types of managerial speeches in business communication

Business Study Notes

B.Com, M.Com. BBA & MBA Exam Study Online

What is a Business Speech? Discuss the Types of Business Speech

Business Speech: Every individual is familiar with the idea of a business speech that what is business speech, its purpose and its importance. When a person stands among a great number of people and starts delivering any kind of information, which may be or may not be useful for the audience, but mostly it is valuable, is called a speech.

A speech that is delivered in business for some specific purpose is known as business speech. This is also one way of Business Communication and the audience has to sit on a chair for a few hours while the speech is being delivered. The audience knows it very well that the speech must contain anything that will beneficial for them.

The main purpose of business speech is to inform the audience about any specific topic. It really possesses great value in the field of business. Generally, the entrepreneur has to deal with public or private speeches on a regular basis. So for a passionate business candidate, it is necessary to know the basic purpose and types of business speech.

Types of Business Speech

The following are three main types of business speech.

• Informative Speech/Speaking
• Persuasive Speech/Speaking
• Special Occasion Speech/Speaking

Let’s discuss them all below in detail.

Informative Business Speech

Informative business speech or speaking is such a speech that delivers any information to the audience that they don’t know before. In short, such speech, which comprises the purpose to deliver useful information to the audience is called informative speech. It can either be called as informative speaking.

Suppose that there is a professor in a class whose topic for the current day is to discuss the theory of relativity given by Albert Einstein . It seems confusing and hard to understand for a few students, but the fact is that the professor is delivering something informative.

Simply, conveying the information which is unknown to the audience is called informative speaking or speech. The following are known kinds of informative speech.

• Speeches about Objects

Speeches about the objects are those speeches that are about things that grab the attention of the senses of the audience, such as touch, taste, smell, see, or feel. Its main purpose is to speak about the sensory objects or the things that have physical shape. It can be about how various wildlife animals look, what is the smell of medicine or any favorite song.

• Speeches about Events

Those speeches that inform the audience about historical incidents or current occasions are called speeches about the event. For example, a new president of any country is delivering a speech on the oath-taking ceremony about future planning or events to be arranged, is a speech about the events.

• Speeches about Processes

The main purpose of the speeches about processes is to inform the audience about anything which is currently happening. The best example of the speech about the process is a cooking class where the audience is informed about how to cook the specific dish by following a process.

• Speeches about Concepts

Speeches that inform the audience about any concept such as the peace of the world, freedom of rights, or love, are called speeches about the concept. Through this kind of speech, the audience gets aware of the primary concept of any topic.

Persuasive Business Speech

The speech which is being delivered with the intention of convincing the audience to accept the particular opinion, viewpoint or fact and create influence on the audience to do anyhow, is called the persuasive business speech or persuasive speaking.

Suppose that the four friends are having a debate about global warming, each friend is trying to persuade others for following the given point of view; this can be called as a persuasive speech. Same as informative speech, it can be said as persuasive speaking.

In short, the speech which influences the listeners to follow a certain idea is called a persuasive speech. The persuasive speech comprises three kinds, which are defined briefly below.

• Factual Persuasive Speech

The Factual Persuasive Speech is such a speech that is behind concrete proof about the certainty of anything that had happened. The main purpose of this speech is to persuade the listeners whether the certain thing happened or not, exists or doesn’t exist.  

Suppose that a student is giving a speech about the first man, who landed on the surface of the moon. Nobody knows whether it did happen or not, yet it possesses concrete proof.

• Value Persuasive Speech

A Value Persuasive Speech is such a speech that tells the audience about anything, whether it is wrong or right. Its basic purpose is to challenge the ethical or moral aspect of a certain issue. For example, anyone is giving a speech about capital punishment, whether it is moral or immoral, right or wrong, done or prevented; this speech is a value persuasive speech.

• Policy Persuasive Speech

The speech, which is given to persuade the audience for either following a policy or rejecting it, is known as a Policy Persuasive Speech. Not just a policy, but speech about accepting or rejecting a rule or a candidate is also a policy persuasive speech.

Suppose that the president of a country is not satisfied with the present foreign policy and wants to change it. The president goes to give a speech to higher authorities for convincing them to change the current foreign policy and support the new policy; this speech is a policy persuasive speech.

Special Occasion Business Speech

Everyone intentionally or unintentionally, knowingly or unknowingly becomes part of at least one special occasion business speech in the whole life span. When a person is asked to say a few words on the best friend’s wedding, parent’s anniversary, boss’s promotion or funeral of any relative, this is called the special occasion speaking or special occasion speech.

Usually, this kind of speech is delivered to show respect and kindness for a person or a special event. A range of entertaining speeches also comes under the category of special occasion speech. The basic purpose of the speech is to point out the importance of a specific person/event.

Most of the special occasion speeches are delivered on common occasions such as gathering in bar, award ceremonies, political events, weddings and so on. Sometimes, the special speech happens suddenly when the speaker is asked to say a few words about the event/person.

There are hundreds of events that are a part of a person’s daily life. Every special occasion requires at least one person to deliver the speech. To make it very convenient, special occasion speech is divided into four parts.

• Ceremonial Speech

Ceremonial Speeches are those speeches that are given during any ceremony or ritual. These ceremonies possess special importance and require a specific person for delivering an effective speech. Making it to the point and easy to understand for everyone, ceremonial speech is divided into eight parts that include introductions, acceptances, presentations, dedications, roasts, toasts, farewell and eulogies. Below, each part is defined briefly.

• Speech of Introduction

Speech of Introduction is the most common and very first part of ceremonial speech. The primary purpose of the speaker in these speeches is to introduce himself/herself or another speaker in a ceremony. Generally, it is also termed as mini-speech, because it takes only a few minutes to introduce anyone.

Suppose that a person stands up in a gathering and informs the audience that Mr. Smith is going to deliver a speech about Global Warming. In such a case, there will not be any impact of introduction on the audience, because the introduction only contains name and topic, nothing else.

The proper introduction speech covers a few factors such as the introduction, body and eventually the conclusion.

• Speech of Presentation

The speech of presentation is given to accompany any award or honor. This is the second type of ceremonial speech. Presentation speeches can be as simple as giving a short introduction of a person as “This is Mr. Smith, who has won the Effective Public Speaker Award”. Before delivering a presentation speech, it is necessary to decide how long time it should take.

• Speech of Acceptance

Actually, the speech of acceptance is a complement to the speech of presentation. It is delivered by the person who has won a prize or honor. These speeches also require a few sentences to define the primary purpose as “Mr. Smith is happy to receive the Effective Public Speaker Award and would like to thank the company”.

While on the other hand, these speeches can also be delivered at the beginning of a specific presentation or video as many singers give a speech at the beginning of a song.

• Speech of Dedication

Speech of dedication is delivered at the inauguration ceremony of anything such as the opening of a new store, naming a building after someone, placing of a memorial on the wall, completion of a new library and so on. The basic purpose of delivering the speech of dedication is to highlight the importance of any project or dedicate it after any important person.

Suppose that uncle of Mr. Smith has passed away and contributed a massive amount to a school, so the school decides to dedicate one of the living or educational areas after the name of Smith’s uncle and Mr. Smith is asked to give a dedication speech.

Everyone is asked to deliver a toast at least once in life. A toast is a speech that is delivered with the purpose of appreciating or congratulating or remembering someone’s achievements. Usually, for congratulating someone about getting a new job or giving honor or celebrating a marriage, the toast is delivered.

While on the other hand, toasts can also be delivered for appreciating someone’s achievements. Finally, a toast is delivered for remembering someone’s accomplishments.

The roast speeches are very exciting as well as peculiar because their primary purpose is to either praise a person who is being honored or insult in a good-natured manner. Mostly, a roast is given in the final moment of a dinner party arranged in the honor of someone’s achievements.

Before defining the purpose of delivering eulogy speeches, there should be a little of what a eulogy is. The speech which is given in the honor of a person who has died is called the eulogy. The eulogy does not mean elegy, which is a song of mourning.

No one is allowed to deliver eulogies in the entire life span unless he is a priest, minister, imam, rabbi or other religious position of leadership.

• Speech of Farewell

A speech of farewell is delivered to simply say good-bye to one part of the life when moving to the next part. Mostly, the speech of farewell is delivered at the farewell party of a person. When leaving the current job and getting a new job or moving ahead from graduate to the next level; this is the perfect time for a speech of farewell.

• Inspirational Speech

Inspirational speeches are those speeches that provoke the emotions of the audience. At some point, an inspirational speech can also be a ceremonial speech. There are two types of inspirational speeches, i.e. goodwill speech and the speech of commencements.

• Goodwill Speeches

Goodwill Speeches are delivered to change the perception of the audience in favor of an organization or a person. In short, it is an attempt to create a view of the audience more favorable for a person/company. Goodwill Speech can be both informative and persuasive by nature.

It delivers information and makes the audience approve of one’s opinion. The fact is that a goodwill speech is delivered on a specific event or gathering. The following are three main kinds of Goodwill Speeches i.e. Public Relations Speech, Justification Speech, and an Apology Speech.

• Public Relations Speech

The main purpose of delivering public relations speech is to enhance the reputation of an organization or a person. The speaker tries to convince the audience to accept what is being heard.

• Justification Speech

The speech of justification is given when someone tries to defend what made a person to take such critical actions. Mostly, the speaker is already in worse behavior when delivering a justification speech and tells the audience the reason for obtaining such behavior.

• Apology Speech

Every individual is familiar with the idea of Apology Speech. When an actor, singer, politician, musician, professional athlete, or celebrity gets caught doing something inappropriate, then he/she decides to apologize for making such a mess. This is called an Apology Speech.

• Speech of Commencements

Speech of Commencement happens when celebrating the unique achievement of any person. Mostly, this type of business speech is delivered when a person gets graduation from school. At some point in life, every individual has gone through a speech of commencement.

Hello everyone! This is Richard Daniels, a full-time passionate researcher & blogger. He holds a Ph.D. degree in Economics. He loves to write about economics, e-commerce, and business-related topics for students to assist them in their studies. That's the sole purpose of Business Study Notes . Love my efforts? Don't forget to share this blog.

Related Posts:

Privacy Overview

Researched by Consultants from Top-Tier Management Companies

Powerpoint Templates

Icon Bundle

Kpi Dashboard

Professional

Business Plans

Swot Analysis

Gantt Chart

Business Proposal

Marketing Plan

Project Management

Business Case

Business Model

Cyber Security

Business PPT

Digital Marketing

Digital Transformation

Human Resources

Product Management

Artificial Intelligence

Company Profile

Acknowledgement PPT

PPT Presentation

Reports Brochures

One Page Pitch

Interview PPT

All Categories

Effective Business Speaking: A Guide to Managerial Communication

Lakshya Khurana

“What’s keeping you busy today?,” asks your boss. The professional tone of these five words compels the listener to answer in a positive, direct tone.

Compare this question to “What have you done today?”. Both questions convey the same message, but get dramatically different responses, as you may well imagine. Speaking then becomes a key art and science when used as a tool of business communication ato get the desired results.

In this blog, we will share how you can also become effective speakers to ensure three things:

• Your words are task-oriented and leave no room for ambiguity; in this module, you will learn that this can be done in a pleasant way and without the need to raise your voice.
• Prevent conflicts at the workplace through to-the-point conversations and weighing your words before putting these out in the public domain.
• Learn about the way your body language speaks, and can completely contradict your spoken words. Remember that in case of such a scenario, communication will happen based on your nonverbal cues. This will be explored in my next blog in this series of articles on business communication.

So You Think You Can Talk?

“Well, I know how to TALK !”. This sentiment dominates your trainees’ thoughts as they wonder about what will training on SPEAKING do for them.

What does speaking signify in the context of a business, and what is its importance? We answer these questions in these slides to improve speaking skills and build a solid foundation.

Click here to get access to our training module

Our Comprehensive Training Module on Speaking in Business Communication brings you the knowledge and resources you need to hone spoken communication among your employees, senior managers, and others. Remember, speaking in a business context is a skill that needs conscious, mindful work.

Elements of Speaking

With a new understanding of Speaking in a business environment, we begin dissecting the elements of speech. Trainees learn the components that makes speaking a joy to both the speaker and the listener.

Which words and nonverbal practices lend a positive tone to your speech, and which ones leave a negative impression on the audience? This section aims to teach trainees how to speak clearly, concisely, and positively.

We end this session with an introspective exercise and introduce trainees to the four types of speech and the nature of their classification on the basis of the purpose served.

Components of Speaking

At this stage, trainees are familiarized with the opportunities where speaking serves as a key asset in their professional life. Such opportunities are presentations, public speaking, and meetings.

In our comprehensive course, we discuss each of the four in detail and see how each is different and similar. The aim is to make you the complete, confident speaker that you long for and deserve to become.

Of these variations, public speaking is the hardest. We employ a group activity to improve this skill by providing a safe environment to ensure trainees can get rid of their stage fright.

We end with an activity to improve public speaking. This time, we use feedback as the key tool.

Techniques of Effective Speaking

Effective Speaking is essential to maintain a positive work environment. Let’s learn the techniques to implement that will achieve this for us.

In this part of the module, we go through methods to turn your trainees into orators. We learn how to focus on the audience and involve them in our speech, how to frame our talk, and more.

Download our training module to implement these techniques in your company.

We close this section with Chinese whispers, aka the telephone game, a fun way to test out your speaking skills.

Generating a Positive Approach to Work Through Speaking

Starting with the PVLEGS (that starts with pose and ends with Speed) framework, the trainer will coach the trainees in making a call to clients in this module. Scheduling the call, preparations before making it, and closing it cordially are just some examples of what you can take away from these slides. Remember, speaking on the phone is also a key etiquette that makes a significant difference to your standing at the workplace. Often, employees take phone calls as a diversion from work; this is simply not true in today’s hyper-connected world.

The trainee can close this module with an encouragement to trainees to choose a person they trust who will monitor their speaking and help them make corrections.

In the next smallish module, we introduce barriers to communication that hinder speech. They may be external, internal, nonverbal, etc. Trainees must learn to recognize these barriers and practice how to customize a workaround for each of these.

Tongue Twisters

Say them once, say them twice, and say them five times, fast! Have fun with tongue twisters to understand the tricky parts of speaking with a nostalgic activity from your childhood.

As the training comes near its end game, we wind up things with a recap of the things learnt. The trainer is encouraged to open the floor to discuss common questions and concerns of your trainees.

Once everyone has expressed their concerns and cleared their queries, finish with a flourish. Evaluate the training’s effectiveness with the circulation of a form with three to four questions that seek trainees’ responses on aspects of the training they liked and things that they feel could do with a bit of improvement.

Gain access to our full Comprehensive Training Curriculum On Business Communication by clicking here.

FAQs on Speaking in Business Communication

Why is speaking important in business communication?

Speaking is important in business communication as it allows you to:

• Share information quickly and effectively. When you speak, you can convey your message more clearly than if you were to write it out. This is critical when conveying complicated or technical information.
• Build relationships with others. When you speak, you can connect with others on a more personal level. This can help build trust and rapport, which are essential in any business relationship.
• Express your personality and make a good impression. When you communicate well, you come across as confident and competent, which can help you win clients and customers.

How do you speak in a business setting?

There are a few things to keep in mind when speaking in a business setting:

- Use formal language. Avoid using slang or colloquial terms.

- Be clear and concise. Get to the point quickly and avoid rambling.

- Be polite and respectful. Avoid being confrontational or argumentative.

- Speak at a conversational volume. Avoid speaking too loudly or too softly.

- Make eye contact. This shows that you are engaged in the conversation.

- Use facial expressions and gestures. This can help to convey your message in a more accurate and effective manner.

How is public speaking used in business?

When used effectively, public speaking can be a powerful tool in business. It can help build relationships, promote products or services, and deliver information in a clear and persuasive way. Public speaking can also be used to train employees or to deliver a keynote speech at a conference.

When planning a business presentation, it is important to consider the audience, the purpose of the presentation, and the desired outcome. By taking the time to prepare and practice, you can deliver a successful, goal-achieving business presentation.

How can I speak better professionally?

One of the best ways to improve your professional speaking skills is to practice in front of a mirror. This will help you become more aware of your body language and expressions and allow you to make necessary adjustments. Additionally, try recording yourself so that you can listen back and assess your delivery, pitch, and emotion.

