellence is achieved by intelligent, motivated people who understand the value of what they do and the impact it has on their own success and on the success of the firm. To be excellent it depends on your personal development as well. If you are eager to receive new knowledge, be adaptible to new changes in office. What’s your best way of learning? Let’s move on and see next slide. END 3:30 PM © Allen & Overy 2015 ‹#› VAK learning styles GROUP EXERCISE http://ilblogdellamente.com/wp-content/uploads/2011/05/vak1.jpg Lukas: How you can achieve excellence? To find out what’s your preferred learning style and try to either to develop the two remaining styles and/or concentrate when learning on the style which is preferable to me. We will ask you to complete a short test containing 30 questions and afterwards you will find out what’s your learning style. There are no right or wrong answers in this test. This test recognizes 3 different types of learning. V for visual A for auditory K for kinaesthetic When you finish the test add up how many As, Bs and Cs you selected. We will put the results in a table on the flipchart and we can shortly discuss it. Flipchart: © Allen & Overy 2015 ‹#› Team working © Allen & Overy 2015 ‹#› Team Working teamwork "Coming together is a beginning. Keeping together is progress. Working together is success." Henry Ford BARBARA Brainstorming session and gruop discussion: Do you agree with the quote? Why? (listing all ideas on the flipchart) © Allen & Overy 2015 ‹#› The model for team development Forming Storming Norming Performing BARBARA: The five stages of team development have been characterized as: Forming: •Formation of team happens & the team comes together * Members feel anxious and spend their time finding out about each other * Individual roles and responsibilities are unclear * Highly depending on the manager/leader Storming: •Team members come up with ideas through debates on how to proceed with the task - about task priorities; - clarity on purpose of the task; - roles & responsibilities and - processes to follow * Influence of ideas and power struggles may arise * Compromises may be required to enable progress * Team members may challenge the leader & leader coaches Norming: •Work as a team starts * Roles and responsibilities are clear and accepted * Team begin to exhibit participative behavior & decision making happens by group agreement * Commitment, trust and unity increases Performing: •This stage is characterized by high levels of: - goal orientation, - interpersonal relations, - independence, motivation, - knowledge and - competence in team members * Team know what,why & how of the task they are executing * High level of respect in the communication between team members * Team expects delegation of task instead of instruction/assistance Adjourning: * Happens when project completes * Members moving out of the group after project goal achievement * Everyone can move on to new things * Achievement celebrated * Members feel difficulty as they have developed close working relationships with other team members © Allen & Overy 2015 ‹#› How to be an effective team member –If you're a team member: – –Communicate, communicate, communicate –Don't blame others –Support group member's ideas –No bragging –Listen actively –Get involved – team-member BARBARA Working on teams can be rewarding, but at times it can be difficult and downright frustrating. If there are poor communicators on your team, you may often feel left in the dark, confused or misunderstood. To create a successful team, effective communication methods are necessary for both team members and leaders. Even though some people understand their communication skills need improving, many aren't certain how to improve them. So we've outlined at this slide how to avoid some common team blunders as well as some helpful advice on how to be a better teammate or leader overall. Communicate, Communicate, Communicate If you have a problem with someone in your group, talk to him about it. Letting bad feelings brew will only make you sour and want to isolate yourself from the group. Not only does it feel good to get it out, but it will be better for the team in the long run. Don't Blame Others People in your group lose respect for you if you're constantly blaming others for not meeting deadlines. You're not fooling anyone, people know who isn't pulling his weight in a group. Pointing the finger will only make you look cowardly. Group members understand if you have a heavy workload and weren't able to meet a deadline. Saying something like, "I'm really sorry, but I'll get it to you by the end of today." will earn you a lot more respect than trying to make it seem like it's everyone else's fault that you missed your deadline. Support Group Member's Ideas If a teammate suggests something, always consider it – even if it's the silliest idea you've ever heard! Considering the group's ideas shows you're interested in other people's ideas, not just your own. And this makes you a good team member. After all, nobody likes a know-it-all. No Bragging It's one thing to rejoice in your successes with the group, but don't act like a superstar. Doing this will make others regret your personal successes and may create tension within the group. You don't have to brag to let people know you've done a good job, people will already know. Have faith that people will recognize when good work is being done and that they'll let you know how well you're doing. Your response? Something like "Thanks, that means a lot." is enough. Listen Actively Look at the person who's speaking to you, nod, ask probing questions and acknowledge