The Art of Making Small Talk - Part 2 of 2

Keep it going

How do you sustain a conversation that you have started with a new acquaintance? Here are seven tips

ONCE you have mastered the techniques discussed in yesterday’s article, initiating a conversation with a stranger is the easy part.

The hard part is to keep the conversation flowing.

How many times have you opened a conversation only to see it go nowhere and quickly fade away?

Make it easy for the other person to respond to your overtures. Here’s how:

1. Open questions

The easiest way to sustain a conversation is to ask open questions. Open questions are those that cannot be answered with a simple “Yes” or “No”. They invite responses that encourage further exchanges.

For example, asking: “Do you come here often?” is an unimaginative, closed question that will get you a “Yes” or “No” response.

A better question is: “What do you like best about this place?”

There are many possible responses to this question, and any of them could lead to an interesting conversation.

2. Follow-up questions

While open questions are better than closed questions in sustaining a conversation, closed questions are sometimes unavoidable. When you do get a “Yes” or “No” response, follow it up with another question.

By using follow-up questions, you can sustain a conversation that has stalled.

3. Elaborating

Once you get additional information with your follow-up question, you need to respond in kind. You cannot now give a “Yes” or “No” response without elaborating.

For example:

He: Do you come here often? (closed question)

She: Yes. (predictable response)

He: What do you like most about this place? (follow-up question)

She: The music here is really great! (unpredictable response)

He: Yes, it is. (undeveloped response, conversation stalls)

A better response would be:

He: Yes, I really like contemporary jazz. What do you like? (elaborated response, conversation continues and develops)

Elaborate your responses wherever possible to sustain the conversation.

If the conversation does stall, you can simply ask another follow-up question. Or you can link back to an earlier line of discussion and develop the conversation in that direction.

4. Reserve topics

You should have a few topics in mind to open the conversation, with some in reserve to sustain it.

It is not unusual for a casual conversation to quickly run its course, especially among new acquaintances. If this happens, bring out one of your reserve topics and continue.

You may have to do this several times. The purpose of your exchange is to make contact, find out a bit about the other person and develop rapport.

5. Say something about yourself

Another way to sustain a conversation is to disclose some interesting titbits about yourself.

Most people are very guarded about self-disclosure, especially with people they do not know well.

Self-disclosure often elicits a reciprocal response. If you give a bit, the other person will likely give a bit as well.

6. Showing interest

None of the above techniques for sustaining a conversation will work unless you show interest in what the other person is saying.

Most of this is done non-verbally by maintaining eye contact, nodding and paying attention.

There is also verbal prompting, such as “I see”, “Uh-huh” and “Tell me more”.

7. Closing a conversation

When you wish to close the conversation, strive to achieve closure rather than simply ceasing to speak once the conversation stalls.

How do you end on a high note?

Summarise key points or recapitulate the most interesting point of the conversation. This signals that the conversation is coming to a close, allowing a clean and comfortable break for both parties.

If your counterpart gave you some helpful information or was particularly gracious during your conversation, thank him for it. The thank-you can be explicit, or it may be implied by an appreciative comment. For example, you can say: “I enjoyed talking with you. Have a good evening.”

Throughout all three stages — initiating, sustaining and closing a conversation — remember these points:

• Smile, make eye contact, maintain an open and friendly posture and use body language effectively.
• Give your name, and make sure you get the other person’s name as well.
• Repeat his name and use it a few times during the conversation. This helps you to remember it, and it also helps develop rapport.
• Maintain an animated facial expression. This makes you appear more interesting and likable.

Small talk need not be intimidating. It is just a way to start a conversation and make contact with another person. When done well, it can lead to big talk!

– Straits Times/Asia News Network

Article by David Goldwich, author of the book, Why Did the Chicken Cross the Road?

The Art of Making Small Talk - Part 1 of 2

Talking to Strangers

If you find making small talk difficult, try these conversation techniques

IT CAN be uncomfortable to walk up to someone — especially a stranger — and begin a conversation.

A reluctance to initiate a conversation often stems from a lack of confidence. This is easy to remedy.

The key to confidence is preparation. Once you know the techniques for opening a conversation, you can do so with complete confidence. Here are some techniques to help you:

INITIATING A CONVERSATION

First, you need a topic. Most people who are reluctant to approach others simply do not think they have anything interesting to say.

