Nonverbal communication in business

Written by Lee Hopkins

Continued from page 1

And every one ofrepparttar positions we placerepparttar 107970 various elements of our body in tells a story—a powerful, nonverbal story.

For example, stand upright, shoulders straight, head up and eyes facingrepparttar 107971 front. Wear a big smile. Notice how you 'feel' emotionally.

Now, slump your shoulders, look atrepparttar 107972 floor and slightly shuffle your feet. Again, take a note of your emotional state.

Noticerepparttar 107973 difference?

Your audience surely will, and react to you and your message accordingly.

A strong, upright, positive body posture not only helps you breath easier (good for helping to calm nerves!) but also transmits a message of authority, confidence, trust and power.

If you find yourself challenged to maintain such a posture, practice in front of a mirror, or better yet join a speaking club like Toastmasters International.

** Posture 2 The second type of 'posture' comes from your internal mental and emotional states.

You can have great body posture but without internal mental and emotional posture your words will sound hollow to your audience.

For example, a sleezy used car salesman at 'Dodgy Brothers Motors' might have great body posture and greet you with a firm handshake, a steady gaze and a friendly smile.

His body will start betraying his real, underlying intentions and you'll start to feel uncomfortable around him, even if you can't figure out why.

But, if a different used car salesman with a genuine desire to help you findrepparttar 107974 right car for you puts your needs before his own, then his words and actions will remain congruent (in harmony) with his underlying intentions and you will trust him, even though you might not be able to identify why.

I have met salesmen and women who don't actually makerepparttar 107975 money they claim to make in their 'fabulous business opportunity', and while their words are practiced and polished, and their body posture is 'perfect', their words ooze like honeyed poison from their lips and I remain unconvinced.

This second type of 'posture' is fundamentally tied to truth and honesty. It is about 'walkingrepparttar 107976 talk' and being who you say you are.

It's all about making sure that your words and your intentions are underpinned by truth and honesty. Because all of us, no matter how polished a presenter we might be, are atrepparttar 107977 mercy of our body and its ability to 'tellrepparttar 107978 truth' in spite of what our lips might utter. Nonverbal clues rule!

Written communication ~~~~~~~~~~~~~~~~~~~~~ I could spend a lifetime writing aboutrepparttar 107979 art of written communication.

There is an art (and also a science) that can be learnt with diligence and practice. To write too formally; to write too informally; to write too briefly; to write too lengthily...

My first suggestion would be to avail yourself of one ofrepparttar 107980 following three books, each of which is absolutely brilliant at giving yourepparttar 107981 skills and insights into effective business writing:

The Business Style Handbook: An A-to-Z Guide for Writing onrepparttar 107982 Job with Tips from Communications Experts atrepparttar 107983 Fortune 500 by Helen Cunningham and Brenda Greene

The Elements of Business Writing: A Guide to Writing Clear, Concise Letters, Memos, Reports, Proposals, and Other Business Documents by Gary Blake and Robert W. Bly

Effective Business Writing: Strategies, Suggestions and Examples by Maryann V. Piotrowski

From persuasive memos to complaint letters, sales letters to executive summaries -- these exceedingly useful guides help you to write clearly and in an appropriate format, style and tone. Each book has numerous examples that show how to overcome writer's block, organize messages for maximum impact, achieve an easy-to-read style, find an efficient writing system and much more.

But, if you want my personal recommendation... ...if you want to want to get hold and devour my personal best recommendation, then it's this book by Ken Evoy: Make Your Words Sell. "Stunning" isrepparttar 107984 only way to describe it! To grab your own copy go to

In conclusion... ~~~~~~~~~~~~~~~~ There are five key elements that can make or break your attempt at successful nonverbal business communication:

Eye contact Gestures Movement Posture, and Written communication

Nonverbal communication in a business setting requires not only recognition of these elements, but confidence in meeting their challenges.

Good luck!

When you match consumer psychology with effective communication styles you get a powerful combination. At Hopkins-Business- you can find the secrets to communication success. At Hopkins we show you how to communicate better for better business results.

Are You Sabotaging Your Career?

Written by Brent Filson

Continued from page 1

Here's a few thoughts onrepparttar third method. Generally speaking, humans learn in two ways: by acquiring intellectual understanding and through experience. In our schooling,repparttar 107969 former predominates, but it isrepparttar 107970 latter which is most powerful in terms of inducing a deep sharing of emotions and ideas; for our experiences, which can be life's teachings, often lead us to profound awareness and purposeful action.

Look back at your schooling. Was it your book learning or your experiences, your interactions with teachers and students, that you remember most? In most cases, your experiences maderepparttar 107971 most telling impressions upon you.

To transfer your motivation to others, use what I call my "defining moment" technique, which I describe fully in my book, DEFINING MOMENT: MOTIVATING PEOPLE TO TAKE ACTION.

In brief,repparttar 107972 technique is this: Put into sharp focus a particular experience of yours then communicate that focused experience torepparttar 107973 people by describingrepparttar 107974 physical facts that gave yourepparttar 107975 emotion.

Now, here'srepparttar 107976 secret torepparttar 107977 defining moment. That experience of yours must provide a lesson and that lesson is a solution torepparttar 107978 needs ofrepparttar 107979 people. Otherwise, they'll think you're just talking about yourself.

