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Most leaders agree that effective collaboration is more important than ever in today’s turbulent business environment. But the collaboration so critical to organizations is being blocked by internal power struggles, by a lack of unified goals and rewards, by a self-preservation instinct that results in information hoarding — and, perhaps surprisingly, by the body language of leaders. . . 
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In a volatile world, anxiety and uncertainty make people a little testy. Cranky people can drag everyone else down by spreading negativity and sowing seeds of doubt just when leaders need commitment. And when everyday crankiness is exacerbated by performance problems, then the merely grumpy can become disgruntled former employees out to do damage to the team. . .
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Do actions really speak louder than words? Ray Birdwhistell, a pioneer investigator into the world of body language, found that the verbal component of a face-to-face conversation is 35 percent verbal, while 65 percent of the message is communicated nonverbally. Meaning the bulk of the impact of your words is not what you say, it’s how you say it. . .
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The astonishing growth of companies such as Facebook and Twitter has prompted many businesses to stake their claim on the social media landscape. Yhese social networking platforms have shown some serious staying-power. However, with nearly 79 percent of companies owning a profile on a major social networking site, it is no longer enough to just have a Facebook Fan page, a Twitter handle or a LinkedIn group. . .
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Take this test to see how well you communicate, then use our tools and strategies to improve your communications skills.
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Most leaders are interested in growing their businesses through innovation, but it's risky business: most innovation efforts fail. After years of helping to make innovation happen as chief communications officer at Steelcase and as a consultant, I have a point of view that I'm willing to bet on.
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Have you ever been in an organization where communication was not an issue? If so, you're the exception rather than the rule. Large organizations in particular have always struggled with the challenges of communications. In fact, the concept of span of control — a decades-old organizational design principle — was derived originally from communications research analyzing supervisors' interactions with various numerical sets of subordinates. For example, . . .
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Consider two scenarios: Company A is a medical device maker that just released a new pacemaker. Its datasheet states that the device could fail once every 90 years. Its competitor, Company B, released its latest version a week before.
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But the reality is, when we let conversations take on this tenor – especially at the office – everyone looks bad, and everyone loses. The real enemy is not your conversational counterpart, but the combat mentality itself. And you can defeat it, with strategy and skill. . .
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Learn every gesture and body language cue in one video. Eye, hand, leg, arm, and mouth gestures are completely covered. Gestures and Body Language . . .
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Strategies for improving listening skills include paying attention to body language, focusing on word choice and listening to the tone of the words. Notice changes in the way a person speaks to improve listening skills with advice from a business management consultant in this free video on listening skills. . .
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Our daily life is full of unproductive habits and rituals that we execute – whether on a conscious or unconscious level. This makes us less efficient and productive than we could potentially be. . .
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The message from recruitment agencies, employer surveys and the like is familiar, loud and clear: you must be an outstanding communicator if you want to get to the top of your profession. . .
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How do you start a casual, social conversation with an American co-worker? What kinds of topics are OK/not OK to talk about? How should I answer when someone asks, "How was your weekend?" . . .
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Nearly everyone all over the globe know that flashing the middle finger is meant as a huge insult to the recipient. However, many common hand gestures which are perfectly innocent in the US are in fact quite dangerous in other parts of the world! . . .
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In our media training workshops, our clients are usually shocked to learn how much they communicate with their body language – and how little they know about what their bodies are saying. They often joke that they wouldn’t want to play poker against me, since I’d be able to easily read whether or not they’re bluffing. I assure them that if that were true, I’d have retired by age 30 and would be relaxing on my private island hideaway by now. . .
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Some things should never be said. Here, how to avoid putting your foot in your mouth—and what to say instead. . .
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Business depends on communication, and communication is a two-way street. Not only do we need to develop the skill not just of making ourselves understood clearly and accurately, but we need to return the favor and put some effort into understanding the other person. . .
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There's power in consistency of communication. Every three or four weeks, a small number 10 envelope arrives in my mailbox at Stanford containing an 8 ½ by 14 newsletter entitled The Life of the Mind. It's the brainchild (sorry for the pun) of Dr. John Peterson who was one of my undergraduate professors and deans. It's typed on a typewriter (not a word processor), folded in quarters, and slipped in an envelope with a stamp. Its simplicity is its charm. Copies of other periodicals pile up around my office, but TLOTM (for short) always gets read. . .
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Imagine this: Seeking buy-in for your new product or process proposal at work, you pick on one raised hand around the conference table for a question. The person — whom you know has deep, specialized knowledge in his area — asks a detailed question. You have done your homework, and so you answer it using the specifics of the example he has used. . .
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You can feel the tension in the compressed smiles, quick nods and pointed questions at the annual Morgan Stanley Global Healthcare conference. Schedules are packed as the high-stakes finance crowd gathers to hear 20-minute rapid-fire talks by CEOs of start-ups and public companies who seek funding or favorable stock analysts' reports. Presenters speak fast, using complex medical and financial terms. . .
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The new field of social neuroscience shows that when two people talk face-to-face, their brains form an instant connection. Not so with life online. There's a "negativity bias" to emails. What you thought was a neutral message can be perceived as hostile by the recipient. . .
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Excerpts from a Charlie Rose interview of Bill Gates are analyzed from a body language perspective. Observations include Conversational-izing, Virtual Space, and Timelines. . .
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What does it take to connect with others so that our message stays with them? How can we frame our communication in a way that bypasses their built in perception filters and leaves a lasting impression? . . .
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What we see has a profound effect on what we do, how we feel, and who we are. Through experience and experimentation, we continually increase our understanding of the visual world and how we are influenced by it. Psychologist Albert Mehrabian demonstrated that 93% of communication is nonverbal. Research at 3M Corporation concluded that we process visuals 60,000 times faster than text. Further studies find that the human brain deciphers image elements simultaneously, while language is decoded in a linear, sequential manner taking more time to process. . .
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