Have a few safe topics in mind before making your overture. A glance at the newspaper headlines should provide you with several topics.

Another great source of topics for discussion is your immediate situation. You may have heard a million of these before: “Do you come here often?” or “So how do you know Richard?”

There is also the all-purpose standby: “Nice weather we’ve been having.”

These openers are not witty or interesting, but they do not have to be. No one expects to build a conversation around them. They are simply a way to open the door to a conversation.

Chances are the person on the receiving end of these mundane lines will appreciate your making the first move and will respond with sincerity.

One of the best opening approaches is a simple “Hi” or “Hello”.

When paired with a smile and spoken in a sincere and enthusiastic tone, this is all you need to make contact.

Of course, you will want the conversation to move forward, so have a few opening topics in mind.

The best conversation openers are:

● General. An opener that is too narrowly focused is unlikely to be effective. For example, suppose you are at an art exhibition and decide to approach a fellow visitor.

You could open with: “I really admire the artist’s use of colour and perspective. It gives an ethereal quality to his work.” But this may intimidate the person you wish to converse with. Unless he is an expert, the conversation will not go very far.

A more general approach will succeed. You could say: “This is an interesting exhibition, don’t you think so?” or “I’m not sure I understand what this piece is all about — do you have any idea?” These questions are general enough to elicit a response without alienating your target.

● Safe. “Safe” means not threatening, risky, judgmental or strongly opinionated. The old notion about avoiding sex, religion and politics is valid. Your target may love to debate controversial issues, but you do not know that yet.

Stick with safe and mainstream views in the early stages of communication.

● Positive. There are plenty of things to complain about. For many people, complaining is a guilty pleasure. But complaints and negative comments can bring people down.

For every negative statement you could make, there is also at least one positive statement.

Choose the positive statement and be regarded as upbeat and optimistic.

● Emphasise similarity. People like people who are like themselves. It follows that the best way to initiate a conversation is to make a statement that draws attention to something you have in common.

As suggested above, one area of similarity is your environment. The fact that you are both present in the same place at the same time means you have something in common.

The area of commonality may seem trivial but it provides a starting point for conversation.

Instead of offering your opinion, ask your new contact for his opinion. He will be flattered that you are interested and will be all the more eager to talk with you.

But if you do offer an opinion, keep it in the mainstream until you can safely determine that a more adventurous position will be entertained.

To sum it up, a conversation opener need not be interesting or original — its purpose is simply to make contact. And remember the old expression that a stranger is just a friend you haven’t met yet!

— Straits Times/Asia New Network

Part 2: Sustaining and closing a conversation

Article by David Goldwich, the author of the book, Why Did the Chicken Cross the Road? Lessons in Effective Communication.

Who’s Whom?

Make your correspondence more effective by customising it for your specific audience

YOU have done the necessary research, formulated a sensible proposal and even rewritten the final draft for your presentation at tomorrow’s staff meeting.

The only factor you failed to consider is one of the most important components of the communication process: knowing the “who” in “to whom it may concern”.

How many countless documents have crossed your desk that left you scratching your head with their redundant remarks, incomplete ideas or unclear instructions?

I call these “so-what” messages because your likely response to them is, “So what?”

Are you to write a report, hold a meeting, propose a solution or file the information for later use?

Whether it is a presentation to your peers, a memo to your staff or an e-mail message to an associate, it is not always what you say but how you connect to your audience that will determine the success of your messages.

KNOW YOUR AUDIENCE

Who is your audience? Are you communicating to an entire client organisation, an average-sized department or a few colleagues?

Are they decision makers, managers or those with veto power?

Is their relationship to you that of a supervisor, a peer or a subordinate?

More often than not, your reports, letters and memos will go through several people either for approval or general information.

When writing to a mixed audience, first rank readers in importance.

After you have pinpointed and ranked each reader or group of readers, give the most important readers their information first.

Knowing your audience will help you streamline your research, shape your key message, select the most appropriate details and adapt your words more appropriately.

KNOW THEIR CONCERNS

What are your readers’ interests? Part of knowing “to whom it may concern” involves knowing their concerns, biases and backgrounds.

Vocabularies, areas of expertise and even mindsets differ as you move across company hierarchies, as well as up and down them.

What is of little concern to a chief executive officer may hold greater interest to a sales manager and be of extreme importance to a marketing director.

Management will most likely be concerned with issues regarding profit projections, a project’s overall significance to the company, corporate image concerns and necessary steps in planning.