Forrepparttar 107980 defining moment to work (i.e., for it to transfer your motivation to them),repparttar 107981 experience must be about them. The experience happened to you, of course. But that experience becomes their experience whenrepparttar 107982 lesson it communicates is a solution to their needs.

(3) CAN YOU HAVE THE AUDIENCE TAKE RIGHT ACTION? Results don't happen unless people take action. After all, it's not what you say that's important in your leadership communications, it's whatrepparttar 107983 people do after you have had your say.

Yetrepparttar 107984 vast majority of leaders don't have a clue as to what action truly is.

They get people takingrepparttar 107985 wrong action atrepparttar 107986 wrong time inrepparttar 107987 wrong way forrepparttar 107988 wrong results.

A key reason for this failure is they don't know how to deliverrepparttar 107989 all-important "leadership talk Call-to-action".

"Call" comes from an Old English word meaning "to shout." A Call-to-Action is a "shout for action." Implicit inrepparttar 107990 concept is urgency and forcefulness. But most leaders don't deliverrepparttar 107991 most effective Calls-to-action because they make three errors regarding it.

First, they err by mistakingrepparttar 107992 Call-to-Action as an order. Withinrepparttar 107993 context of The Leadership Talk, a Call-to-action is not an order. Leaverepparttar 107994 order forrepparttar 107995 order leader.

Second, leaders err by mistakingrepparttar 107996 Call as theirs to give. The best Call-to-action is notrepparttar 107997 leader's to give. It'srepparttar 107998 people's to give. It'srepparttar 107999 people's to give to themselves. A true Call-to-action prompts people to motivate themselves to take action.

The most effective Call-to-action then is not fromrepparttar 108000 leader torepparttar 108001 people but fromrepparttar 108002 people torepparttar 108003 people themselves!

Third, they error by not priming their Call. There are two parts torepparttar 108004 Call-to-Action,repparttar 108005 primer andrepparttar 108006 Call itself. Most leaders omitrepparttar 108007 all-important primer.

The primer sets uprepparttar 108008 Call, which is to prompt people to motivate themselves to take action. You yourself controlrepparttar 108009 primer. The people controlrepparttar 108010 Call.

The primer/Call is critical because every leadership communication situation is in essence a problem situation. There isrepparttar 108011 problemrepparttar 108012 leader has. And there isrepparttar 108013 problemrepparttar 108014 people have. In many cases, they are two different problems. But leaders get into trouble regardingrepparttar 108015 Call-to-action when they think it's only one problem, mainly theirs.

For instance, a leader might be talking aboutrepparttar 108016 organization needing to be more productive. So,repparttar 108017 leader talks PRODUCTIVITY.

Onrepparttar 108018 other hand,repparttar 108019 people, hearing PRODUCTIVITY, think, YOU'RE GOING TO GIVE ME MORE WORK!

Ifrepparttar 108020 leader thinks that productivity isrepparttar 108021 people's problem and ignoresrepparttar 108022 "more work" aspect, h/she's Call-to-action will probably be a bust, resulting inrepparttar 108023 people avoiding committed action.

Let's applyrepparttar 108024 primer/Call dynamic torepparttar 108025 productivity case. The leader talks PRODUCTIVITY: but this time uses a PRIMER. The primer's purpose is to establish a "critical confluence" –repparttar 108026 union of your problem withrepparttar 108027 problem ofrepparttar 108028 people.

In this case,repparttar 108029 leader creates a critical confluence by couching productivity withinrepparttar 108030 framework of MORE MEANINGFUL WORK.



The actual Call is fromrepparttar 108031 people to themselves: LET'S INCREASE PRODUCTIVITY BY WORKING AT WHAT'S MEANINGFUL.

With that Call,repparttar 108032 leader moves from just getting average results (YOU MUST BE MORE PRODUCTIVE: i.e., you're going to solve MY problem) to getting great results (YOU COME UP WITH WAYS TO TIE PRODUCTIVITY INTO MEANINGFUL WORK: i.e., you're also going to solve your problem.) So, here's whatrepparttar 108033 leadership talk Call-to-action is truly about: It's not an order; it's best manifested whenrepparttar 108034 people give themselvesrepparttar 108035 Call; and it is always primed by your creatingrepparttar 108036 "critical confluence" -- they'll be solving their problem as well as yours.

The vast majority of leaders I've worked with are hampering their careers for one simple reason: They're giving presentations and speeches -- not leadership talks.

You have a great opportunity to turbo charge your career by recognizingrepparttar 108037 power of leadership talks. Before you give a leadership talk, ask three basic questions. Do you know whatrepparttar 108038 people need? Can you bring deep belief to what you're saying? Can you haverepparttar 108039 people takerepparttar 108040 right take action?

If you say "no" to any one of those questions you cannot give a leadership talk. Butrepparttar 108041 questions aren't meant to be stumbling blocks to your leadership but stepping stones. If you answer "no", work onrepparttar 108042 questions until you can say, "yes". In that way, you'll start gettingrepparttar 108043 right results inrepparttar 108044 right way on a consistent basis.

2004 © The Filson Leadership Group, Inc. All rights reserved.

The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He has worked with thousands of leaders worldwide during the past 20 years helping them achieve sizable increases in hard, measured results. Sign up for his free leadership ezine and get a free guide, "49 Ways To Turn Action Into Results," at

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