what's said by paraphrasing points that have been made. If you're unclear about something that's been said, ask for more information to clear up any confusion before moving on. Effective communication is a vital part of any team, so the value of good listening skills shouldn't be underestimated. Get Involved Share suggestions, ideas, solutions and proposals with your team members. Take the time to help your fellow teammates, no matter the request. You can guarantee there will be a time in the future when you'll need some help or advice. And if you've helped them in past, they'll be more than happy to lend a helping hand © Allen & Overy 2015 ‹#› How can you improve your team work? -Make sure you understand the tasks you’ve been assigned -Focus on how you’re going to achieve all the goals and objectives of the team -Play to your strengths rather than your weaknesses -If you’ve been asked to manage a project, think about the different skills and personalities in your team -Don’t be shy if you’re asked for your opinion or delegate some decision-making http://www.agendasecuritynews.co.uk/wp-content/uploads/2013/02/teamwork.jpg.png BARBARA: Successful teamwork begins with having common goals and objectives. Teams can’t function without them, as they won’t be able to pull in the same direction. That’s because teams are made up of individuals with different personalities, attitudes, skills and ambitions. Teams won’t work well if they are hampered by conflict. So it’s also important to know when you can speak, how to raise your concerns or ideas in a way that’s not disruptive. To achieve this, think before you speak and always listen and try to understand others’ views and don’t impose your opinions on your colleagues. Your purpose is to create good working relationships with each team member, so you can contribute value and achieve your targets. Remember that your personal goals have to come second. You’ll achieve them by demonstrating that you can work with others on a project your team manager has asked you to do. Show him or her that you’re an enthusiastic worker and demonstrate that you’ll do everything you can for the good of the team. How you can improve your team work: Make sure you understand the tasks you’ve been assigned, and how they affect the roles of other members in your team. Focus on how you’re going to achieve all the goals and objectives of the team. Play to your strengths rather than your weaknesses. Don’t get involved with something that’s above your head, but show leadership potential by using your initiative and helping others to achieve a task you’re really good at. If you’ve been asked to manage a project, think about the different skills and personalities in your team. They need to complement each other, so everyone can pull in the same direction. Don’t be shy if you’re asked for your opinion or delegate some decision-making. Take ownership of the tasks you are given. © Allen & Overy 2015 ‹#› puzzel How can you improve your team work? (cont.) -Speak up in a timely manner if you don’t agree with a decision that’s been made -Communicate effectively and use tact wherever needed to get your points across -Build trust with each of your team members -Remember that it’s not what you say, but what you do and achieve that counts -Help other team members to fulfil their tasks -Offer praise to your colleagues -Accept constructive criticism with dignity, listen and apply it BARBARA: Speak up in a timely manner if you don’t agree with a decision that’s been made. You may actually have a good idea or concern that needs airing, but always look for common ground. Communicate effectively and use tact wherever needed to get your points across. Build trust with each of your team members. Take time to socialise with them after work, so they can get to know you better. Remember that it’s not what you say, but it’s what you do and achieve that counts. Selfish behaviour won’t get you any points and it could alienate you from your colleagues. Help other team members to fulfil their tasks. Offer praise to your colleagues: share in their triumphs and disasters. Accept constructive criticism with dignity, listen and apply it. © Allen & Overy 2015 ‹#› Why teams fail? BARBARA Brainstorming session: why teams fail? Teams are put together to combine the knowledge and expertise of team members, this helps to gain greater strategic thinking and enhanced creativity in business solutions. When teams fail to perform as expected, an attempt is usually made to pinpoint and blame the people responsible. However, the answer doesn't always lie in replacing the team or firing the ‘scapegoat’ but in answering the question, ‘What went wrong with the group as a whole and why?' Unless we make an attempt to identify the underlying causes, it's unlikely the solution will be found. Factors Identifying Six Common Problem Areas No Trust Between Team Members When team members don’t trust each other or are suspicious of each others motives, the end result is a team that is not cohesive in its approach. Ineffective Interaction and Unproductive Team Meetings All the complexities of team dynamics come to the fore at the meeting. The meeting is one of the most critical aspects of the team process with strategies and innovative solutions to problems emerging during this time. Poor Role Clarity Role clarity is a must in a team situation. When roles are not clearly defined, this can lead to conflict and confusion on tasks. Losing Focus of Business Objectives If you don't know where you are heading, how can you get there!? At times a team fails because the goals are unclear to the team members. Faulty Analysis of Market