It’s also important to be clear and concise in the workplace. This means using simple language and avoiding filler words like “um” or “like.” Instead, take a pause if you need to gather your thoughts.

Finally, be sure to make eye contact with your audience. If you are serious and want to create an impact, learn the technique puppeteers use to project their voices to every corner of a large hall. This is known as ventriloquism.

What are the seven sins of public speaking?

Following are the seven grave sins of public speaking:

• Avoid gossip at all costs.
• Make sure your tone is always positive.
• Be authentic in what you say. Avoid exaggeration like the plague.
• Speak purposefully and not to arouse an emotional reaction.
• Avoid guessing, and learn to say “I don’t know” in a respectful tone.
• Don’t fall into the trap of sounding more knowledgeable than you are.
• Do not underestimate the importance of practice in public speaking. Once you reach a minimum threshold of practice, it comes naturally, much like driving a car.

Related posts:

• Top 10 Google Slides Templates For Teachers To Inspire
• Top 10 Education Google Slides Templates To Enlighten Minds
• 10 Tips to Keep Students Engaged in an Online Classroom Setting (Top 10 Education Templates Included)

Business Communication: A Guide to Writing Professionally

Liked this blog please recommend us.

Importance of Listening in Business Communication (Free PDF Attached)

This form is protected by reCAPTCHA - the Google Privacy Policy and Terms of Service apply.

Digital revolution powerpoint presentation slides

Sales funnel results presentation layouts

3d men joinning circular jigsaw puzzles ppt graphics icons

Business Strategic Planning Template For Organizations Powerpoint Presentation Slides

Future plan powerpoint template slide

Project Management Team Powerpoint Presentation Slides

Brand marketing powerpoint presentation slides

Launching a new service powerpoint presentation with slides go to market

Agenda powerpoint slide show

Four key metrics donut chart with percentage

Engineering and technology ppt inspiration example introduction continuous process improvement

Meet our team representing in circular format

16.1 The Process of Managerial Communication

• Understand and describe the communication process.

Interpersonal communication is an important part of being an effective manager:

• It influences the opinions, attitude, motivation, and behaviors of others.
• It expresses our feelings, emotions, and intentions to others.
• It is the vehicle for providing, receiving, and exchanging information regarding events or issues that concern us.
• It reinforces the formal structure of the organization by such means as making use of formal channels of communication.

Interpersonal communication allows employees at all levels of an organization to interact with others, to secure desired results, to request or extend assistance, and to make use of and reinforce the formal design of the organization. These purposes serve not only the individuals involved, but the larger goal of improving the quality of organizational effectiveness.

The model that we present here is an oversimplification of what really happens in communication, but this model will be useful in creating a diagram to be used to discuss the topic. Exhibit 16.2 illustrates a simple communication episode where a communicator encodes a message and a receiver decodes the message. 1

Encoding and Decoding

Two important aspects of this model are encoding and decoding . Encoding is the process by which individuals initiating the communication translate their ideas into a systematic set of symbols (language), either written or spoken. Encoding is influenced by the sender’s previous experiences with the topic or issue, her emotional state at the time of the message, the importance of the message, and the people involved. Decoding is the process by which the recipient of the message interprets it. The receiver attaches meaning to the message and tries to uncover its underlying intent. Decoding is also influenced by the receiver’s previous experiences and frame of reference at the time of receiving the message.

Several types of feedback can occur after a message is sent from the communicator to the receiver. Feedback can be viewed as the last step in completing a communication episode and may take several forms, such as a verbal response, a nod of the head, a response asking for more information, or no response at all. As with the initial message, the response also involves encoding, medium, and decoding.

There are three basic types of feedback that occur in communication. 2 These are informational, corrective, and reinforcing. In informational feedback, the receiver provides nonevaluative information to the communicator. An example is the level of inventory at the end of the month. In corrective feedback, the receiver responds by challenging the original message. The receiver might respond that it is not their responsibility to monitor inventory. In reinforcing feedback, the receiver communicated that they have clearly received the message and its intentions. For instance, the grade that you receive on a term paper (either positive or negative) is reinforcing feedback on your term paper (your original communication).

There is, however, a variety of ways that the intended message can get distorted. Factors that distort message clarity are noise . Noise can occur at any point along the model shown in Exhibit 16.2 , including the decoding process. For example, a manager might be under pressure and issue a directive, “I want this job completed today, and I don’t care what it costs,” when the manager does care what it costs.

Concept Check

• Describe the communication process.
• Why is feedback a critical part of the communication process?
• What are some things that managers can do to reduce noise in communication?

As an Amazon Associate we earn from qualifying purchases.

This book may not be used in the training of large language models or otherwise be ingested into large language models or generative AI offerings without OpenStax's permission.

Want to cite, share, or modify this book? This book uses the Creative Commons Attribution License and you must attribute OpenStax.

Access for free at https://openstax.org/books/principles-management/pages/1-introduction

• Authors: David S. Bright, Anastasia H. Cortes
• Publisher/website: OpenStax
• Book title: Principles of Management
• Publication date: Mar 20, 2019
• Location: Houston, Texas
• Book URL: https://openstax.org/books/principles-management/pages/1-introduction
• Section URL: https://openstax.org/books/principles-management/pages/16-1-the-process-of-managerial-communication

© Jan 9, 2024 OpenStax. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution License . The OpenStax name, OpenStax logo, OpenStax book covers, OpenStax CNX name, and OpenStax CNX logo are not subject to the Creative Commons license and may not be reproduced without the prior and express written consent of Rice University.

Business Speech: Types with Examples, Informative, Special, Persuasive

Good presentation and speaking habits may be considered soft skills in the workplace or in any type of organization. Today in this article, we have shared what is business speech and how many types of business speeches are there.

Anybody can relate to all these types of business speech because these all are equally important in social life as well. So let’s start our topic with the basics of business speech.

► What is Business Speech?

Speech refers to that action when a person stands among a great number of people and starts delivering any kind of information or statement. It may be or may not be useful for the whole audience but most of the time it is valuable for them.

A speech that is delivered in the workplace or in any business organization for some specific purpose is known as Business Speech.

This is one of the forms of Business Communication and the audience has to sit quietly while the speech is being delivered. Most of the time audience knows very well that the speech must contain anything that will be beneficial for them.

► Types of Business Speech:

There are mainly three types of speech that are as follow;

• Informative Speech
• Persuasive Speech
• Special Occasion Speech

◉ Informative Speech

Informative business speech can be defined as speech that comprises the purpose to deliver useful information to the audience.

For Example  – In any organization, an Executive Coach or Trainer speaking about the new trends in the market to his trainees. It can be hard to understand for few trainees, but the fact is that he is delivering something informative that is beneficial for them.

Informative Speech is further divided into four types;

• Speeches about Objects
• Speeches about Events
• Speeches about Processes
• Speeches about Concepts

The following are known kinds of informative speech.

✔ Speeches about Objects :

It can be about any object related to that particular organization where the speech is being delivered.

For Example  – how various wildlife animals look, what is the smell of medicine, information about any product.

✔ Speeches about Events :

Those speeches that inform the audience about any events like historical incidents or about any situations are called speeches about the event.

For Example  – New President’s speech about future goals after the oath-taking ceremony.

✔ Speeches about Processes :

The main purpose of this type of informative speech is to inform the audience about anything which is currently happening or about how to do any particular task or work.

For Example  – a Yoga teacher explaining how to perform specific yoga poses.

✔ Speeches about Concepts :

Speeches about concepts are those speeches that inform the audience about any concept such as the peace of the world, freedom of rights, or love, fundamentals of any study topic.

For Example – a Science teacher explains Einstein’s theory of general relativity to his students in the class.

Must Read : Skills of HR Manager

◉ Persuasive Speech

Persuasive Speech refers to those speeches where the intention of the speech is to convince the audience to accept the particular opinion or fact and create influence on the audience to do anyhow.

In short, the speech which influences the listeners or audience to follow a certain idea is called a persuasive speech.

Persuasive speech is also an informative speech. because here speaker gives information in a lucrative manner to influence others.

For Example  –  in any debate, every person is try to persuade others to follow their given point of view. It is a form of persuasive speech.

In another example, During the advertising and promotional functions of any business, the sales manager or speaker uses his persuasion skills to influence the audience. Here the main purpose of speech is to change the thinking, beliefs, or behaviors of the audience towards his product.

Persuasive speech can be divided into three types that are as follows:

• Factual Persuasive Speech
• Value Persuasive Speech
• Policy Persuasive Speech

✔ Factual Persuasive Speech:

The Factual Persuasive Speech is such a speech that contains facts and it is based on a concrete proof about the certainty of anything that had happened.

The main purpose of this factual persuasive speech is to persuade the listeners whether the certain thing happened or not, exists or doesn’t exist.

For Example – If a student is giving a speech about the first man, who landed on the surface of the Moon. Nobody in the class knows whether it did happen or not, yet it possesses concrete proof.

✔ Value Persuasive Speech:

A Value Persuasive Speech is such a speech that tells the listeners about anything, whether it is wrong or right. The purpose of this speech is to challenge the ethical or moral aspects of a certain issue.

For Example –  If someone is giving a speech about capital punishment, whether it is moral or immoral, right or wrong, done or prevented. this type of speech is a value persuasive speech.

✔ Policy Persuasive Speech:

The policy persuasive speech refers to that speech where the speaker is trying to persuade the audience to either following a policy or rejecting it. It is not limited to just a policy, but it can be about accepting or rejecting a rule or a candidate is also a policy persuasive speech.

For Example – Suppose If the President of a country is not satisfied with the present foreign policy and wants to change it. The president gives a speech to higher authorities for convincing them to change the current foreign policy and support the new policy then it is known as policy persuasive speech.

Must Read : Types of Communication

◉ Special Occasion Speech:

Special Occasion speech refers to that speech which is given on the special occasion like;  A speech of farewell allows someone to say good-bye to one part of his or her life as he or she is moving on to the next part of life. Maybe you’ve accepted a new job and are leaving your current job.

Special occasion business speech is something which anyone can face at some point in their lives.

For example –  If your company won an award of the year for excellence. And you are receiving that award on the behalf of your company. The speech given by you after getting the award can be considered as a special occasion business speech.

In another example, If you are getting retirement from your job and want to thank your subordinates, superiors, and top management at the farewell party.

Related Posts

FA Syllabus in MBA – UTU Dehradun

PPM Syllabus in MBA

Leave a comment cancel reply.

Your email address will not be published. Required fields are marked *

Save my name, email, and website in this browser for the next time I comment.

Want to create or adapt books like this? Learn more about how Pressbooks supports open publishing practices.

12.3 Speaking in Business Settings

Learning objectives.

• Employ audience analysis to adapt communication to supervisors, colleagues, employees, and clients.
• Explain the role of intercultural communication competence in intercultural business communication contexts.
• Identify strategies for handling question-and-answer periods.
• Identify strategies for effectively planning and delivering common business presentations, including briefings, reports, training, and meetings.

Most people’s goal for a college degree is to work in a desired career field. Many of you are probably working while taking this class and already have experience with speaking in business settings. As you advance in your career, and potentially change career paths as many Americans do now, the nature of your communication and the contexts in which you speak will change. Today’s workers must be able to adapt content, level of formality, and format to various audiences including the public, clients, and colleagues (Dannels, 2001). What counts as a good communicator for one audience and in one field may not in another. There is wide variety of research and resources related to business communication that cannot be included in this section. The International Association of Business Communicators is a good resource for people interested in a career in this area: http://www.iabc.com .

Adapt to Your Audience

Speaking in business settings requires adaptability as a communicator. Hopefully the skills that you are building to improve your communication competence by taking this class will enable you to be adaptable and successful. The following suggestions for adapting to your audience are based on general characteristics; therefore expect variations and exceptions. A competent communicator can use categories and strategies like these as a starting point but must always monitor the communication taking place and adapt as needed. In many cases, you may have a diverse audience with supervisors, colleagues, and employees, in which case you would need to employ multiple strategies for effective business communication.

Even though much of the day-to-day communication within organizations is written in the form of memos, e-mails, and reports, oral communication has an important place. The increase in documentation is related to an epidemic of poor listening. Many people can’t or don’t try to retain information they receive aurally, while written communication provides a record and proof that all the required and detailed information was conveyed. An increase in written communication adds time and costs that oral communication doesn’t. Writing and reading are slower forms of communication than speaking, and face-to-face speaking uses more human senses, allows for feedback and clarification, and helps establish relationships (Nichols & Stevens, 1999).

Much communication in the workplace is written for the sake of documentation. Oral communication, however, is often more efficient if people practice good listening skills.

Queen’s University – Alumn i Volunteer Summit – CC BY-NC-ND 2.0.

It’s important to remember that many people do not practice good listening skills and that being understood contributes to effectiveness and success. You obviously can’t make someone listen better or require him or her to listen actively, but you can strive to make your communication more listenable and digestible for various audiences.

Speaking to Executives/Supervisors

Upward communication includes speeches, proposals, or briefings that are directed at audience members who hold higher positions in the organizational hierarchy than the sender. Upward communication is usually the most lacking within an organization, so it is important to take advantage of the opportunity and use it to your advantage (Nichols & Stevens, 1999). These messages usually function to inform supervisors about the status or results of projects and provide suggestions for improvement, which can help people feel included in the organizational process and lead to an increased understanding and acceptance of management decisions (Adler & Elmhorst, 2005). So how do we adapt messages for upward communication?

The “executive summary” emerged from the fact that executives have tightly scheduled days and prefer concise, relevant information. Executive summaries are usually produced in written form but must also be conveyed orally. You should build some repetition and redundancy into an oral presentation of an executive summary, but you do not need such repetition in the written version. This allows you to emphasize a main idea while leaving some of the supporting facts out of an oral presentation. If an executive or supervisor leaves a presentation with a clear understanding of the main idea, the supporting material and facts will be meaningful when they are reviewed later. However, leaving a presentation with facts but not the main idea may result in the need for another presentation or briefing, which costs an organization time and money. Even when such a misunderstanding is due to the executives’ poor listening skills, it will likely be you who is blamed.

Employees want to be seen as competent, and demonstrating oral communication skills is a good way to be noticed and show off your technical and professional abilities (Bartolome, 1999). Presentations are “high-visibility tasks” that establish a person’s credibility when performed well (Weinholdt, 2006). Don’t take advantage of this visibility to the point that you perform only for the boss or focus on him or her at the expense of other people in the audience. Do, however, tailor your message to the “language of executives.” Executives and supervisors often have a more macro perspective of an organization and may be concerned with how day-to-day tasks match with the mission and vision of the organization. So making this connection explicit in your presentation can help make your presentation stand out.

Be aware of the organizational hierarchy and territory when speaking to executives and supervisors. Steering into terrain that is under someone else’s purview can get you in trouble if that person guards his or her territory (McCaskey, 1999). For example, making a suggestion about marketing during a presentation about human resources can ruffle the marketing manager’s feathers and lead to negative consequences for you. Also be aware that it can be challenging to deliver bad news to a boss. When delivering bad news, frame it in a way that highlights your concern for the health of the organization. An employee’s reluctance to discuss problems with a boss leads to more risk for an organization (Bartolome, 1999). The sooner a problem is known, the better for the organization.

Speaking to Colleagues

Much of our day-to-day communication in business settings is horizontal communication with our colleagues or people who are on the same approximate level in the organizational hierarchy. This communication may occur between colleagues working in the same area or between colleagues with different areas of expertise. Such horizontal communication usually functions to help people coordinate tasks, solve problems, and share information. When effective, this can lead to more cooperation among employees and a greater understanding of the “big picture” or larger function of an organization. When it is not effective, this can lead to territoriality, rivalry, and miscommunication when speaking across knowledge and task areas that require specialization (Adler & Elmhorst, 2005).

Many colleagues work collaboratively to share ideas and accomplish tasks together. In a sharing environment, it can be easy to forget where an idea started. This becomes an issue when it comes time for credit or recognition to be given. Make sure to give credit to people who worked with you on a project or an idea. If you can’t remember where an idea came from, it may be better to note that it was a “group effort” than to assume it was yours and risk alienating a colleague.

