Introduction

This post outlines the use of spoken, written, and relational communication to report, influence, and produce transformation. Deakin University emphasises the fact that communication is a fundamental skill, used very frequently in diverse situations, including engaging people, sharing ideas, and building understanding.

How to Use Your Communication Competency to Report Facts

Tannen (1995) argues that communication is more than outlining the meaning of what you say. According to the the author’s opinion it is very important how you say it, i.e., linguistic style used in your reporting audiences. The linguistic style includes tone of voice, rate of speed, and loudness.

Weeks (2001) emphasises that communication is stressful and emotional, including embarassement, confusion, anger, panic, and sometimes fear. Therefore, if you want to be successful in communication you need to prepare for the elimination of stress before starting the conversation. A very useful method is autogenic training.

Recommended Action: Read the How to Speak Effectively Anywhere Book.

How to Use Your Communication Competency to Influence and Motivate

Tannen (1995) asserted that in motivating and influencing other people, there is conversation taking place where one person speaks while the other answers back, i.e., turn taking. In fact, this conversation makes use of relationship’s negotiation, apart from communicating ideas. By using language to negotiate, the two parties determine how close they are. In this negotiation process a man can be different than a woman, and the two parties may not appear very close to each other. It’s very interesting to also note the use of certain rituals in the conversation, including rapport, culture conventions, expressing concerns, apologising, feedback, praising the other party, saving face, exchanging compliments, and even fights.

According to Fairhurst (2022), motivation is based on autonomy within the theory of self-determination. Autonomy is defined as a concept that brings to the surface the feeling of being in control as far as people’s decisions and behaviours are concerned. Autonomy gives people choices, hence their motivation in their roles and for their outcomes. The problem is that many workers do not have autonomy, and as a result they do not have motivation to achieve what they are requested to do. Therefore, through communication we need to build people’s autonomy in order to increase their motivation.

Recommended Action: Read the How highly effective people speak Book.

How to Use Your Communication Competency to Produce Transformation

Cohrs (2020) found that transformational leadership was implemented in two days of intervention through an attentive communication style. The transformational leadership development was achieved through the use of communication skills. Transformational leaders used their communication skills to communicate their vision, providing specific support to the team’s members, and delivering an intellectual stimulation. The team members captured the required behaviours and outcome criteria, including job satisfaction, committment, and high performance. The essential communication used in the leadership development program focused on the communication style including tone of voice, rate of speed, and loudness. The communication style was totally integrated in applying effective leadership.

Recommended Action: Read the Nine Ways to Walk Around a Boulder Book.

Conclusion

This blog post outlined how to use your communication competency to report facts, to influence and motivate, and produce transformation. It emphasised that communication is a fundamental skill for engaging people, sharing ideas, and building understanding.

References

Cohrs, Carina 2020, ‘Transformational leadership and communication’, Leadership & Organization Development Journal, vol 41, no. 1, pp.101-117.

Fairhurst, Matt 2022, ‘Wondering how to motivate your workforce? take a page from psychological theory’, HRNews, Retrieved from http://ezalumni.scu.edu.au/login?url=https://www-proquest-com.ezalumni.scu.edu.au/trade-journals/wondering-how-motivate-your-workforce-take-page/docview/2674362776/se-2

Weeks, H 2001, ‘Taking the Stress Out of Stressful Conversations’, Harvard Business Review, vol. July-August, no. 1, pp. 112-120.

Tannen, D 1995, ‘The Power of Talk: Who Gets Heard and Why’, Harvard Business Review, vol. September-October, no. 1, pp. 138-150.

About the author

James has more than 30-years of work experience, including Coaching, Mentoring, Counselling, Hypnotherapy, NLP, TimeLine Therapy, Thought Field Therapy, and Autogenic Training. Moreover, James holds a wide range of academic qualifications, and certifications, including Doctorate in Clinical Hypnotherapy, Master of Business Coaching, Certified Professional Coach, Diploma of Autogenic Training, Diploma of Stress Management, Diploma of Psychology, and Diploma of Weight Loss.

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