General professionals will be more concerned with the day-today issues, such as why a project is undertaken, how the research is carried out, how the policy will be re-evaluated and what specific part they play.

Specialists will be more interested in information required to do a specific job such as statistics, forms, flow charts, maps, formulas and other things generally included in the “fine print”.

Make your readers’ interests a priority, and you will grab and keep their attention.

How much do they already know about the subject?

Instead of reiterating the obvious, be sure you do not overload others with meaningless or repetitive details. But give enough background on the problem so they fully understand the situation.

While your primary audience may understand all the concepts and terms, your secondary readers may need more details because of their smaller degree of involvement.

Avoid using jargon for those readers outside your narrow field. You are only courting misunderstanding.

How much your readers know dictates what and how much extra information to include in which sections of your document.

STRUCTURE YOUR MESSAGE

So what is the answer to the dilemma when communicating with multiple readers who have varied interests, backgrounds and technical expertise? Structure.

Put your most important information to your most important reader up front. Lesserranking readers will need to read further to get the details they want.

HOW WILL THEY USE YOUR INFORMATION

Delivering a specific point in your document is your responsibility. Do you expect your readers to consider, discuss, act on, research or instruct others?

The answer to this question will help you decide whether to write, phone or meet face to face.

If your oral presentation or document is meant to keep them informed on new advances in their field, give a broad scope of the discovery and zero in on its significance for other projects and decisions.

If they are to use your information as the basis for a decision, present your case persuasively to win their cooperation.

Identify the “to whom it may concern” of your documents and oral presentations and customise your intentions and details accordingly. Clear intentions result in effective results.

— Source: Straits Times/Asia News Network

Article by Dianna Booher, keynote speaker, trainer and consultant on communication and life balance issues.

Communicate Better With The 5Cs

Use them to build strong business relationships and achieve greater success

SUCCESSFUL professionals are leaders who have mastered the art of effective communication. They are well-liked by colleagues — subordinates or superiors — and your company’s clients love them too.

You may think these individuals are blessed with a natural talent for speaking well — and maybe they are. But everything can be learned, including how to speak like a star.

Apply the five Cs of effective communication to enhance your relationships and get on the road to greater professional success.

1. ARTICULATE CLEARLY

If your listeners cannot understand what you are saying, your message will never be effective. The easiest way to instantly improve the clarity of your speech is to slow down.

When you get nervous or stressed, your rate of speaking often increases. And these are the times when calm eloquence and tact are most needed. Take a deep breath, slow down and speak clearly.

It is also important to formulate your thoughts in a clear manner so that other people can understand your message. Stick to your main point, be as concise as possible and back up your arguments with examples and stories that make sense to your listener.

2. SPEAK CLEARLY

Whether you like it or not, you will be judged on how you speak. Individuals with poor grammar and sloppy speech patterns are often viewed as being lazy, uneducated and even disrespectful.

Make proper speech a priority. Polish your grammatical skills and build a healthy vocabulary. Read as much as you can, and ask your friends, family or colleagues for help or join a grammar refresher course.

As our world becomes more global, just speaking English isn’t enough. You need to speak it really well.

3. BE CONSIDERATE

Even before you open your mouth, focus on being considerate towards everyone you meet. Make eye contact with people when they approach you. Have a good attitude and a winning smile.

Show that you care for others by asking questions and showing interest. Remember personal details that are important to them, and build a relationship that consists of more than just the work at hand.

Small talk is imperative for building rapport and stronger relationships in the workplace.

If you are considerate towards others, they will also treat you with care and respect.

4. GIVE COMPLIMENTS

In addition to being considerate, another way to build instant rapport is to give sincere compliments. Recognise those around you for a job well done. Show interest by congratulating others on their accomplishments.

If your colleague mentions that he finally finished that big project that you know he was slaving over for months, respond with a sincere “Great job!” or “Good for you!” Such remarks are always appreciated.

Keep in mind that compliments should be subtle and appropriate and the closeness of your relationship also determines how a compliment will be received.

Commenting on a colleague’s physical appearance, for example, may not be acceptable in the modern workplace, unless you are also very close friends outside of the office.

5. HAVE CONFIDENCE

A successful communicator is a confident communicator. It is hard to take someone who doesn’t seem to believe in his own words seriously.

Confidence does not just come from what you are saying, but also what you are vocalising — that is, the pace, pitch and volume of your voice.