Speaking to Supervisees/Employees

Downward communication includes messages directed at audience members who hold a lower place on the organizational hierarchy than the sender. As a supervisor, you will also have to speak to people whom you manage or employ. Downward communication usually involves job instructions, explanations of organizational policies, providing feedback, and welcoming newcomers to an organization.

Supervisors can set a good example by keeping a good flow of information going to their employees.

Wikimedia Commons – public domain.

This type of communication can have positive results in terms of preventing or correcting employee errors and increasing job satisfaction and morale. If the communication is not effective, it can lead to unclear messages that lead to misunderstandings and mistakes (Adler & Elmhorst, 2005).

During this type of “top-down” communication, employees may not ask valuable questions. So it is important to create an open atmosphere that encourages questions. Even though including an open discussion after a presentation takes more time, it helps prevent avoidable mistakes and wasted time and money. Let your audience know before a presentation that you will take questions, and then officially open the floor to questions when you are ready. Question-and-answer sessions are a good way to keep information flowing in an organization, and there is more information about handling these sessions in the “Getting Competent” box in this chapter.

A good supervisor should keep his or her employees informed, provide constructive feedback, explain the decisions and policies of the organization, be honest about challenges and problems, and facilitate the flow of information (Bartolome, 1999). Information should flow to and away from supervisors. Supervisors help set the tone for the communication climate of an organization and can serve as models of expectations of oral communication. Being prepared, consistent, open, and engaging helps sustain communication, which helps sustain morale. Supervisors also send messages, intentional or unintentional, based on where they deliver their presentations. For example, making people come to the executive conference room may be convenient for the boss but intimidating for other workers (Larkin & Larkin, 1999).

Speaking to Clients / Customers / Funding Sources

Communication to outside stakeholders includes messages sent from service providers to people who are not employed by the organization but conduct business with or support it. These stakeholders include clients, customers, and funding sources. Communication to stakeholders may be informative or persuasive. When first starting a relationship with one of these stakeholders, the communication is likely to be persuasive in nature, trying to convince either a client to take services, a customer to buy a product, or a funding source to provide financing. Once a relationship is established, communication may take the form of more informative progress reports and again turn persuasive when it comes time to renegotiate or renew a contract or agreement.

As with other types of workplace communication, information flow is important. Many people see a lack of information flow as a sign of trouble, so make sure to be consistent in your level of communication through progress reports or status briefings even if there isn’t a major development to report. Strategic ambiguity may be useful in some situations, but too much ambiguity also leads to suspicions that can damage a provider-client relationship. Make sure your nonverbal communication doesn’t contradict your verbal communication.

When preparing for a presentation to clients, customers, or funding sources, start to establish a relationship before actually presenting. This will help you understand what they want and need and will allow you to tailor your presentation to their needs. These interactions also help establish rapport, which can increase your credibility. Many people making a proposal mistakenly focus on themselves or their product or service. Focus instead on the needs of the client. Listen closely to what they say and then explain their needs as you see them and how your product or service will satisfy those needs (Adler & Elmhorst, 2005). Focus on the positive consequences or benefits that will result from initiating a business relationship with you. If you’ll recall from Chapter 11 “Informative and Persuasive Speaking” , this is similar to Monroe’s Motivated Sequence organization pattern, which gets the audience’s attention, establishes the existence of a need or problem, presents a solution to fill the need, asks the audience to visualize positive results of adopting the solution, and then calls the audience to action.

Use sophisticated and professional visual aids to help sell your idea, service, or product. You can use strategies from our earlier discussion of visual aids, but add a sales twist. Develop a “money slide” that gets the audience’s attention with compelling and hopefully selling content that makes audience members want to reach for their pen to sign a check or a contract (Morgan & Whitener, 2006).

Include a “money slide” in your presentation to potential clients or customers that really sells your idea.

Yair Aronshtam – Slide projector – CC BY-SA 2.0.

Proposals and pitches may be cut short, so imagine what you would do if you arrived to present and were told that you had to cut it down to one minute. If you were prepared, you could pull out your money slide. The money slide could be the most important finding, a startling or compelling statistic, an instructive figure or chart, or some other combination of text and graphic that connects to the listener. Avoid the temptation to make a complicated money slide. The point isn’t to fit as much as you can onto one slide but to best communicate the most important idea or piece of information you have. A verbal version of the money slide is the elevator speech. This is your sales pitch that captures the highlights of what you have to offer that can be delivered in a short time frame. I recommend developing a thirty-second, one-minute, and two-minute version of your elevator speech and having it on standby at all times.

Speaking in Intercultural Contexts

It’s no surprise that business communication is occurring in more intercultural contexts. Many companies and consulting firms offer cross-cultural training for businesspeople, and college programs in cross-cultural training and international business also help prepare people to conduct business in intercultural contexts. For specific information about conducting business in more than thirty-two countries, you can visit the following link: http://www.cyborlink.com .

While these trainings and resources are beneficial, many people expect intercultural business communication training to be reduced to a series of checklists or rules for various intercultural interactions that may be conveyed in a two-hour, predeparture “everything you need to know about Japanese business culture” training. This type of culture-specific approach to cross-cultural training does not really stand up to the complex situations in which international business communicators find themselves (Victor, 1993). Scholars trained more recently in culture and communication prefer a culture-general approach that focuses on “tools” rather than “rules.” Remember that intercultural competence is relative to the native and host cultures of the people involved in an intercultural encounter, and therefore notions of what is interculturally competent change quickly (Ulijn et al., 2000). To review some of our earlier discussion, elements of intercultural competence involve the ability to identify potential misunderstandings before they occur, be a high self-monitor, and be aware of how self and others make judgments of value (Ulijn et al., 2000).

I will overview some intercultural business communication tips that are more like rules, but remember there are always exceptions, so other competent communication skills should be on standby to help you adapt when the rules approach stops working (Thrush, 1993).

In terms of verbal communication, make sure to use good pronunciation and articulation. Even if you speak a different language than your audience, clearer communication on your part will help the message get through better. Avoid idiomatic expressions and acronyms, since the meaning of those types of verbal communication are usually only known to cultural insiders. Try to use geographically and culturally relevant examples—for example, referencing the World Cup instead of the World Series. Be aware of differences in communication between high- and low-context cultures. Note that people from low-context cultures may feel frustrated by the ambiguity of speakers from high-context cultures, while speakers from high-context cultures may feel overwhelmed or even insulted by the level of detail used by low-context communicators. The long history of family businesses doing business with family businesses in France means that communication at meetings and in business letters operates at a high context. Dates and prices may not be mentioned at all, which could be very frustrating for an American businessperson used to highly detailed negotiations. The high level of detail used by US Americans may be seen as simplistic or childish to audience members from high-context cultures. Include some materials in the native language or include a glossary of terms if you’re using specific or new vocabulary. Don’t assume that the audience needs it, but have it just in case.

Also be aware that different cultures interpret graphics differently. Two well-known cases of differing interpretations of graphics involve computer icons. First, the “trash” icon first used on Mac desktops doesn’t match what wastebaskets look like in many other countries. Second, the US-style “mailbox” used as an icon for many e-mail programs doesn’t match with the mail experiences of people in most other countries and has since been replaced by the much more universally recognizable envelope icon. Nonelectronic symbols also have different cultural meanings. People in the United States often note that they are pursuing the “blue ribbon” prize or standard in their business, which is the color ribbon used to designate second place in the United Kingdom.

“Getting Competent”

Handling Question-and-Answer Periods

Question-and-answer (Q&A) periods allow for important interaction between a speaker and his or her audience. Speakers should always be accountable for the content of their speech, whether informative or persuasive, and making yourself available for questions is a good way to demonstrate such accountability. Question-and-answer sessions can take many forms in many contexts. You may entertain questions after a classroom or conference presentation. Colleagues often have questions after a briefing or training. Your supervisor or customers may have questions after a demonstration. Some question-and-answer periods, like ones after sales pitches or after presentations to a supervisor, may be evaluative, meaning you are being judged in terms of your content and presentation. Others may be more information based, meaning that people ask follow-up questions or seek clarification or more detail. In any case, there are some guidelines that may help you more effectively handle question-and-answer periods (Toastmasters International, 2012; Morgan & Whitener, 2006).

Setting the stage for Q&A. If you know you will have a Q&A period after your presentation, alert your audience ahead of time. This will prompt them to take note of questions as they arise, so they don’t forget them by the end of the talk. Try to anticipate questions that the audience may have and try to proactively answer them in the presentation if possible; otherwise, be prepared to answer them at the end. At the end of your presentation, verbally and nonverbally indicate that the Q&A session is open. You can verbally invite questions and nonverbally shift your posture or position to indicate the change in format.

Reacting to questions. In evaluative or informative Q&A periods, speakers may feel defensive of their idea, position, or presentation style. Don’t let this show to the audience. Remember, accountability is a good thing as a speaker, and audience members usually ask pertinent and valid questions, even if you think they aren’t initially. Repeating a question after it is asked serves several functions. It ensures that people not around the person asking the question get to hear it. It allows speakers to start to formulate a response as they repeat the question. It also allows speakers to ensure they understood the question correctly by saying something like “What I hear you asking is…” Once you’ve repeated the question, respond to the person who posed the question, but also address the whole audience. It is awkward when a speaker just talks to one person. Be cautious not to overuse the statement “That’s a good question.” Saying that more than once or twice lessens its sincerity.

Keeping the Q&A on track. To help keep the Q&A period on track, tie a question to one of the main ideas from your presentation and make that connection explicit in your response. Having a clearly stated and repeated main idea for your presentation will help set useful parameters for which questions fall within the scope of the presentation and which do not. If someone poses a question that is irrelevant or off track, you can politely ask them to relate it to a main idea from the talk. If they can’t, you can offer to talk to them individually about their question after the session. Don’t engage with an irrelevant question, even if you know the answer. Answering one “off-track” question invites more, which veers the Q&A session further from the main idea.

Responding to multipart questions. People often ask more than one question at a time. As a speaker and audience member this can be frustrating. Countless times, I have seen a speaker only address the second question and then never get back to the first. By that point, the person who asked the question and the audience have also usually forgotten about the first part of the question. As a speaker, it is perfectly OK to take notes during a Q&A session. I personally take notes to help me address multipart questions. You can also verbally reiterate the question to make sure you know which parts need to be addressed, and then address the parts in order.

Managing “Uh-oh!” moments. If a person corrects something you said in error during your presentation, thank them for the correction. After the presentation, verify whether or not it was indeed a mistake, and if it was, make sure to correct your information so you don’t repeat the mistake in future talks. Admit when you don’t know the answer to a question. It’s better to admit that you do not know the answer than to try to fake your way through it. An audience member may also “correct” you with what you know is incorrect information. In such cases, do not get into a back-and-forth argument with the person; instead, note that the information you have is different and say you will look into it.

Concluding the Q&A session. Finally, take control of your presentation again toward the end of the Q&A session. Stop taking questions in time to provide a brief wrap-up of the questions, reiterate the main idea, thank the audience for their questions, and conclude the presentation. This helps provide a sense of closure and completeness for the presentation.

• Which of these tips could you have applied to previous question-and-answer sessions that you have participated in to make them more effective?
• Imagine you are giving a presentation on diversity in organizations and someone asks a question about affirmative action, which was not a part of your presentation. What could you say to the person?
• In what situations in academic, professional, or personal contexts of your life might you be engaged in an evaluative Q&A session? An information-based Q&A session?

Common Business Presentations

Now you know how to consider your audience in terms of upward, downward, or horizontal communication. You also know some of the communication preferences of common career fields. Now we will turn our attention to some of the most frequent types of business presentations: briefings, reports, training, and meetings.

Briefings are short presentations that either update listeners about recent events or provide instructions for how to do something job related (Adler & Elmhorst, 2005). Briefings may occur as upward, downward, or horizontal communication. An industrial designer briefing project managers on the preliminary results of testing on a new product design is an example of upward briefing. A nurse who is the shift manager briefing an incoming shift of nurses on the events of the previous shift is an example of downward briefing. A representative from human resources briefing colleagues on how to use the new workplace identification badges is an example of horizontal briefing. Briefings that provide instructions like how to use a new identification badge are called technical briefings, and they are the most common type of workplace presentation (Toastmasters International, 2012). For technical briefings, consider whether your audience is composed of insiders, outsiders, or a mixture of people different levels of familiarity with the function, operation, and/or specifications of the focus of the briefing. As we have already discussed, technical speaking requires an ability to translate unfamiliar or complex information into content that is understandable and manageable for others.

Technical briefings, which explain how something functions or works, are the most common type of workplace presentations.

Shamim Mohamed – Debrief – CC BY-SA 2.0.

As the name suggests, briefings are brief —usually two or three minutes. Since they are content focused, they do not require formal speech organization, complete with introduction and conclusion. Briefings are often delivered as a series of bullet points, organized topically or chronologically. The content of a briefing is usually a summary of information or a series of distilled facts, so there are rarely elements of persuasion in a briefing or much supporting information. A speaker may use simple visual aids, like an object or even a one-page handout, but more complex visual aids are usually not appropriate. In terms of delivery, briefings should be organized. Since they are usually delivered under time constraints and contain important information, brief notes and extemporaneous delivery are effective (Adler & Elmhorst, 2005).

There are numerous types of reports. The line between a briefing and short oral report is fuzzy, but in general a report is a more substantial presentation on the progress or status of a task. Reports can focus on the past, present, or future. Reports on past events may result from some type of investigation. For example, a company may be interested in finding the cause of a 15 percent decline in revenue for a branch office. Investigative reports are also focused on past events and may include a follow-up on a customer or employee complaint.

Reports on the present are often status or progress reports. Various departments or teams that make up an organization, or committees that make up a governing board, are likely to give status reports. Status reports may focus on a specific project or task or simply report on the regular functioning of a group.

Components of a Status Report (Adler & Elmhorst, 2005)

• State the group or committee’s task or purpose.
• Describe the current status, including work done by the group and/or individuals and the methods used.
• Report on obstacles encountered and efforts to overcome them
• Describe the next goal or milestone of the group and offer concrete action steps and a timeline for achieving the goal.

Final reports are presented at the conclusion of a task and are similar to a progress report but include a discussion and analysis of the results of an effort. While some progress reports may only be delivered verbally, with no written component, a final report almost always has an associated written document. The written final report usually contains much more detail than is included in the oral final report, and this detail is referenced for audience members to consult if they desire more information (Adler & Elmhorst, 2005).

A common future-focused report is the feasibility report , which explores potential actions or steps and then makes recommendations for future action based on methodical evaluation. The purpose of these reports is basically to determine if an action or step is a good idea for an organization. Facebook made a much-discussed move to go public in 2012, a decision that was no doubt made after analyzing many feasibility reports.

Components of a Feasibility Report (Adler & Elmhorst, 2005)

• Introduction to a problem or situation and its potential consequences
• Overview of the standards used for evaluating potential courses of action
• Overview of process used to identify and evaluate courses of action
• Details of potential courses of action
• Evaluation of the potential courses of action
• Recommendation of best course of action

People in supervisory or leadership positions often provide training , which includes presentations that prepare new employees for their jobs or provide instruction or development opportunities for existing employees. While some training is conducted by inside and outside consultants, the US Bureau of Labor and Statistics notes that about 75 percent of training is delivered informally while on the job (Adler & Elmhorst, 2005). As the training and development field expands, this informal training is likely to be replaced by more formalized training delivered by training professionals, many of whom will be employees of the company who have been certified to train specific areas. Organizations are investing more time and money in training because they recognize the value in having well-trained employees and then regularly adding to that training with continued development opportunities. Common focuses of training include the following:

• Compliance with company policies. Includes training and orienting new hires and ongoing training for existing employees related to new or changing company policies.
• Changing workplace environments. Diversity training and cross-cultural training for international business.
• Compliance with legal policies. Sexual harassment, equal employment, Americans with Disabilities Act, and ethics training.
• Technical training. Instructions for software, hardware, and machinery.

Companies are also investing money in training for recent college graduates who have degrees but lack the technical training needed to do a specific job. This upfront investment pays off in many situations, as this type of standardized training in field-specific communication skills and technology can lead to increased productivity.