Conditions and Flawed Company Policies At times a team can fail due to uncertainties in market conditions and an inability to read the signs of change. Poor Time Management A team should plan its goals and activities whilst keeping time constraints and deadlines in mind, otherwise their efficiency level in managing and implementing a task can suffer. It’s a snapshot of the kind of things that can go wrong in office teams. It's mainly factors such as poor judgment, egos, mistrust or losing sight of key objective that become apparent. The 6 points discussed here encapsulate the key issues that can lead to team failure. Team managers and team leaders have to take measures to protect the team from these 6 chains that can wrap themselves around the team and degenerate its performance. Diagnosing is the first step in solving the problem. Some of the issues such as role clarity or losing focus of business objectives can be solved by a discussion with the team members. Some of the other problems like poor trust, poor time management, and poor team interaction can be better tackled through team building exercises. © Allen & Overy 2015 ‹#› Being an excellent team member –Here are five characteristics of an excellent team member: – –Needs very little direction –Asks specific questions when unclear of an assignment –Needs very little supervision –Recognises results as part of the reward –Considers the interests of the entire team – http://committostayfit.com/blog/wp-content/uploads/2013/08/bigstock-Teamwork-48863816.jpg BARBARA Each team has its own dynamics and organizational structures. We have just discussed what makes a healthy team, what expectations can have team members, and what elements are necessary to build health into your team. As a summary we will talk about the characteristics I believe make up excellent team members. Here are 5 characteristics of an excellent team member: Needs very little direction – Catches on quickly, learning the leader’s expectations, having confidence in his or her ability, and knowing the vision of the organization well enough to make routine decisions with little or no input from the leader. Asks specific questions when unclear of an assignment - He or she doesn’t ask general questions, that require full explanations, but rather attempts to figure out the issue on his or her own enough to ask specific questions. This saves everyone time and speeds progress. Needs very little supervision – An excellent team member follows through on what he or she committed to do with limited oversight. Recognizes results as part of the reward – While fair compensation is necessary for the health of any team and most leaders can improve on giving praise, the excellent team player does the work to see the results of a project done well, not exclusively for recognition. Considers the interests of the entire team - Excellent team members look out for good of the whole team…the entire organization. He or she wants what is best for everyone, even if that means they have to personally sacrifice for the win of the team. I realize, and fully expect to hear, that to be an excellent team member requires an excellent team environment and leader. I can somewhat agree, but not sure I do completely. I have known people who perform excellently on a dysfunctional team. I’d welcome your thoughts on this. I’m confident there are plenty more characteristics to add to my list. I’d love to hear from you. – final brainstorming session – open disscusion with the whole group © Allen & Overy 2015 ‹#› Successful Team T ogether E veryone A chieves M ore T ime E nergy A nd M oney BARBARA Please bear in mind that the successful team means… © Allen & Overy 2015 ‹#› – –Team work –Negotiation game Fotolia_Kumbayah%2Bgroup%2B4700996_XS BARBARA: BARBARA: Turning Letters into Words Game We will divide you in 2 teams. Each team has one flipchart to use. Each member of each team receives 2 blank cards and a pen. Think of two letters from the alphabet and write them down on your cards. One letter on one card. Do not tell and show anybody your letters. After everyone has done this, put all the cards into a pile. The trainer adds one card with his letter to each group. You have five minutes. Use your pile of cards to make as many English words as possible (any part of the speech), using each card only once in one word. Write down your words on the flipchart. The team with the most words at the end wins. Summarizing group discussion 1.Did the letters you chose hurt or help the group? How did this make you feel? 2.Did the helpfulness of the letters you chose depend on the letters that others chose? 3.Do you sometimes do a lot of work for a group and then find out later it wasn't needed? How do you feel when this happens? 4.How was your team organised? 5. How did you feel as a tem member? 6. What have you learnt? Summerizing group discussion © Allen & Overy 2015 ‹#› Objectives –Qualities, skills, behaviours, practice & experience sharing – –Self-development – –Interaction & Innovation – –English – –Fun! © Allen & Overy 2015 ‹#› Questions? www.allenovery.com/careeruk recruitment.prague@allenovery.com These are presentation slides only. The information within these slides does not constitute definitive advice and should not be used as the basis for giving definitive advice without checking the primary sources. Allen & Overy means Allen & Overy LLP and/or its affiliated undertakings. The term partner is used to refer to a member of Allen & Overy LLP or an employee or consultant with equivalent standing and qualifications or an individual with equivalent status in one of Allen & Overy LLP's affiliated undertakings.