A calm, steady voice always sounds stronger and more confident than a mousy squeak.

Your visual appearance can also exude confidence. Make sure you stand straight and make firm eye contact when you address other people.

Even the least confident individuals can “fake” a confident image simply by forcing themselves to do these two simple things.

— Source: Straits Times/Asia News Network

Article by Heather Hansen, a professional speech and language trainer, public speaker and voiceover artist.

Cut the Silence

When a business conversation grinds to a halt, ask leading questions to restart the dialogue

THERE is more to hearing than meets the ear. In this age of noise, more noise, and still more noise, perhaps the most confusing and misunderstood sound is the sound of silence.

Silence doesn’t mean a conversation is dead; it may have simply lost its direction. You can regain control of things by asking leading questions — those that penetrate the confusion and guide the conversation to a desired end.

1. BE MORE SPECIFIC

One of the most common reasons for silence is a lack of clarity in the words and phrases used. Generalities, clichés and unclear terms can disrupt the flow and content of your conversation.

Mark Twain said it well: “The difference between the right word and the nearly right word is the same as that between lightning and the lightning bug.”

Leading questions can help you nail down details and define terms. For example:
● “Does ‘as soon as possible’ mean you want those reports by the end of the week, by the end of the day or by noon?”
● “You said our representative was discourteous. Did he yell? Act disinterested? Ignore your comments?”

All of us have our own peculiar communication styles and mannerisms. Learn to recognise your own and those of others as you converse.

2. GET TO THE POINT

Conversations can digress into detours, and detours can take you far off the beaten path. Leading questions can steer you back on track.
● “Your primary concern is that everyone gets their input to you before next week’s staff meeting — is that right?”
● “Of all our products, which one do you think is the most feasible within your budget?”

Know where you’re going in a conversation and you’ll know when you get there. Keep a careful ear out for those things that distract rather than direct.

3. ELICIT FEEDBACK

The purpose of conversation is to exchange ideas and information in a giveand- take manner. Just as a tennis match is monotonous if only one contestant dominates, so it is with conversations. Some people don’t give any feedback; others give it, only insufficiently. Be alert and use leading questions to elicit the answers you’re seeking. For example:
● “What other comments do you have regarding the product’s reliability?”
● “In your opinion, which features interest you the most?” Get the feedback first and avoid the misunderstanding later.

4. REACH AN AGREEMENT

At times, nothing more is said because nothing more needs to be said. It is time to act and ask.
● “You probably want a matte finish, right?”
● “Being so displeased with your current service, don’t you want to consider another vendor?” There is a tendency to be gruff or pushy here. Don’t be. You simply want clear, specific action.

Silence is simply another form of communication, but it can speak louder than the most adamant protests. If your goal is to maximise these quiet opportunities and have clear, concise, and effective conversations, leading questions can get you there.

- Source: Straits Times/Asia News Network

Article by Dianna Booher, the author of 42 books, keynote speaker and trainer on communication and life-balance issues.

Listen Very Carefully

A good listener hears not just what is said, but also what is not said

EFFECTIVE listening is perhaps the most overlooked area of communication.

Most people have the misconception that they are good listeners just because they have a fair degree of auditory acuity.

The Chinese word for “listen”, ting, as written in the classical style, comprises six separate ideographs representing ear, king, 10 eyes and one heart.

This suggests the emphasis that you should place on listening. Besides using your ears, you should listen with your heart, watch very carefully for non-verbal signals and treat the speaker like a king.

How do you listen?

People listen at different levels of involvement depending on their skills, abilities and even moods.

Here are some types of listening:

• In-and-out listening: The in-and-out listener is preoccupied with his own thoughts, problems and daydreams.
  
  He may be idly waiting for his chance to respond. His attention phases in and out.
  
  Unfortunately, this is the most common type of listening – most people listen at this level most of the time.



• Literal listening: The literal listener pays careful attention to the words being spoken and thus truly believes he is getting the full meaning of the message.
  
  At first glance, literal listening appears to be good listening. The literal listener’s emotional detachment seems to indicate objectivity.
  
  But the literal listener overlooks the fact that the meaning of the message is in the person rather than the words.
  
  By focusing on the words, the literal listener often misses the feeling behind the words.
  
  While literal listening is preferable to in-and-out listening, it is still well below where you want to be.