Corporate trainers prepare new employees for their jobs and provide development opportunities for existing employees.

Louisiana GOHSEP – Employees Attend Training Classes – CC BY-SA 2.0.

Trainers require specific skills and an ability to adapt to adult learners (Ray, 1993). Important training skills include technical skills specific to a discipline, interpersonal skills, organizational skills, and critical thinking skills. Trainers must also be able to adapt to adult learners, who may have more experience than the trainer. Training formats usually include a mixture of information presentation formats such as minilecture and discussion as well as experiential opportunities for trainees to demonstrate competence such as role-play, simulation, and case-study analysis and application. Trainers should remember that adult learners learn best by doing, have previous experience that trainers can and should draw on, have different motivations for learning than typical students, and have more competing thoughts and distractions. Adult learners often want information distilled down to the “bottom line”; demonstrating how content is relevant to a specific part of their work duties or personal success is important.

Steps in Developing a Training Curriculum (Beebe, Mottet, & Roach, 2004)

• Do background research based on literature on and observations of the training context you will be in.
• Conduct a needs assessment to see what sort of training is desired/needed.
• Develop training objectives based on research, observations, and needs assessment. Objectives should be observable, measurable, attainable, and specific.
• Develop content that connects to the needs assessment.
• Determine the time frame for training; make the training as efficient as possible.
• Determine methods for delivering content that connect with objectives developed earlier.
• Select and/or create training materials.
• Create a participant’s guide that contains each activity and module of the training.
• Include the following for each training activity: objectives, training content, time frame, method, and materials needed.
• Test the training plan on a focus group or with experts in the field to evaluate and revise if necessary.

Over eleven million meetings are held each day in the United States, so it is likely that you will attend and lead meetings during your career. Why do we have meetings? The fundamental reason is to get a group of people with different experiences and viewpoints together to share their knowledge and/or solve a problem. Despite their frequency and our familiarity with them, meetings are often criticized for being worthless, a waste of time, and unnecessary. Before you call a meeting, ask yourself if it is necessary, since some issues are better resolved through a phone call, an e-mail, or a series of one-on-one meetings. Ask the following questions to help make sure the meeting is necessary: What is the goal of the meeting? What would be the consequences of not having it? How will I judge whether the meeting was successful or not? (Jay, 1999)

Meetings are important at the early stages of completing a task, as they help define a work team since the members share a space and interact with each other. Subsequent meetings should be called when people need to pool knowledge, refine ideas, consider new information, or deliberate over a decision. Most meetings are committee size, which ranges from three to ten people. The frequency of the meeting will help determine how the meeting should be run. Groups that meet daily will develop a higher level of cohesion and be able to work through an agenda quickly with little review. Most groups meet less frequently, so there typically needs to be a structured meeting agenda that includes informational items, old business, and new business.

In determining the meeting agenda, define the objectives for various items. Some items will be informative, meaning they transmit information and don’t require a decision or an action. Other items will be constructive, in that they require something new to be devised or decided, such as determining a new policy or procedure. Once a new policy or procedure has been determined, a group must decide on the executive components of their decision, such as how it will be implemented and who will have responsibilities in the process. As the items progress from informational, to constructive, to executive, the amount of time required for each item increases, which will have an effect on the planning of the agenda (Jay, 1999).

After completing the agenda, continue to plan for the meeting by providing attendees with the agenda and any important supporting or supplementary materials such as meeting minutes or reports ahead of time. Consult with people who will attend a meeting beforehand to see if they have any questions about the meeting and to remind them to review the materials. You can also give people a “heads up” about any items for discussion that may be lengthy or controversial. Make sure the meeting room can accommodate the number of attendees and arrange the seating to a suitable structure, typically one where everyone can see each other. A meeting leader may also want to divide items up as “for information,” “for discussion,” or “for decision.” Start the meeting by sharing the objective(s) that you determined in your planning. This will help hold you and the other attendees accountable and give you something to assess to determine the value of the meeting.

People’s attention spans wane after the first twenty minutes of a meeting, so it may be useful to put items that warrant the most attention early on the agenda. It is also a good idea to put items that the group can agree on and will unify around before more controversial items on which the group may be divided. Anything presented at the meeting that wasn’t circulated ahead of time should be brief, so people aren’t spending the meeting reading through documents. To help expedite the agenda, put the length of time you think will be needed for each item or category of items on the agenda. It is important to know when to move from one item to the next. Sometimes people continue to talk even after agreement has been reached, which is usually a waste of time. You want to manage the communication within the meeting but still encourage people to speak up and share ideas. Some people take a more hands-on approach to managing the conversation than others. As the president of the graduate student body, I attended a few board of trustees meetings at my university. The chairperson of the committee had a small bell that she would ring when people got off track, engaged in personal conversations, or were being disruptive to the order of the group.

At the end of the meeting make sure to recap what was accomplished. Return to the objective you shared at the beginning and assess whether or not you accomplished it. If people feel like they get somewhere during a meeting, they will think more positively about the next one. Compile the meeting minutes in a timely fashion, within a few days and no more than a week after the meeting (Jay, 1999).

Tips for Running Effective Meetings

• Distribute an agenda to attendees two to three days in advance of the meeting.
• Divide items up on the agenda into “for information,” “for discussion,” and “for decision.”
• Put items that warrant close attention early on the agenda.
• Since senior attendees’ comments may influence or limit junior people’s comments, ask for comments from junior attendees first.
• People sometimes continue talking even after agreement has been reached, so it’s important to know when to move on to the next item in the agenda.
• At the end of a meeting, recap what was accomplished and set goals for the next meeting.
• Compile meeting minutes within forty-eight hours and distribute them to the attendees.

Key Takeaways

• What counts as being a good communicator in one business context doesn’t in another, so being able to adapt to various business settings and audiences will help you be more successful in your career.
• Upward business communication involves communicating messages up the organizational hierarchy. This type of communication is usually the most lacking in organizations. However, since oral presentations are a “high-visibility” activity, taking advantage of these opportunities can help you get noticed by bosses and, if done well, can move you up the organizational ladder. Present information succinctly in an executive summary format, building in repetition of main ideas in the oral delivery that aren’t necessary for the written version. Don’t just focus on the boss if there are other people present, but do connect to the vision and mission of the organization, since most managers and executives have a “big picture” view of the organization.
• Horizontal communication is communication among colleagues on the same level within an organizational hierarchy. This type of communication helps coordinate tasks and lets people from various parts of an organization get a better idea of how the whole organization functions. Many workplaces are becoming more collaborative and team oriented, but make sure you share credit for ideas and work accomplished collaboratively so as not to offend a colleague.
• Downward communication includes messages traveling down the organizational hierarchy. These messages usually focus on giving instructions, explaining company policies, or providing feedback. As a supervisor, make sure to encourage employees to ask questions following a presentation. Good information flow helps prevent employee errors and misunderstandings, which saves money.
• Initial communication with clients, customers, or funding sources is usually persuasive in nature, as you will be trying to secure their business. Later communication may be more informative status reports. Connect your message to their needs rather than focusing on what you offer. Use persuasive strategies like positive motivation, and always have a “money slide” prepared that gets across the essence of what you offer in one attractive message.
• When adapting business communication to intercultural contexts, take a “tools not rules” approach that focuses on broad and adaptable intercultural communication competence.

There are various types of business presentations for which a speaker should be prepared:

• Briefings are short, two- to three-minute “how-to” or “update” presentations that are similar to factual bullet points.
• Reports can be past, present, or future focused and include status, final, and feasibility reports.
• Trainings are informal or formal presentations that help get new employees ready for their jobs and keep existing employees informed about changing policies, workplace climates, and legal issues.
• To have an effective meeting, first make sure it is necessary to have, then set a solid foundation by distributing an agenda in advance, manage the flow of communication during the meeting, and take note of accomplishments to promote a positive view of future meetings.
• Identify a recent instance when you engaged in upward, horizontal, downward, or intercultural communication in a business setting. Analyze that communication encounter based on the information in the corresponding section of this chapter. What was done well and what could have been improved?
• Prepare a briefing presentation on how to prepare a briefing. Make sure to follow the suggestions in the chapter.
• Think of a time when you received training in a business or academic setting. Was the communication of the trainer effective? Why or why not?

Adler, R. B. and Jeanne Marquardt Elmhorst, Communicating at Work: Principles and Practices for Businesses and the Professions , 8th ed. (Boston, MA: McGraw-Hill, 2005), 15.

Bartolome, F., “Nobody Trusts the Boss Completely—Now What?” in Harvard Business Review on Effective Communication (Boston, MA: Harvard Business School Press, 1999), 92.

Beebe, S. A., Timothy A. Mottet, and K. David Roach, Training and Development: Enhancing Communication and Leadership Skills (Boston, MA: Pearson, 2004).

Dannels, D. P., “Time to Speak Up: A Theoretical Framework of Situated Pedagogy and Practice for Communication across the Curriculum,” Communication Education 50, no. 2 (2001): 144.

Jay, A., “How to Run a Meeting,” in Harvard Business Review on Effective Communication (Boston, MA: Harvard Business School Press, 1999), 34.

Larkin, T. J. and Sandar Larkin, “Reaching and Changing Frontline Employees,” in Harvard Business Review on Effective Communication (Boston, MA: Harvard Business School Press, 1999), 152.

McCaskey, M. B., “The Hidden Messages Managers Send,” in Harvard Business Review on Effective Communication (Boston, MA: Harvard Business School Press, 1999), 128.

Morgan, S. and Barrett Whitener, Speaking about Science: A Manual for Creating Clear Presentations (New York, NY: Cambridge, 2006), 18.

Nichols, R. G. and Leonard A. Stevens, “Listening to People,” in Harvard Business Review on Effective Communication (Boston, MA: Harvard Business School Press, 1999), 14–15.

Ray, R. L., “Introduction: The Academic as Corporate Consultant,” in Bridging Both Worlds: The Communication Consultant in Corporate America , ed. Rebecca L. Ray (Lanham, MD: University Press of America, 1993), 6–8.

Thrush, E. A., “Bridging the Gaps: Technical Communication in an International and Multicultural Society,” Technical Communication Quarterly 2, no. 3 (1993): 275–79.

Toastmasters International, “Proposals and Pitches” accessed March 17, 2012, http://www.toastmasters.org/MainMenuCategories/FreeResources/NeedHelpGivingaSpeech/BusinessPresentations/ProposalsandPitches.aspx

Ulijn, J., Dan O’Hair, Matthieu Weggeman, Gerald Ledlow, and H. Thomas Hall, “Innovation, Corporate Strategy, and Cultural Context: What Is the Mission for International Business Communication?” Journal of Business Communication 37 (2000): 301.

Victor, D., “Cross-Cultural Communication” in Bridging Both Worlds: The Communication Consultant in Corporate America , ed. Rebecca L. Ray (Lanham, MD: University Press of America, 1993), 113.

Weinholdt, R., “Taking the Trauma Out of the Talk,” The Information Management Journal 40, no. 6 (2006): 62.

Communication in the Real World Copyright © 2016 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

• Organizational Behaviour
• Managerial Communication

Managerial Communication - Meaning and Important Concepts

Why do individuals need to communicate with each other ?

Information if not shared is of no use. Communication plays a pivotal role in information sharing. Individuals working together in the same organization need to speak to each other to keep themselves abreast with the latest developments in the organization.

It is practically not possible for an individual to do everything on his own. He needs a medium which helps him discuss various ideas and evaluate pros and cons of proposed strategies with people around. Here comes the role of communication.

What is Managerial Communication ?

Managerial communication is a function which helps managers communicate with each other as well as with employees within the organization .

Communication helps in the transfer of information from one party also called the sender to the other party called the receiver.

Managerial Communication helps in the smooth flow of information among managers working towards a common goal . The message has to be clear and well understood in effective communication.

The team members should know what their manager or team leader intends to communicate.

Effective managerial communication enables the information to flow in its desired form among managers, team leaders and their respective teams.

Managerial communication is of the following two types:

Ways of Managerial Communication

A successful manager is one who communicates effectively with his subordinates. It is really essential for managers to express their views clearly for the team members to understand what exactly is expected out of them.

Usually there are three ways in which managers communicate amongst themselves and with their subordinates:

Communication done with the help of words is called as verbal communication. No written records are available in verbal communication.

In verbal communication individuals need to be very careful about their speech. What they speak and how they speak matter a lot. Managers must choose the right words to address their team members. Make sure you do not confuse your team members.

One has to be loud and clear while interacting with employees at the workplace. Be very clear and precise.

Communication is also done through emails, letters, manuals, notices and so on. Such mode of communication where written records are available is often called written communication.

Managers must inculcate a practice of communicating through emails with their juniors as it is the one of the most reliable modes of communication. It is essential for the managers to master the art of writing emails. Avoid using capitals, bright colours, designer font styles in official mails. Make sure your signatures are correct.

Managers must also take special care of their body language, facial expressions, gestures for effective communication.

A manager who always has a frown on his face is generally not liked and respected by people. Being a Boss does not mean you need to shout at people. Be warm and friendly with your team members.

Organizational Communication

Organizational Communication is of the following two types:

Communication which follows hierarchy at the workplace is called as formal communication. Employees communicate formally with each other to get work done within the desired time frame.

Employees also communicate with each other just to know what is happening around. Such type of communication is called as informal communication and it has nothing to do with designation of individuals, level in the hierarchy and so on.

Direction of Communication Flow

Flow of information from employees to managers is called upward communication. Upward communication takes place when employees share their views with their managers on their nature of work, job responsibilities and how they feel about the organization on the whole.

Downward communication takes place when information flows from managers to the subordinates.

Managers often give orders and directions to their subordinates as to what to do and how to do various tasks. Such type of communication is called downward communication.

  Related Articles

• Importance of Managerial Communication
• Types of Managerial Communication
• Barriers to Managerial Communication
• Effective Managerial Communication Tips
• Managerial Communication Skills

View All Articles

Authorship/Referencing - About the Author(s)

The article is Written and Reviewed by Management Study Guide Content Team . MSG Content Team comprises experienced Faculty Member, Professionals and Subject Matter Experts. We are a ISO 2001:2015 Certified Education Provider . To Know more, click on About Us . The use of this material is free for learning and education purpose. Please reference authorship of content used, including link(s) to ManagementStudyGuide.com and the content page url.

• Managerial Communication - Introduction
• Managerial Communication at Workplace
• Improving Managerial Communication

Learning Objectives

• Describe three different types of messages and their functions.
• Describe five different parts of a message and their functions.

Before we explore the principles of language, it will be helpful to stop for a moment and examine some characteristics of the messages we send when we communicate. When you write or say something, you not only share the meaning(s) associated with the words you choose, but you also say something about yourself and your relationship to the intended recipient. In addition, you say something about what the relationship means to you as well as your assumed familiarity as you choose formal or informal ways of expressing yourself. Your message may also carry unintended meanings that you cannot completely anticipate. Some words are loaded with meaning for some people, so that by using such words you can “push their buttons” without even realizing what you’ve done. Messages carry far more than the literal meaning of each word, and in this section we explore that complexity.

Primary Message Is Not the Whole Message

When considering how to effectively use verbal communication, keep in mind there are three distinct types of messages you will be communicating: primary, secondary, and auxiliary (Hasling, 1998).

Primary messages refer to the intentional content, both verbal and nonverbal. These are the words or ways you choose to express yourself and communicate your message. For example, if you are sitting at your desk and a coworker stops by to ask you a question, you may say, “Here, have a seat.” These words are your primary message.

Even such a short, seemingly simple and direct message could be misunderstood. It may seem obvious that you are not literally offering to “give” a “seat” to your visitor, but to someone who knows only formal English and is unfamiliar with colloquial expressions, it may be puzzling. “Have a seat” may be much more difficult to understand than “please sit down.”

Secondary messages refer to the unintentional content, both verbal and nonverbal. Your audience will form impressions of your intentional messages, both negative and positive, over which you have no control. Perceptions of physical attractiveness, age, gender, or ethnicity or even simple mannerisms and patterns of speech may unintentionally influence the message.

Perhaps, out of courtesy, you stand up while offering your visitor a seat; or perhaps your visitor has an expectation that you ought to do so. Perhaps a photograph of your family on your desk makes an impression on your visitor. Perhaps a cartoon on your bulletin board sends a message.

Auxiliary messages refer to the intentional and unintentional ways a primary message is communicated. This may include vocal inflection, gestures and posture, or rate of speech that influence the interpretation or perception of your message.

When you say, “Here, have a seat,” do you smile and wave your hand to indicate the empty chair on the other side of your desk? Or do you look flustered and quickly lift a pile of file folders out of the way? Are your eyes on your computer as you finish sending an e-mail before turning your attention to your visitor? Your auxiliary message might be, “I’m glad you came by, I always enjoy exchanging ideas with you” or “I always learn something new when someone asks me a question.” On the other hand, it might be, “I’ll answer your question, but I’m too busy for a long discussion,” or maybe even, “I wish you’d do your work and not bother me with your dumb questions!”

Parts of a Message

When you create a message, it is often helpful to think of it as having five parts:

• Attention statement
• Introduction
• Residual message

Each of these parts has its own function.

The attention statement , as you may guess, is used to capture the attention of your audience. While it may be used anywhere in your message, it is especially useful at the outset. There are many ways to attract attention from readers or listeners, but one of the most effective is the “what’s in it for me” strategy: telling them how your message can benefit them. An attention statement like, “I’m going to explain how you can save up to $500 a year on car insurance” is quite likely to hold an audience’s attention.

Once you have your audience’s attention, it is time to move on to the introduction. In your introduction you will make a clear statement your topic; this is also the time to establish a relationship with your audience. One way to do this is to create common ground with the audience, drawing on familiar or shared experiences, or by referring to the person who introduced you. You may also explain why you chose to convey this message at this time, why the topic is important to you, what kind of expertise you have, or how your personal experience has led you to share this message.

After the introduction comes the body of your message. Here you will present your message in detail, using any of a variety of organizational structures. Regardless of the type of organization you choose for your document or speech, it is important to make your main points clear, provide support for each point, and use transitions to guide your readers or listeners from one point to the next.

At the end of the message, your conclusion should provide the audience with a sense of closure by summarizing your main points and relating them to the overall topic. In one sense, it is important to focus on your organizational structure again and incorporate the main elements into your summary, reminding the audience of what you have covered. In another sense, it is important not to merely state your list of main points again, but to convey a sense that you have accomplished what you stated you would do in your introduction, allowing the audience to have psychological closure.

The residual message , a message or thought that stays with your audience well after the communication is finished, is an important part of your message. Ask yourself of the following:

• What do I want my listeners or readers to remember?
• What information do I want to have the audience retain or act upon?
• What do I want the audience to do?

Key Takeaway

Messages are primary, secondary, and auxiliary. A message can be divided into a five-part structure composed of an attention statement, introduction, body, conclusion, and residual message.

• Choose three examples of communication and identify the primary message. Share and compare with classmates.
• Choose three examples of communication and identify the auxiliary message(s). Share and compare with classmates.
• Think of a time when someone said something like “please take a seat” and you correctly or incorrectly interpreted the message as indicating that you were in trouble and about to be reprimanded. Share and compare with classmates.
• How does language affect self-concept? Explore and research your answer, finding examples that can serve as case studies.
• Choose an article or opinion piece from a major newspaper or news Web site. Analyze the piece according to the five-part structure described here. Does the headline serve as a good attention statement? Does the piece conclude with a sense of closure? How are the main points presented and supported? Share your analysis with your classmates. For a further challenge, watch a television commercial and do the same analysis.

Hasling, J. (1998). Audience, message, speaker . Boston, MA: McGraw-Hill.

Business Communication for Success: Public Speaking Edition Copyright © 2015 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

What is Managerial Communication? Importance & Key Features

Managerial communication is essential for effective leadership in any organizational setting. It involves using verbal, written, and nonverbal communication methods to convey messages from leaders to their employees and vice versa. As a leader, it is essential to understand how these different forms of communication can be used effectively to promote understanding, collaboration, and successful outcomes within an organization. 

This article introduces the various aspects of managerial communication, including its importance, components, and techniques for success. Readers will understand why this type of communication is vital for effective management practices and how they can apply it in their work environments.

What Are The Benefits of Managerial Communication?

Managerial communication is critical to the success of any organization. Here are five benefits of effective organizational communication:

• Enhanced Productivity : Good communication between managers and employees can increase productivity. When managers communicate expectations and provide feedback, employees are more likely to be motivated to do their best work.
• Greater Employee Engagement : Effective communication is also key to engaging employees and keeping them happy in their jobs. When employees feel they are kept in the loop and their ideas are valued, they are more likely to be committed to their work and stay with the company longer.
• Improved Customer Service : Managing customer relationships is one of the most critical functions of managerial communication. When customers feel they are being listened to, and their concerns are being addressed, they are more likely to remain loyal and give positive reviews.
• Stronger teamwork : Good communication among team members is essential for cohesive teamwork. When team members realize each other’s roles and responsibilities, they can work together more efficiently to achieve common goals.
• Greater Innovation : Encouraging open communication among employees can lead to more significant innovation. When employees feel free to share new ideas, managers can tap into a wealth of creativity to improve the company’s bottom line.

Also Read : What is Digital Supply Chain/Supply Chain 4.0?

What is the Importance of Managerial Communication?

Managerial communication is crucial because it allows managers to lead and manage their teams effectively. By communicating effectively, managers can ensure that their team members are working towards the same goals. 

Additionally, managerial communication helps to build trust between managers and their team members. When team members feel like they can trust their manager, they are more likely to be engaged in their work and motivated to do their best.

In the modern workplace, the use of communication software plays a pivotal role in enhancing managerial communication. Tools like communications software from Clerk Chat facilitate seamless and efficient communication between managers and team members. These platforms offer real-time messaging, file sharing, and collaborative features that streamline information flow within the team. By leveraging communication software, managers can ensure timely updates, share important documents, and provide instant feedback, fostering a more connected and informed work environment.

Some key features of effective managerial communication include:

• Being clear and concise in your messages : By being clear and concise, your team members understand the instructions.
• Listening and responding to feedback : It is essential for managers to actively listen to their team members’ ideas, suggestions and concerns. This will show your team members that you value their input and that their opinions matter. 
• Encouraging open dialogue : Creating an environment of open communication between managers and their teams encourages productive conversation and collaboration. 
• Adapting your message depending on the audience : When communicating with different groups or individuals, it is essential to tailor your message to resonate with each audience. 
• Showing appreciation : Expressing gratitude towards your team members goes a long way in making them feel heard and valued by management. This can help boost morale and engagement among team members, which can lead to better performance down the line. 
• Being consistent in communication : Developing a consistent routine for when and how you communicate with your team helps build trust between managers and teams and ensures everyone is kept up-to-date with any changes or updates in company policy or procedure. 
• Communicating changes and expectations : Managers must communicate any changes or expectations to their team members as soon as possible. It will prevent any confusion or misunderstanding down the line.
• Regularly checking in : Regular check-ins are a great way to keep an open dialogue with your team and make sure they feel supported. It can also help managers stay up-to-date on any potential issues that may arise in the workplace.

Types of Managerial Communication

Interpersonal Communication

Interpersonal communication is a type of managerial communication that focuses on interpersonal relationships between managers and their employees. It involves exchanging ideas, feelings, and information to facilitate collaborative work environments. This kind of communication allows managers to build trust with their staff through genuine dialogue and understanding of individual needs.

By allowing open lines of communication between managers and employees, organizations can foster more vital collaboration at all levels. Additionally, this managerial communication helps identify issues or conflicts that might impact employee morale or productivity so they can be addressed swiftly.

Interpersonal communication encourages understanding, respect, and cooperation among colleagues, ultimately leading to improved performance from everyone involved in the workplace.

Organizational Communication

Organizational communication is critical in ensuring that an organization runs smoothly and efficiently. Organizational communication is a type of managerial communication that involves the flow of information and messages within an organization. It includes formal and informal communication channels, such as face-to-face meetings, emails, memos, and reports.

Good organizational communication can improve employee morale, motivation, and productivity. It can also help to reduce conflict and build better relationships between managers and employees. On the other hand, poor organizational communication can lead to misunderstandings, miscommunication, and frustration.

Managers’ Communication should be open and honest to build trust between managers and employees. They should feel like they are being heard and that their input is valued.

Verbal Communication

When connecting with employees and stakeholders, verbal communication is essential for managers. By using verbal communication, managers can effectively convey expectations and instructions that are clear and concise. It also allows managers to easily answer questions or provide feedback in real-time while allowing them to assess their audience’s understanding of the message they have sent.

Managers must be mindful of how their words may be perceived by others, as well as practice active listening skills; this will ensure effective two-way communication between all parties. Verbal communication is a great way for managers to build relationships with those within the organization so that everyone feels comfortable sharing information and collaborating towards common goals or objectives.

Verbal communication is perhaps the most critical form of managerial communication, as it allows managers to share their thoughts and ideas with employees directly. It also allows for back-and-forth discussion and debate, which can help managers to clarify their thinking and make better decisions. Written communication is also essential, as it records what was said that could be referred back to later.

Body Language

Body language is one of the most important types of communication for managers. It can convey messages, give instructions, and show support or approval. Body language can help build trust and rapport with employees and create a positive work environment when used effectively.

Some vital things to keep in mind when using body language as a form of communication include: maintaining eye contact, using facial expressions to convey emotion, and being aware of your body language. It’s also important to be aware of cultural differences in body language, as what may be seen as positive in one culture could be interpreted as negative in another.

Written Communication

Managerial communication is sharing information and ideas between people in an organization. It is a key part of effective management and helps ensure everyone is on the same page.

There are many different types of managerial communication, but one of the most important is written communication. Written communication is essential for conveying complex information or ideas, and it can be a very efficient way to get everyone on the same page. This can take the form of memos, emails, reports, or even just simple messages.

The key to effective written communication is to be clear and concise. It’s essential to ensure your message is well-organized and easy to read. You also must ensure that you proofread your work before you send it out – there’s nothing worse than sending out a poorly written message!

Lateral Communication

Lateral communication is managerial communication between employees at the same level within an organization. This type of communication can share information and ideas, resolve problems, and make a decision .

Lateral communication is essential because it allows employees to collaborate and work together more effectively. When employees can communicate openly with one another, they can identify potential problems more quickly and find solutions that work better for everyone involved.

Lateral communication can occur in person, by phone, email, or other electronic means. Managers must encourage lateral communication among their employees so that everyone can freely share their ideas and thoughts.

What Are The Barriers to Managerial Communication?

• Lack of common language : Employees may come from various parts of the country and may not share a common language. This can make it difficult for managers to communicate effectively with all employees.
• Different levels of education : Another barrier to communication is different levels of education among employees. Some employees may have a high school diploma, while others may have a college degree. This can make it difficult for managers to find common ground when communicating with employees.
• Different personality types : Another barrier to communication is the different personality types among employees. Some employees may be introverts, while others may be extroverts. This can make it difficult for managers to find a communication that will work for all employees.
• Different life experiences : Employees’ different life experiences are another communication barrier. Some employees may have worked in the same industry for their careers, while others may be new. This can make it difficult for managers to find a communication that will work for all employees.
• Different cultural backgrounds : Employees’ different cultural backgrounds are another communication barrier. Some employees may come from cultures that value direct communication, while others may come from cultures that value indirect communication. This can make it difficult for managers to find a communication that will work for all employees.
• Different generations : Another barrier to communication is different generations among employees. Some employees may be Baby Boomers, while others may be Millennials. This can make it difficult for managers to find a communication that will work for all employees. 

Overall, these six barriers to managerial communication can make it difficult for a manager to communicate effectively with their employees. A manager needs to understand their employees’ different backgrounds and personality types to ensure effective workplace communication.

Skills Required for Effective Managerial Communication

Effective communication is essential for any manager to be successful in their role. Communication allows managers to build relationships with employees, develop strategies and goals, and ensure that tasks are completed on time. It also enables them to foster a work environment where everyone can collaborate and openly discuss challenges or new ideas.

For effective managerial communication, 10 critical skills should be developed: 

• Listening Skills : A good listener is an invaluable asset for a manager as they can understand their team members’ needs clearly and offer appropriate advice or guidance when needed. They must also pay close attention to make informed decisions based on what has been discussed during meetings or conversations with staff members. 
• Speaking Skills : Managers need excellent speaking skills to effectively communicate their thoughts, ideas, and expectations to others professionally without being too dictatorial or intimidating. This skill requires knowledge of different discourse styles depending on the situation and practicing active listening techniques while speaking with others to ensure understanding from all parties involved in the conversation.
• Writing Skills : Good writing skills are necessary for managers because this form of communication often becomes part of official documents such as reports, emails, or memos, which require specific language use; mistakes made here can lead to confusion among other stakeholders . It could stall progress on projects altogether! Therefore managers need to craft written messages before sending them out – both internally within your organization and externally outside stakeholders – making sure information has been accurately conveyed through proper grammar usage/spelling/tone etc.
• Interpersonal Communication Skills : Managers need strong interpersonal skills to get along well with people from multiple backgrounds; this includes empathy towards those under them but not letting emotions interfere when decision-making (which is difficult). Additionally, it would help if managers had experience dealing with conflicts between individuals since these situations require problem-solving abilities, which many people do not possess naturally! 
• Conflict Resolution Skills : Being able to resolve conflicts quickly and efficiently is essential in any management position – even minor clashes between team members should be addressed promptly before escalating into more significant issues down the line, which may disrupt productivity levels significantly over time due to lack of resolution efforts upfront by leaders/managers at hand! These scenarios call upon professionals who understand how best to address each individual’s point of view while maintaining impartiality throughout proceedings until satisfactory results are achieved.
• Negotiation Skills : Negotiation is a key skill for all managers, as it allows them to agree with all parties involved in a dispute or project. It requires tact, patience, and knowing how to read the other person’s body language so that you can recognize when they’re ready to give in or if they’re holding out for more than what’s being offered. This skill takes time and practice but is essential for good managerial communication.
• Leadership Skills : Managers need to lead by example and instill trust within their team members to feel comfortable enough to follow instructions or take the initiative when needed. Having strong leadership skills also means motivating employees, which can be done through positive reinforcement and providing rewards when goals are achieved; this will keep morale high and create an atmosphere where productivity levels remain steady throughout projects! 
• Assertiveness : Assertiveness is essential because it helps managers convey their message without coming off as too aggressive or passive-aggressive; they must be able to express their opinions clearly while remaining respectful of other people’s views at the same time – this will help ensure that conversations remain on-track and productive. 
• Open communications : Managers need to ensure that their lines of communication are always open and that everyone in the team is aware of what’s going on; this will help create a collaborative work environment where people can freely exchange ideas without fear of judgment or reprimand if they make a mistake – this also applies when communicating with external stakeholders as well! 
• Emotional Intelligence: This is another key skill for any manager, as being able to understand and regulate one’s emotions (as well as those around them) is essential for any successful organization. This means recognizing different moods or behaviors to provide appropriate support during difficult times or tense situations; this may include listening carefully, speaking calmly, and providing constructive feedback without judgment. 

Effective managerial communication requires a combination of skills, including listening, speaking, writing, interpersonal communication, conflict resolution, negotiation, leaderships , assertiveness, open communication, and emotional intelligence.

Developing these skills will enable managers to foster collaboration and understanding within their teams while ensuring that tasks are completed efficiently and effectively.

In conclusion, managerial communication is a vital part of any effective workplace environment. By understanding its importance and key features, your business will be well on its way to success! By having clear, open lines of communication between managers and employees, businesses can ensure that everyone is working together towards the same goal. It also helps to create trust and respect in the workplace and increase efficiency.

Our Executive Development Programme in General Management is the perfect choice for executives looking to enhance their managerial communication skills. The program provides a comprehensive introduction to the nitty-gritty of managerial communication, from understanding interpersonal dynamics between different players within an organization to developing self-awareness and effective listening techniques. 

Through interactive workshops and group activities, participants will explore concepts such as creating meaningful relationships, setting boundaries, resolving conflicts, and more. With guidance from experienced facilitators and mentors, our program promises an engaging learning process that leads to tangible results in greater clarity with communication strategies. Sign up now for this amazing opportunity!