• Empathetic listening: This is the highest form of listening. The empathetic listener focuses on the complete message – the content as well as the underlying emotions, non-verbal signals and hidden meanings.
  
  The empathetic listener is neutral and does not judge or criticise.
  
  He is fully engaged and truly seeks to understand the speaker’s point of view. He is responsive and provides feedback and encouragement to the speaker.
  
  Empathetic listening requires patience, genuine concern for the other person and energy.

Lend an ear

Here is how you can develop the skills to become an empathetic listener:

1. Make eye contact.
This lets the speaker know you are paying attention. Bear in mind that a piercing stare will make most speakers uncomfortable, so glance away briefly now and then.

2. Resist distractions.
Focus exclusively on the speaker.

3. Display appropriate facial expressions.
Usually, this means a smile, but not always. Let the tone of the conversation guide you. People respond more favourably when your face registers the correct emotion.

4. Be interested in the other party and his needs.
People love attention and recognition. Give it to them, and they will rate you highly as a listener as well as a friend, colleague and human being.

Use appropriate body language and gestures to show attentiveness and empathy.

5. Do not change the subject prematurely.
Changing the subject suggests a lack of interest on your part.

6. Do not interrupt.
Let the speaker complete his sentences and have his say.

7. Ask questions.
Asking questions is an excellent way to elicit information, confirm understanding and sustain and guide the discussion.

8. Limit questions.
Asking too many questions disrupts the speaker’s train of thought and puts him on the defensive.

9. Acknowledge and encourage.
Use words and sounds of encouragement such as the occasional “I see”, “uh-huh”, “right”, “okay” and “hmmm” to show you are attending to the speaker.

You can also prompt the speaker non-verbally by nodding from time to time, leaning forward, raising your eyebrows and so on.

10. Paraphrase and summarise.
Repeat the speaker’s message in your own words to show that you understand his intention, and allow him the opportunity to clarify his message if you do not fully understand it.

11. Keep an open mind.
Try to see the speaker’s point of view, even if you do not agree with it.

12. Be objective.
Do not judge or criticise the speaker. Do not jump to conclusions or offer unwanted advice.

13. Read body language.
Look for the meaning behind the words, gestures and facial expressions.

14. Empathise.
Reflect the speaker’s feelings, even if you do not agree with what he is saying. You task is to listen and understand, not form opinions.

By implementing these techniques, your skill as a listener – and a communicator – will improve dramatically.

– Source: Straits Times/Asia News Network

Article by David Goldwich, an experienced trainer who specialises in communication and presentation skills, and the author of Why Did The Chicken Cross The Road? Lessons In Effective Communication.

How To Use Non Verbal Communication To Market Yourself

Everyone knows how important it is to speak confidently, say the right things and show interest when being interviewed or even at a meeting with clients. However, in addition to what you say, one must know that what you do also communicates volumes of information about who you really are.

Experts believe that a large part of communication occurs non-verbally. That means that even a smile on your face and the firmness of your handshake when you say, "Pleased to meet you," says more than your words alone.

It is to be remembered that once someone forms an impression, the tendency is to look for evidence confirming the original opinion and to ignore contradictory messages. That means if you have created a positive impression the first time around, people will focus on things that support that favorable impression. If, however, you have created a negative impression, you will have to work twice as hard to overcome that belief from the minds of those who have that negative impression.

Tips on How to Make a Positive Impression Non-Verbally

Remember that everything you do creates an impression:

• your facial expressions
• the "look in your eyes"
• your eye contact (or lack of it)
• your hand gestures
• your posture
• the way you comb your hair
  
• the clothes (even the shoes) you wear

Making an Entrance

The most important thing to remember in creating a presence is to believe that you belong where you are and have something of value to offer. A characteristic of successful people is that they naturally expect others to respond positively to them.

• When entering someone's office, do not poke your head in the door. Walk in confidently. (Knock first, if appropriate)
• Anticipating a negative reaction sets the stage for an unsuccessful meeting. Therefore, enter with more confidence and have a positive mindset
• A strong stride, a direct approach, an upright posture and a sense of energy are extremely important

Body Language

What you do with your body can support and enhance the message your words convey–or detract from it.