More Information:

What is the difference between logistics and supply chain management?

What is Stakeholder Engagement? Importance, Planning, and Implementation

Know Essential Components Of Supply Chain Management

What is Strategic Human Resource Management? Definition and Examples

Recommended videos for you

How to crack cfa level 1 exam, nandan nilekani on entrepreneurship, microsoft azure certifications – all you need to know, recommended blogs for you, 5 trends that can shape your content marketing, a step-by-step guide on automation anywhere installation, prompt engineering tutorial: a step by step comprehensive guide, all you need to know about quicksort in c++, top 30 splunk interview questions to prepare in 2024, 14 key principles of business management, how to implement insertion sort in c with example, ui path salary: how much would you earn, what is the scope of operations management, generative ai tutorial: a complete guide, how to convert char to int in java, top 10 ai content detection tools for 2024 [free+paid], top 10 reasons why you should learn blockchain, all you need to know about inheritance in c++, edureka success story – mainframe engineer to big data analyst, what is a storage class in c++ and its types, how to get safe certified, vol. xv – edureka career watch – 15th june 2019, top 10 highest paying jobs for 2020 you need to know about, ceh vs cissp certification: a detailed comparison guide for 2024, join the discussion cancel reply, trending courses, full stack web development internship program.

• 29k Enrolled Learners
• Weekend/Weekday

Data Science and Machine Learning Internship ...

• 22k Enrolled Learners

Cyber Security and Ethical Hacking Internship ...

• 15k Enrolled Learners

DevOps Certification Training Course

• 168k Enrolled Learners

Software Testing and Automation Internship Pr ...

• 1k Enrolled Learners

Microsoft Power BI Certification Training Cou ...

• 77k Enrolled Learners

AWS Certification Training Course for Solutio ...

• 165k Enrolled Learners

PMP Certification Training Course

• 72k Enrolled Learners

Certified Ethical Hacking Course - CEH v12

• 20k Enrolled Learners

Cyber Security Training Course

• 65k Enrolled Learners

Browse Categories

Subscribe to our newsletter, and get personalized recommendations..

Already have an account? Sign in .

20,00,000 learners love us! Get personalised resources in your inbox.

At least 1 upper-case and 1 lower-case letter

Minimum 8 characters and Maximum 50 characters

We have recieved your contact details.

You will recieve an email from us shortly.

• school Campus Bookshelves
• menu_book Bookshelves
• perm_media Learning Objects
• login Login
• how_to_reg Request Instructor Account
• hub Instructor Commons
• Download Page (PDF)
• Download Full Book (PDF)
• Periodic Table
• Physics Constants
• Scientific Calculator
• Reference & Cite
• Tools expand_more
• Readability

selected template will load here

This action is not available.

12.5: Different Types of Communication

• Last updated
• Save as PDF
• Page ID 24610

Learning Objectives

• Understand the features and advantages of verbal communication.
• Understand the features and advantages of written communication.
• Understand the features of nonverbal communication and how it interacts with verbal and written communications.

Communication can be categorized into three basic types: (1) verbal communication, in which you listen to a person to understand their meaning; (2) written communication, in which you read their meaning; and (3) nonverbal communication, in which you observe a person and infer meaning. Each has its own advantages, disadvantages, and even pitfalls.

Verbal Communication

Verbal communications in business take place over the phone or in person. The medium of the Message is oral . Let’s return to our printer cartridge example. This time, the Message is being conveyed from the Sender (the Manager) to the Receiver (an employee named Bill) by telephone. We’ve already seen how the Manager’s request to Bill (“We need to buy more printer toner cartridges”) can go awry. Now let’s look at how the same Message can travel successfully from Sender to Receiver.

Manager (speaking on the phone): “Good morning, Bill!”

(By using the employee’s name, the manager is establishing a clear, personal link to the Receiver.)

Manager: “Your division’s numbers are looking great.”

(The Manager’s recognition of Bill’s role in a winning team further personalizes and emotionalizes the conversation.)

Manager: “Our next step is to order more printer toner cartridges. Could you place an order for 1,000 printer toner cartridges with Jones Computer Supplies? Our budget for this purchase is $30,000, and the cartridges need to be here by Wednesday afternoon.”

(The Manager breaks down the task into several steps. Each step consists of a specific task, time frame, quantity, or goal.)

Bill: “Sure thing! I’ll call Jones Computer Supplies and order 1,000 more printer toner cartridges, not exceeding a total of $30,000, to be here by Wednesday afternoon.”

(Bill, who is good at active listening, repeats what he has heard. This is the Feedback portion of the communication, and verbal communication has the advantage of offering opportunities for immediate feedback. Feedback helps Bill to recognize any confusion he may have had hearing the manager’s Message. Feedback also helps the manager to tell whether she has communicated the Message correctly.)

Storytelling

Storytelling has been shown to be an effective form of verbal communication; it serves an important organizational function by helping to construct common meanings for individuals within the organization. Stories can help clarify key values and help demonstrate how things are done within an organization, and story frequency, strength, and tone are related to higher organizational commitment (McCarthy, 2008). The quality of the stories entrepreneurs tell is related to their ability to secure capital for their firms(Martens, et. al., 2007). Stories can serve to reinforce and perpetuate an organization’s culture, part of the organizing P-O-L-C function.

Crucial Conversations

While the process may be the same, high-stakes communications require more planning, reflection, and skill than normal day-to-day interactions at work. Examples of high-stakes communication events include asking for a raise or presenting a business plan to a venture capitalist. In addition to these events, there are also many times in our professional lives when we have crucial conversations —discussions where not only the stakes are high but also where opinions vary and emotions run strong (Patterson, et. al., 2002). One of the most consistent recommendations from communications experts is to work toward using “and” instead of “but” as you communicate under these circumstances. In addition, be aware of your communication style and practice flexibility; it is under stressful situations that communication styles can become the most rigid.

Written Communication

In contrast to verbal communications, written business communications are printed messages . Examples of written communications include memos, proposals, e-mails, letters, training manuals, and operating policies. They may be printed on paper, handwritten, or appear on the screen. Normally, a verbal communication takes place in real time. Written communication, by contrast, can be constructed over a longer period of time. Written communication is often asynchronous (occurring at different times). That is, the Sender can write a Message that the Receiver can read at any time, unlike a conversation that is carried on in real time. A written communication can also be read by many people (such as all employees in a department or all customers). It’s a “one-to-many” communication, as opposed to a one-to-one verbal conversation. There are exceptions, of course: a voicemail is an oral Message that is asynchronous. Conference calls and speeches are oral one-to-many communications, and e-mails may have only one recipient or many.

Most jobs involve some degree of writing. According to the National Commission on Writing, 67% of salaried employees in large American companies and professional state employees have some writing responsibility. Half of responding companies reported that they take writing into consideration when hiring professional employees, and 91% always take writing into account when hiring (for any position, not just professional-level ones) (Flink, 2007).

Luckily, it is possible to learn to write clearly. Here are some tips on writing well. Thomas Jefferson summed up the rules of writing well with this idea “Don’t use two words when one will do.” One of the oldest myths in business is that writing more will make us sound more important; in fact, the opposite is true. Leaders who can communicate simply and clearly project a stronger image than those who write a lot but say nothing.

Nonverbal Communication

What you say is a vital part of any communication. But what you don’t say can be even more important. Research also shows that 55% of in-person communication comes from nonverbal cues like facial expressions, body stance, and tone of voice. According to one study, only 7% of a Receiver’s comprehension of a Message is based on the Sender’s actual words; 38% is based on paralanguage (the tone, pace, and volume of speech), and 55% is based on nonverbal cues (body language) (Mehrabian, 1981).

Research shows that nonverbal cues can also affect whether you get a job offer. Judges examining videotapes of actual applicants were able to assess the social skills of job candidates with the sound turned off. They watched the rate of gesturing, time spent talking, and formality of dress to determine which candidates would be the most successful socially on the job (Gifford, et. al., 1985). For this reason, it is important to consider how we appear in business as well as what we say. The muscles of our faces convey our emotions. We can send a silent message without saying a word. A change in facial expression can change our emotional state. Before an interview, for example, if we focus on feeling confident, our face will convey that confidence to an interviewer. Adopting a smile (even if we’re feeling stressed) can reduce the body’s stress levels.

To be effective communicators, we need to align our body language, appearance, and tone with the words we’re trying to convey. Research shows that when individuals are lying, they are more likely to blink more frequently, shift their weight, and shrug (Siegman, 1985).

Listen Up and Learn More!

To learn more about facial language from facial recognition expert Patrician McCarthy as she speaks with Senior Editor Suzanne Woolley at Business Week , view the online interview at feedroom.businessweek.com/index.jsp?fr_chl=1e2ee1e43e4a5402a862f79a7941fa625f5b0744.

Another element of nonverbal communication is tone. A different tone can change the perceived meaning of a message demonstrates how clearly this can be true, whether in verbal or written communication. If we simply read these words without the added emphasis, we would be left to wonder, but the emphasis shows us how the tone conveys a great deal of information. Now you can see how changing one’s tone of voice or writing can incite or defuse a misunderstanding.

Table \(\PageIndex{1}\): 2 Don’t Use That Tone with Me!

Changing your tone can dramatically change your meaning.

Source : Based on ideas in Kiely, M. (1993, October). When “no” means “yes.” Marketing , 7–9.

For an example of the importance of nonverbal communication, imagine that you’re a customer interested in opening a new bank account. At one bank, the bank officer is dressed neatly. She looks you in the eye when she speaks. Her tone is friendly. Her words are easy to understand, yet she sounds professional. “Thank you for considering Bank of the East Coast. We appreciate this opportunity and would love to explore ways that we can work together to help your business grow,” she says with a friendly smile.

At the second bank, the bank officer’s tie is stained. He looks over your head and down at his desk as he speaks. He shifts in his seat and fidgets with his hands. His words say, “Thank you for considering Bank of the West Coast. We appreciate this opportunity and would love to explore ways that we can work together to help your business grow,” but he mumbles, and his voice conveys no enthusiasm or warmth.

Which bank would you choose?

The speaker’s body language must match his or her words. If a Sender’s words and body language don’t match—if a Sender smiles while telling a sad tale, for example—the mismatch between verbal and nonverbal cues can cause a Receiver to actively dislike the Sender.

Here are a few examples of nonverbal cues that can support or detract from a Sender’s Message.

Body Language

A simple rule of thumb is that simplicity, directness, and warmth convey sincerity. And sincerity is key to effective communication. A firm handshake, given with a warm, dry hand, is a great way to establish trust. A weak, clammy handshake conveys a lack of trustworthiness. Gnawing one’s lip conveys uncertainty. A direct smile conveys confidence.

Eye Contact

In business, the style and duration of eye contact considered appropriate vary greatly across cultures. In the United States, looking someone in the eye (for about a second) is considered a sign of trustworthiness.

Facial Expressions

The human face can produce thousands of different expressions. These expressions have been decoded by experts as corresponding to hundreds of different emotional states (Ekman, et. al., 2008). Our faces convey basic information to the outside world. Happiness is associated with an upturned mouth and slightly closed eyes; fear with an open mouth and wide-eyed stare. Flitting (“shifty”) eyes and pursed lips convey a lack of trustworthiness. The effect of facial expressions in conversation is instantaneous. Our brains may register them as “a feeling” about someone’s character.

The position of our body relative to a chair or another person is another powerful silent messenger that conveys interest, aloofness, professionalism—or lack thereof. Head up, back straight (but not rigid) implies an upright character. In interview situations, experts advise mirroring an interviewer’s tendency to lean in and settle back in her seat. The subtle repetition of the other person’s posture conveys that we are listening and responding.

The meaning of a simple touch differs between individuals, genders, and cultures. In Mexico, when doing business, men may find themselves being grasped on the arm by another man. To pull away is seen as rude. In Indonesia, to touch anyone on the head or touch anything with one’s foot is considered highly offensive. In the Far East, according to business etiquette writer Nazir Daud, “it is considered impolite for a woman to shake a man’s hand (Daud, 2008).” Americans, as we have noted, place great value in a firm handshake. But handshaking as a competitive sport (“the bone-crusher”) can come off as needlessly aggressive, at home and abroad.

Anthropologist Edward T. Hall coined the term proxemics to denote the different kinds of distance that occur between people. These distances vary between cultures. The figure below outlines the basic proxemics of everyday life and their meaning (Hall, 1966):

Standing too far away from a colleague (such as a public speaking distance of more than seven feet) or too close to a colleague (intimate distance for embracing) can thwart an effective verbal communication in business.

Key Takeaway

Types of communication include verbal, written, and nonverbal. Verbal communications have the advantage of immediate feedback, are best for conveying emotions, and can involve storytelling and crucial conversations. Written communications have the advantage of asynchronicity, of reaching many readers, and are best for conveying information. Both verbal and written communications convey nonverbal messages through tone; verbal communications are also colored by body language, eye contact, facial expression, posture, touch, and space.

• When you see a memo or e-mail full of typos, poor grammar, or incomplete sentences, how do you react? Does it affect your perception of the Sender? Why or why not?
• How aware of your own body language are you? Has your body language ever gotten you into trouble when you were communicating with someone?
• If the meaning behind verbal communication is only 7% words, what does this imply for written communication?

Daud, N. (n.d.). Business etiquette. Retrieved July 2, 2008, from ezinearticles.com/?Business-Etiquette—Shaking-Hands-around-the-World&id=746227.

Ekman, P., Friesen, W. V., & Hager, J. C. The facial action coding system (FACS). Retrieved July 2, 2008, from face-and-emotion.com/dataface/facs/manual.

Flink, H. (2007, March). Tell it like it is: Essential communication skills for engineers. Industrial Engineer , 39 , 44–49.

Gifford, R., Ng, C. F., & Wilkinson, M. (1985). Nonverbal cues in the employment interview: Links between applicant qualities and interviewer judgments. Journal of Applied Psychology , 70 , 729–736.

Hall, E. T. (1966). The hidden dimension . New York: Doubleday.

Martens, M. L., Jennings, J. E., & Devereaux, J. P. (2007). Do the stories they tell get them the money they need? The role of entrepreneurial narratives in resource acquisition. Academy of Management Journal , 50 , 1107–1132.

McCarthy, J. F. (2008). Short stories at work: Storytelling as an indicator of organizational commitment. Group & Organization Management , 33 , 163–193.

Mehrabian, A. (1981). Silent messages . New York: Wadsworth.

Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial conversations: Tools for talking when stakes are high . New York: McGraw-Hill.

Siegman, A. W. (1985). Multichannel integrations of nonverbal behavior . Hillsdale, NJ: Lawrence Erlbaum.

How effective business communication can transform your company

The right business communication solutions and strategies can boost team morale and productivity.

By the team at Slack April 15th, 2024

People spend the vast majority of their workweek—88%—communicating, according to Grammarly’s 2024 State of Business Communication report . So when it comes to company success, a strong business communication strategy can go a long way.

Effective business communication helps promote collaboration, mitigate conflicts and encourage creative thinking among employees. By communicating thoughtfully, you can reduce misunderstandings and errors within your workplace and ensure that every team member gets the support they need.

Let’s explore communication tools and methods that can help you build better relationships with your employees, colleagues and clients.

Types of business communication

Communication can flow in several different directions within a company.

• Upward: Communication flows upward when an employee responds to messaging from leaders or managers, such as when a customer service rep responds to feedback from a supervisor.
• Downward: Downward communication happens when higher-ups cascade information to lower-level employees, such as when the CEO issues an announcement to mid-level managers, who then relay the message to their direct reports.
• Lateral: Communication moves laterally when it flows between colleagues at the same hierarchical level. This might occur among managers in a strategy meeting or HR employees discussing policies and procedures.
• External: External communication flows out of the organization, such as when a sales rep talks to a prospective client or a vendor.

Written vs. verbal vs. nonverbal communication in business

• Written communications use written words as their medium. These might include company newsletters , marketing emails or blog posts.
• Verbal communication can take place over the phone, in a video conference or in person. Verbal business communications happen during meetings, presentations, business workshops, and even spontaneous Slack huddles and informal watercooler chats.
• Nonverbal communication uses wordless cues such as physical gestures, facial expressions, tone of voice and even emoji to relay information . For example, a manager might react with a 🙌 :thankyou: emoji to a direct report’s progress update in Slack to indicate a job well done.

What are the different methods of business communication?

From direct messages in Slack to external press releases, you can convey information using many business communication methods , but some methods work better than others for certain audiences or types of messaging. Let’s look at some of the most common business communication mediums.

• Business messaging: Platforms like Slack support business messaging in either direct messages or channels . Use threads to organize conversations about specific topics, create a collaborative Slack canvas to record notes from a team meeting and use emoji to convey nonverbal messages.
• Meetings: Meetings are ideal for discussions that require immediate feedback, such as brainstorming or planning sessions. You can conduct a meeting either in person or virtually by using video-conferencing software.
• Phone calls: Phone calls enable quick information exchanges and urgent updates, often in a less formal environment than video conferencing.
• Emails: Email is a relatively quick, efficient and informal way to deliver updates, responses and feedback. However, it lacks many of the collaborative features and dynamic characteristics of an intelligent productivity platform such as Slack.
• Reports: Reports are detailed, formal knowledge sharing documents that present research findings, analyses or updates to either internal team members or external stakeholders.
• Press releases: These are official statements distributed to media outlets to announce new developments, events or achievements.
• Memos: A staple of internal business communication, memos are often used for company announcements such as policy or staffing changes.

Developing effective communication strategies

Regardless of your chosen medium, you should choose your business communication techniques wisely. As you set up a business communication process for your company, keep a few best practices in mind.

Adapt the message to your audience

Customize your message to your intended audience. Regardless of what you’re trying to communicate, you’d deliver the message differently to a group of kindergartners than you would to tech CEOs, or cattle farmers, or personal trainers. Evaluate your audience to make sure you provide an appropriate amount of context and assume a suitable tone.

Consider how you’ll present yourself

Your presentation is particularly important if you’re holding a meeting in person or through video conferencing. Take a few deep breaths, and evaluate your body language: Are you open and inviting? Are you making eye contact (or looking into the camera)? Maintaining a relaxed demeanor can help others feel relaxed too.

Whether you’re communicating in a video conference, over the phone or in person, stay enthusiastic and engaged while you’re speaking.

Manage nonverbal signs to control the message

Consider what you might be communicating with your nonverbal signals. In an in-person meeting, avoid glancing at the clock or the door. In a video meeting, try not to look at your phone or your second monitor. Otherwise, your audience may think you’re not engaged.

Nonverbal communication is even important on text-dominant platforms like Slack. A survey by Slack and Duolingo found that 53% of respondents use emoji when messaging their colleagues, and 67% feel closer and more bonded when their recipient understands the emoji they’re using.

Plus, emoji make professional conversations more efficient. Fifty-four percent say emoji can make workplace communication faster; 58% say emoji allow them to communicate nuanced messages in fewer words.

But not all emoji are appropriate, of course: 💋 : kiss: , 👅 :tongue: , 💩  :poop: and 🍆 :eggplant: rank among the most off-limits emoji to use at work.

Practice active listening when people respond to you

Active listening involves asking questions and giving thoughtful responses to show that you’re engaged with the discussion. By demonstrating your interest in the other person’s message, you’ll strengthen your relationship with them and make it easier to remember details from the conversation. Active listening matters no matter which communication method you’re using.

Ask for feedback from team members

One of the most effective and efficient ways to improve your communication practices is by asking for feedback. Implement a process for delivering feedback, and make sure your teammates feel comfortable using it. This could be a brief post-meeting survey or a thread or quick huddle in Slack .

Handle conflicts respectfully

Even with a flawless communication strategy, disagreements will inevitably crop up. When you don’t see eye to eye with a teammate, manager or direct report, ensure that you continue to communicate thoughtfully and respectfully.

Addressing common barriers in business communication

Communication problems arise due to various factors, including interpersonal differences and tech-related snafus. Let’s explore some of the most common barriers and how you can break them down for better business communication on your team.

Technological hurdles

Technology lets colleagues communicate instantaneously, seamlessly and cost-effectively, even across long distances. But software glitches, connectivity issues and hardware malfunctions are also commonplace and can significantly disrupt communication flow.

Make it a point to:

• Regularly update hardware and software
• Train employees on best practices for using communication technology
• Implement backup methods to ensure continuity in case of system failures
• Establish communication protocols in case primary systems fail

Email overload

Ever find yourself avoiding your email inbox on a Monday morning? Email overload can make it easy to lose track of important messages or fall behind on responding to colleagues.

To curb the negative effects of email overload:

• Use folders, filters and labels to organize email by priority or project
• Limit email checking to specific times of the day
• Unsubscribe from non-essential notifications or newsletters
• Train employees on email best practices, such as how to write subject lines and when to CC other team members
• Shift to a more efficient team chat platform like Slack for quick questions and updates, reserving email for more formal communications

Language and cultural differences

Nonverbal cues, such as direct eye contact, convey different meanings across cultures. For example, Americans regard it as a sign of honesty and confidence, while the Japanese perceive it as disrespectful, even confrontational.

Certain nonverbal cues, idiomatic expressions and colloquialisms may not translate well across different cultures. This even applies to emoji: While many Americans might consider 🍑 :peach: flirty and inappropriate for work, 71% of Korean respondents to Slack’s survey interpreted the emoji as a literal peach. Similarly, 56% of Chinese respondents see 🍆 :eggplant: as simply an eggplant.

To enhance cross-cultural communication in business:

• Invest in employee cultural training to prepare them for the nuances of working with diverse teams
• Use professional interpreters and translators to prevent misunderstandings
• Be ready to adapt strategies, communication methods and decision-making processes to accommodate cultural differences

Send the right message at the right time and place

Effective business communication takes time and effort. It’s up to team leaders to implement strong systems and processes to ensure that communication flows smoothly through their organizations.

Slack provides a feature-rich, scalable, AI-powered platform that easily integrates with third-party applications. No matter where your teammates are located around the world, Slack makes it easy for them to collaborate, stay informed and drive projects forward.

Was this post useful?

Thanks so much for your feedback!

Thanks for your feedback.

Oops! We're having trouble. Please try again later!

Try Slack with your team for free

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

6 Common Leadership Styles — and How to Decide Which to Use When

• Rebecca Knight

Being a great leader means recognizing that different circumstances call for different approaches.

Research suggests that the most effective leaders adapt their style to different circumstances — be it a change in setting, a shift in organizational dynamics, or a turn in the business cycle. But what if you feel like you’re not equipped to take on a new and different leadership style — let alone more than one? In this article, the author outlines the six leadership styles Daniel Goleman first introduced in his 2000 HBR article, “Leadership That Gets Results,” and explains when to use each one. The good news is that personality is not destiny. Even if you’re naturally introverted or you tend to be driven by data and analysis rather than emotion, you can still learn how to adapt different leadership styles to organize, motivate, and direct your team.

Much has been written about common leadership styles and how to identify the right style for you, whether it’s transactional or transformational, bureaucratic or laissez-faire. But according to Daniel Goleman, a psychologist best known for his work on emotional intelligence, “Being a great leader means recognizing that different circumstances may call for different approaches.”

• RK Rebecca Knight is a journalist who writes about all things related to the changing nature of careers and the workplace. Her essays and reported stories have been featured in The Boston Globe, Business Insider, The New York Times, BBC, and The Christian Science Monitor. She was shortlisted as a Reuters Institute Fellow at Oxford University in 2023. Earlier in her career, she spent a decade as an editor and reporter at the Financial Times in New York, London, and Boston.

Partner Center

Chapter 11: Public Speaking

11.2 speaking in a business setting: elevator speech, learning objectives.

• Employ audience analysis to adapt communication to supervisors, colleagues, employees, and clients.
• Explain the role of intercultural communication competence in intercultural business communication contexts.
• Identify strategies for handling question-and-answer periods.
• Identify strategies for effectively planning and delivering common business presentations, including briefings, reports, training, and meetings.
• Discuss the basic parts of an elevator speech.
• Create an effective elevator speech.

Most people’s goal for a college degree is to work in a desired career field. Many of you are probably working while taking this class and already have experience with speaking in business settings. As you advance in your career, and potentially change career paths as many Americans do now, the nature of your communication and the contexts in which you speak will change. Today’s workers must be able to adapt content, level of formality, and format to various audiences including the public, clients, and colleagues (Dannels, 2001). What counts as a good communicator for one audience and in one field may not in another. There is wide variety of research and resources related to business communication that cannot be included in this section. The International Association of Business Communicators is a good resource for people interested in a career in this area:  http://www.iabc.com .

Adapt to Your Audience

Speaking in business settings requires adaptability as a communicator. Hopefully the skills that you are building to improve your communication competence by taking this class will enable you to be adaptable and successful. The following suggestions for adapting to your audience are based on general characteristics; therefore expect variations and exceptions. A competent communicator can use categories and strategies like these as a starting point but must always monitor the communication taking place and adapt as needed. In many cases, you may have a diverse audience with supervisors, colleagues, and employees, in which case you would need to employ multiple strategies for effective business communication.

Even though much of the day-to-day communication within organizations is written in the form of memos, e-mails, and reports, oral communication has an important place. The increase in documentation is related to an epidemic of poor listening. Many people can’t or don’t try to retain information they receive aurally, while written communication provides a record and proof that all the required and detailed information was conveyed. An increase in written communication adds time and costs that oral communication doesn’t. Writing and reading are slower forms of communication than speaking, and face-to-face speaking uses more human senses, allows for feedback and clarification, and helps establish relationships (Nichols & Stevens, 1999).

Much communication in the workplace is written for the sake of documentation. Oral communication, however, is often more efficient if people practice good listening skills.

Queen’s University –  Alumni Volunteer Summit  – CC BY-NC-ND 2.0.

It’s important to remember that many people do not practice good listening skills and that being understood contributes to effectiveness and success. You obviously can’t make someone listen better or require him or her to listen actively, but you can strive to make your communication more listenable and digestible for various audiences.

Speaking to Executives/Supervisors

Upward Communication  includes speeches, proposals, or briefings that are directed at audience members who hold higher positions in the organizational hierarchy than the sender. Upward communication is usually the most lacking within an organization, so it is important to take advantage of the opportunity and use it to your advantage (Nichols & Stevens, 1999). These messages usually function to inform supervisors about the status or results of projects and provide suggestions for improvement, which can help people feel included in the organizational process and lead to an increased understanding and acceptance of management decisions (Adler & Elmhorst, 2005). So how do we adapt messages for upward communication?

The “executive summary” emerged from the fact that executives have tightly scheduled days and prefer concise, relevant information. Executive summaries are usually produced in written form but must also be conveyed orally. You should build some repetition and redundancy into an oral presentation of an executive summary, but you do not need such repetition in the written version. This allows you to emphasize a main idea while leaving some of the supporting facts out of an oral presentation. If an executive or supervisor leaves a presentation with a clear understanding of the main idea, the supporting material and facts will be meaningful when they are reviewed later. However, leaving a presentation with facts but not the main idea may result in the need for another presentation or briefing, which costs an organization time and money. Even when such a misunderstanding is due to the executives’ poor listening skills, it will likely be you who is blamed.

Employees want to be seen as competent, and demonstrating oral communication skills is a good way to be noticed and show off your technical and professional abilities (Bartolome, 1999). Presentations are “high-visibility tasks” that establish a person’s credibility when performed well (Weinholdt, 2006). Don’t take advantage of this visibility to the point that you perform only for the boss or focus on him or her at the expense of other people in the audience. Do, however, tailor your message to the “language of executives.” Executives and supervisors often have a more macro perspective of an organization and may be concerned with how day-to-day tasks match with the mission and vision of the organization. So making this connection explicit in your presentation can help make your presentation stand out.

Be aware of the organizational hierarchy and territory when speaking to executives and supervisors. Steering into terrain that is under someone else’s purview can get you in trouble if that person guards his or her territory (McCaskey, 1999). For example, making a suggestion about marketing during a presentation about human resources can ruffle the marketing manager’s feathers and lead to negative consequences for you. Also be aware that it can be challenging to deliver bad news to a boss. When delivering bad news, frame it in a way that highlights your concern for the health of the organization. An employee’s reluctance to discuss problems with a boss leads to more risk for an organization (Bartolome, 1999). The sooner a problem is known, the better for the organization.

Speaking to Colleagues

Much of our day-to-day communication in business settings is  horizontal communication  with our colleagues or people who are on the same approximate level in the organizational hierarchy. This communication may occur between colleagues working in the same area or between colleagues with different areas of expertise. Such horizontal communication usually functions to help people coordinate tasks, solve problems, and share information. When effective, this can lead to more cooperation among employees and a greater understanding of the “big picture” or larger function of an organization. When it is not effective, this can lead to territoriality, rivalry, and miscommunication when speaking across knowledge and task areas that require specialization (Adler & Elmhorst, 2005).

Many colleagues work collaboratively to share ideas and accomplish tasks together. In a sharing environment, it can be easy to forget where an idea started. This becomes an issue when it comes time for credit or recognition to be given. Make sure to give credit to people who worked with you on a project or an idea. If you can’t remember where an idea came from, it may be better to note that it was a “group effort” than to assume it was yours and risk alienating a colleague.

Speaking to Supervisees/Employees

Downward communication  includes messages directed at audience members who hold a lower place on the organizational hierarchy than the sender. As a supervisor, you will also have to speak to people whom you manage or employ. Downward communication usually involves job instructions, explanations of organizational policies, providing feedback, and welcoming newcomers to an organization.

Supervisors can set a good example by keeping a good flow of information going to their employees.

Wikimedia Commons  – public domain.

This type of communication can have positive results in terms of preventing or correcting employee errors and increasing job satisfaction and morale. If the communication is not effective, it can lead to unclear messages that lead to misunderstandings and mistakes (Adler & Elmhorst, 2005).

During this type of “top-down” communication, employees may not ask valuable questions. So it is important to create an open atmosphere that encourages questions. Even though including an open discussion after a presentation takes more time, it helps prevent avoidable mistakes and wasted time and money. Let your audience know before a presentation that you will take questions, and then officially open the floor to questions when you are ready. Question-and-answer sessions are a good way to keep information flowing in an organization, and there is more information about handling these sessions in the “Getting Competent” box in this chapter.

A good supervisor should keep his or her employees informed, provide constructive feedback, explain the decisions and policies of the organization, be honest about challenges and problems, and facilitate the flow of information (Bartolome, 1999). Information should flow to and away from supervisors. Supervisors help set the tone for the communication climate of an organization and can serve as models of expectations of oral communication. Being prepared, consistent, open, and engaging helps sustain communication, which helps sustain morale. Supervisors also send messages, intentional or unintentional, based on where they deliver their presentations. For example, making people come to the executive conference room may be convenient for the boss but intimidating for other workers (Larkin & Larkin, 1999).

Speaking to Clients / Customers / Funding Sources

Communication to outside stakeholders includes messages sent from service providers to people who are not employed by the organization but conduct business with or support it. These stakeholders include clients, customers, and funding sources. Communication to stakeholders may be informative or persuasive. When first starting a relationship with one of these stakeholders, the communication is likely to be persuasive in nature, trying to convince either a client to take services, a customer to buy a product, or a funding source to provide financing. Once a relationship is established, communication may take the form of more informative progress reports and again turn persuasive when it comes time to renegotiate or renew a contract or agreement.

As with other types of workplace communication, information flow is important. Many people see a lack of information flow as a sign of trouble, so make sure to be consistent in your level of communication through progress reports or status briefings even if there isn’t a major development to report. Strategic ambiguity may be useful in some situations, but too much ambiguity also leads to suspicions that can damage a provider-client relationship. Make sure your nonverbal communication doesn’t contradict your verbal communication.

When preparing for a presentation to clients, customers, or funding sources, start to establish a relationship before actually presenting. This will help you understand what they want and need and will allow you to tailor your presentation to their needs. These interactions also help establish rapport, which can increase your credibility. Many people making a proposal mistakenly focus on themselves or their product or service. Focus instead on the needs of the client. Listen closely to what they say and then explain their needs as you see them and how your product or service will satisfy those needs (Adler & Elmhorst, 2005). Focus on the positive consequences or benefits that will result from initiating a business relationship with you. This is similar to Monroe’s Motivated Sequence organization pattern , which gets the audience’s attention, establishes the existence of a need or problem, presents a solution to fill the need, asks the audience to visualize positive results of adopting the solution, and then calls the audience to action.