• Whether talking with one person or an auditorium full of people, maintain eye contact. Otherwise the person or crowd you are addressing will definitely show no interest to what you have to say
• Keep your facial expressions relaxed and friendly. The idea is to keep the listener interested and comfortable with you and what you have to say
• When standing, maintain a balance to your stance. Do not slouch, or lean on things when talking to people. Always maintain an upright posture
• Move purposefully; it shows confidence. Do not walk into a room for instance as though you are about to steal something or as though you do not belong there
• Let your hands fall to your side after using them and avoid crossing your arms, or holding your own hands either in front of you or behind your back

Shaking Hands

Handshakes are an important physical means of communicating. An immediate, firm, confident and friendly handshake helps establish a positive tone for a meeting and provides a non-verbal opportunity to establish yourself.

• Involve your entire hand in the handshake. Make eye contact; without it a handshake is half as effective
• Women should shake hands with each other just as readily as men. Never allow an important meeting to begin without a handshake. To do otherwise is to non-verbally discount yourself
• Some men think it is impolite to extend their hand to a woman for a handshake. A savvy businesswoman relaxes the uneasiness by extending her hand to a man right away.

Show Them You Care

To build strong office relationship, learn the five love languages for colleagues

As a facilitator of effective communication, I constantly look for ways to help people communicate better with others.

Gary Chapman, author of The Five Love Languages, writes about effective communication techniques for married couples and families.

These five fundamentals can also be used in your day-to-day communication with your colleagues to build better relationships with them.

1. Words of affirmation

People often go about doing their jobs with little feedback on their performance.

In fact, unless something goes wrong and they are hauled up for it, the good they do is taken for granted.

What happens? Eventually, they lose their self-esteem, and their confidence levels start to wither.

People need constant reminders of the good work they have done.

There are some managers who might say that employees are paid to do their job.

While this is undeniable, apart from pay, people generally look for social approval to motivate them to perform better.

This form of recognition should be part of an organisation’s strategy if it wants to develop its people and, more importantly, keep them.

Words of affirmation such as, “That was a great presentation” or “You did a great job in organising the department activity, thank you” do not cost anything.

But they are very valuable to the recipient.

Words of affirmation let people know that they are doing something right. They motivate people, give them a healthy self-esteem and build a communicative relationship between colleagues.

2. Quality time

Quality time is another important aspect of building effective relationships.

Very often, you may find yourself rushing through your work and even during your lunch breaks.

Many people do not spend enough time with their bosses and vice versa. Building a great relationship means getting to know other people so that you can support one another effectively.

People are social creatures and need to spend time with one another before they can build great teams.

Organisations are realising this and are investing more in team-building programmes and wellness initiatives.

These mass activities help people to get together so that they can interact and be part of the family within the organisation.

Creating the opportunity for colleagues to spend some quality time with one another is a way that organisations can engage their people.

If employees do not have an emotional attachment to the company, they will have little desire to contribute effectively to it.

3. Giving gifts

Like affirmative words, gifts tell the recipients that they are appreciated.

In a corporate environment, it is acceptable to show your appreciation of a colleague with an inexpensive but meaningful gift, for example, a bookmark with some personal words of gratitude, or a box of chocolates accompanied by a card of thanks.

Such gifts remind people that their efforts are noticed and appreciated. They lift the spirit and are great motivators too.

4. Acts of service

People love someone doing something for them. It gives satisfaction and appreciation, especially in a time of need.

Acts of service come in many shapes and sizes – from someone offering to clear the mailbox to buying lunches or even delivering a package on your behalf.

Doing a service for your colleague means going out of your way to help him. It tells him that you are on his side.

5. Touch

In an office environment, you naturally need to be very careful about this particular love language.

Touch, in this context, means giving colleagues a pat on the back to emphasise your appreciation of something they have done or to say “thank you”.

However, some people are very conservative, and you should respect their values and refrain from any physical gestures.

A light touch on the shoulders can represent your concern, empathy, support or even approval.

Studies have shown that children who are shown a lot of affection by their parents and family members have greater self-esteem when they grow up. Your colleagues may find a pat on the back motivating and a boost to their self-esteem too.

To each his own

The five languages of love for office colleagues are basic communication techniques to help build relationships.

Out of the five, there will be at least one primary language that works better for an individual.

Everyone has different needs. Some people appreciate words of affirmation more, while others prefer quality time.

You need to understand what works better for whom to build sustainable and strong working relationships with your colleagues.

– Source: Straits Times/Asia News Network

Article by Jason Wee, a consultant and career coach specialising in occupational behaviour.