Use sophisticated and professional visual aids to help sell your idea, service, or product. You can use strategies from our earlier discussion of visual aids, but add a sales twist. Develop a “money slide” that gets the audience’s attention with compelling and hopefully selling content that makes audience members want to reach for their pen to sign a check or a contract (Morgan & Whitener, 2006).

Include a “money slide” in your presentation to potential clients or customers that really sells your idea.

Yair Aronshtam –  Slide projector  – CC BY-SA 2.0.

Proposals and pitches may be cut short, so imagine what you would do if you arrived to present and were told that you had to cut it down to one minute. If you were prepared, you could pull out your money slide. The money slide could be the most important finding, a startling or compelling statistic, an instructive figure or chart, or some other combination of text and graphic that connects to the listener. Avoid the temptation to make a complicated money slide. The point isn’t to fit as much as you can onto one slide but to best communicate the most important idea or piece of information you have. A verbal version of the money slide is the elevator speech. This is your sales pitch that captures the highlights of what you have to offer that can be delivered in a short time frame. I recommend developing a thirty-second, one-minute, and two-minute version of your elevator speech and having it on standby at all times.

Speaking in Intercultural Contexts

It’s no surprise that business communication is occurring in more intercultural contexts. Many companies and consulting firms offer cross-cultural training for businesspeople, and college programs in cross-cultural training and international business also help prepare people to conduct business in intercultural contexts. For specific information about conducting business in more than thirty-two countries, you can visit the following link:  http://www.cyborlink.com .

While these trainings and resources are beneficial, many people expect intercultural business communication training to be reduced to a series of checklists or rules for various intercultural interactions that may be conveyed in a two-hour, predeparture “everything you need to know about Japanese business culture” training. This type of culture-specific approach to cross-cultural training does not really stand up to the complex situations in which international business communicators find themselves (Victor, 1993). Scholars trained more recently in culture and communication prefer a culture-general approach that focuses on “tools” rather than “rules.” Remember that intercultural competence is relative to the native and host cultures of the people involved in an intercultural encounter, and therefore notions of what is interculturally competent change quickly (Ulijn et al., 2000). To review some of our earlier discussion, elements of intercultural competence involve the ability to identify potential misunderstandings before they occur, be a high self-monitor, and be aware of how self and others make judgments of value (Ulijn et al., 2000).

I will overview some intercultural business communication tips that are more like rules, but remember there are always exceptions, so other competent communication skills should be on standby to help you adapt when the rules approach stops working (Thrush, 1993).

In terms of verbal communication, make sure to use good pronunciation and articulation. Even if you speak a different language than your audience, clearer communication on your part will help the message get through better. Avoid idiomatic expressions and acronyms, since the meaning of those types of verbal communication are usually only known to cultural insiders. Try to use geographically and culturally relevant examples—for example, referencing the World Cup instead of the World Series. Be aware of differences in communication between high- and low-context cultures. Note that people from low-context cultures may feel frustrated by the ambiguity of speakers from high-context cultures, while speakers from high-context cultures may feel overwhelmed or even insulted by the level of detail used by low-context communicators. The long history of family businesses doing business with family businesses in France means that communication at meetings and in business letters operates at a high context. Dates and prices may not be mentioned at all, which could be very frustrating for an American businessperson used to highly detailed negotiations. The high level of detail used by US Americans may be seen as simplistic or childish to audience members from high-context cultures. Include some materials in the native language or include a glossary of terms if you’re using specific or new vocabulary. Don’t assume that the audience needs it, but have it just in case.

Also be aware that different cultures interpret graphics differently. Two well-known cases of differing interpretations of graphics involve computer icons. First, the “trash” icon first used on Mac desktops doesn’t match what wastebaskets look like in many other countries. Second, the US-style “mailbox” used as an icon for many e-mail programs doesn’t match with the mail experiences of people in most other countries and has since been replaced by the much more universally recognizable envelope icon. Nonelectronic symbols also have different cultural meanings. People in the United States often note that they are pursuing the “blue ribbon” prize or standard in their business, which is the color ribbon used to designate second place in the United Kingdom.

“Getting Competent”

Handling Question-and-Answer Periods

Question-and-answer (Q&A) periods allow for important interaction between a speaker and his or her audience. Speakers should always be accountable for the content of their speech, whether informative or persuasive, and making yourself available for questions is a good way to demonstrate such accountability. Question-and-answer sessions can take many forms in many contexts. You may entertain questions after a classroom or conference presentation. Colleagues often have questions after a briefing or training. Your supervisor or customers may have questions after a demonstration. Some question-and-answer periods, like ones after sales pitches or after presentations to a supervisor, may be evaluative, meaning you are being judged in terms of your content and presentation. Others may be more information based, meaning that people ask follow-up questions or seek clarification or more detail. In any case, there are some guidelines that may help you more effectively handle question-and-answer periods (Toastmasters International, 2012; Morgan & Whitener, 2006).

Setting the stage for Q&A.  If you know you will have a Q&A period after your presentation, alert your audience ahead of time. This will prompt them to take note of questions as they arise, so they don’t forget them by the end of the talk. Try to anticipate questions that the audience may have and try to proactively answer them in the presentation if possible; otherwise, be prepared to answer them at the end. At the end of your presentation, verbally and nonverbally indicate that the Q&A session is open. You can verbally invite questions and nonverbally shift your posture or position to indicate the change in format.

Reacting to questions.  In evaluative or informative Q&A periods, speakers may feel defensive of their idea, position, or presentation style. Don’t let this show to the audience. Remember, accountability is a good thing as a speaker, and audience members usually ask pertinent and valid questions, even if you think they aren’t initially. Repeating a question after it is asked serves several functions. It ensures that people not around the person asking the question get to hear it. It allows speakers to start to formulate a response as they repeat the question. It also allows speakers to ensure they understood the question correctly by saying something like “What I hear you asking is…” Once you’ve repeated the question, respond to the person who posed the question, but also address the whole audience. It is awkward when a speaker just talks to one person. Be cautious not to overuse the statement “That’s a good question.” Saying that more than once or twice lessens its sincerity.

Keeping the Q&A on track.  To help keep the Q&A period on track, tie a question to one of the main ideas from your presentation and make that connection explicit in your response. Having a clearly stated and repeated main idea for your presentation will help set useful parameters for which questions fall within the scope of the presentation and which do not. If someone poses a question that is irrelevant or off track, you can politely ask them to relate it to a main idea from the talk. If they can’t, you can offer to talk to them individually about their question after the session. Don’t engage with an irrelevant question, even if you know the answer. Answering one “off-track” question invites more, which veers the Q&A session further from the main idea.

Responding to multipart questions.  People often ask more than one question at a time. As a speaker and audience member this can be frustrating. Countless times, I have seen a speaker only address the second question and then never get back to the first. By that point, the person who asked the question and the audience have also usually forgotten about the first part of the question. As a speaker, it is perfectly OK to take notes during a Q&A session. I personally take notes to help me address multipart questions. You can also verbally reiterate the question to make sure you know which parts need to be addressed, and then address the parts in order.

Managing “Uh-oh!” moments.  If a person corrects something you said in error during your presentation, thank them for the correction. After the presentation, verify whether or not it was indeed a mistake, and if it was, make sure to correct your information so you don’t repeat the mistake in future talks. Admit when you don’t know the answer to a question. It’s better to admit that you do not know the answer than to try to fake your way through it. An audience member may also “correct” you with what you know is incorrect information. In such cases, do not get into a back-and-forth argument with the person; instead, note that the information you have is different and say you will look into it.

Concluding the Q&A session.  Finally, take control of your presentation again toward the end of the Q&A session. Stop taking questions in time to provide a brief wrap-up of the questions, reiterate the main idea, thank the audience for their questions, and conclude the presentation. This helps provide a sense of closure and completeness for the presentation.

• Which of these tips could you have applied to previous question-and-answer sessions that you have participated in to make them more effective?
• Imagine you are giving a presentation on diversity in organizations and someone asks a question about affirmative action, which was not a part of your presentation. What could you say to the person?
• In what situations in academic, professional, or personal contexts of your life might you be engaged in an evaluative Q&A session? An information-based Q&A session?

Common Business Presentations

Now you know how to consider your audience in terms of upward, downward, or horizontal communication. You also know some of the communication preferences of common career fields. Now we will turn our attention to some of the most frequent types of business presentations: briefings, reports, training, and meetings.

Briefings  are short presentations that either update listeners about recent events or provide instructions for how to do something job related (Adler & Elmhorst, 2005). Briefings may occur as upward, downward, or horizontal communication. An industrial designer briefing project managers on the preliminary results of testing on a new product design is an example of upward briefing. A nurse who is the shift manager briefing an incoming shift of nurses on the events of the previous shift is an example of downward briefing. A representative from human resources briefing colleagues on how to use the new workplace identification badges is an example of horizontal briefing. Briefings that provide instructions like how to use a new identification badge are called  Technical Briefings ,  and they are the most common type of workplace presentation (Toastmasters International, 2012). For technical briefings, consider whether your audience is composed of insiders, outsiders, or a mixture of people different levels of familiarity with the function, operation, and/or specifications of the focus of the briefing. As we have already discussed, technical speaking requires an ability to translate unfamiliar or complex information into content that is understandable and manageable for others.

Technical briefings, which explain how something functions or works, are the most common type of workplace presentations.

Shamim Mohamed –  Debrief  – CC BY-SA 2.0.

As the name suggests, briefings are  brief —usually two or three minutes. Since they are content focused, they do not require formal speech organization, complete with introduction and conclusion. Briefings are often delivered as a series of bullet points, organized topically or chronologically. The content of a briefing is usually a summary of information or a series of distilled facts, so there are rarely elements of persuasion in a briefing or much supporting information. A speaker may use simple visual aids, like an object or even a one-page handout, but more complex visual aids are usually not appropriate. In terms of delivery, briefings should be organized. Since they are usually delivered under time constraints and contain important information, brief notes and extemporaneous delivery are effective (Adler & Elmhorst, 2005).

People in supervisory or leadership positions often provide  training , which includes presentations that prepare new employees for their jobs or provide instruction or development opportunities for existing employees. While some training is conducted by inside and outside consultants, the US Bureau of Labor and Statistics notes that about 75 percent of training is delivered informally while on the job (Adler & Elmhorst, 2005). As the training and development field expands, this informal training is likely to be replaced by more formalized training delivered by training professionals, many of whom will be employees of the company who have been certified to train specific areas. Organizations are investing more time and money in training because they recognize the value in having well-trained employees and then regularly adding to that training with continued development opportunities. Common focuses of training include the following:

• Compliance with company policies.  Includes training and orienting new hires and ongoing training for existing employees related to new or changing company policies.
• Changing workplace environments.  Diversity training and cross-cultural training for international business.
• Compliance with legal policies.  Sexual harassment, equal employment, Americans with Disabilities Act, and ethics training.
• Technical training.  Instructions for software, hardware, and machinery.

Companies are also investing money in training for recent college graduates who have degrees but lack the technical training needed to do a specific job. This upfront investment pays off in many situations, as this type of standardized training in field-specific communication skills and technology can lead to increased productivity.

Corporate trainers prepare new employees for their jobs and provide development opportunities for existing employees.

Louisiana GOHSEP –  Employees Attend Training Classes  – CC BY-SA 2.0.

Trainers require specific skills and an ability to adapt to adult learners (Ray, 1993). Important training skills include technical skills specific to a discipline, interpersonal skills, organizational skills, and critical thinking skills. Trainers must also be able to adapt to adult learners, who may have more experience than the trainer. Training formats usually include a mixture of information presentation formats such as minilecture and discussion as well as experiential opportunities for trainees to demonstrate competence such as role-play, simulation, and case-study analysis and application. Trainers should remember that adult learners learn best by doing, have previous experience that trainers can and should draw on, have different motivations for learning than typical students, and have more competing thoughts and distractions. Adult learners often want information distilled down to the “bottom line”; demonstrating how content is relevant to a specific part of their work duties or personal success is important.

Steps in Developing a Training Curriculum  (Beebe, Mottet, & Roach, 2004)

• Do background research based on literature on and observations of the training context you will be in.
• Conduct a needs assessment to see what sort of training is desired/needed.
• Develop training objectives based on research, observations, and needs assessment. Objectives should be observable, measurable, attainable, and specific.
• Develop content that connects to the needs assessment.
• Determine the time frame for training; make the training as efficient as possible.
• Determine methods for delivering content that connect with objectives developed earlier.
• Select and/or create training materials.
• Create a participant’s guide that contains each activity and module of the training.
• Include the following for each training activity: objectives, training content, time frame, method, and materials needed.
• Test the training plan on a focus group or with experts in the field to evaluate and revise if necessary.

Over eleven million meetings are held each day in the United States, so it is likely that you will attend and lead meetings during your career. Why do we have meetings? The fundamental reason is to get a group of people with different experiences and viewpoints together to share their knowledge and/or solve a problem. Despite their frequency and our familiarity with them, meetings are often criticized for being worthless, a waste of time, and unnecessary. Before you call a meeting, ask yourself if it is necessary, since some issues are better resolved through a phone call, an e-mail, or a series of one-on-one meetings. Ask the following questions to help make sure the meeting is necessary: What is the goal of the meeting? What would be the consequences of not having it? How will I judge whether the meeting was successful or not? (Jay, 1999)

Meetings are important at the early stages of completing a task, as they help define a work team since the members share a space and interact with each other. Subsequent meetings should be called when people need to pool knowledge, refine ideas, consider new information, or deliberate over a decision. Most meetings are committee size, which ranges from three to ten people. The frequency of the meeting will help determine how the meeting should be run. Groups that meet daily will develop a higher level of cohesion and be able to work through an agenda quickly with little review. Most groups meet less frequently, so there typically needs to be a structured meeting agenda that includes informational items, old business, and new business.

In determining the meeting agenda, define the objectives for various items. Some items will be informative, meaning they transmit information and don’t require a decision or an action. Other items will be constructive, in that they require something new to be devised or decided, such as determining a new policy or procedure. Once a new policy or procedure has been determined, a group must decide on the executive components of their decision, such as how it will be implemented and who will have responsibilities in the process. As the items progress from informational, to constructive, to executive, the amount of time required for each item increases, which will have an effect on the planning of the agenda (Jay, 1999).

After completing the agenda, continue to plan for the meeting by providing attendees with the agenda and any important supporting or supplementary materials such as meeting minutes or reports ahead of time. Consult with people who will attend a meeting beforehand to see if they have any questions about the meeting and to remind them to review the materials. You can also give people a “heads up” about any items for discussion that may be lengthy or controversial. Make sure the meeting room can accommodate the number of attendees and arrange the seating to a suitable structure, typically one where everyone can see each other. A meeting leader may also want to divide items up as “for information,” “for discussion,” or “for decision.” Start the meeting by sharing the objective(s) that you determined in your planning. This will help hold you and the other attendees accountable and give you something to assess to determine the value of the meeting.

People’s attention spans wane after the first twenty minutes of a meeting, so it may be useful to put items that warrant the most attention early on the agenda. It is also a good idea to put items that the group can agree on and will unify around before more controversial items on which the group may be divided. Anything presented at the meeting that wasn’t circulated ahead of time should be brief, so people aren’t spending the meeting reading through documents. To help expedite the agenda, put the length of time you think will be needed for each item or category of items on the agenda. It is important to know when to move from one item to the next. Sometimes people continue to talk even after agreement has been reached, which is usually a waste of time. You want to manage the communication within the meeting but still encourage people to speak up and share ideas. Some people take a more hands-on approach to managing the conversation than others. As the president of the graduate student body, I attended a few board of trustees meetings at my university. The chairperson of the committee had a small bell that she would ring when people got off track, engaged in personal conversations, or were being disruptive to the order of the group.

At the end of the meeting make sure to recap what was accomplished. Return to the objective you shared at the beginning and assess whether or not you accomplished it. If people feel like they get somewhere during a meeting, they will think more positively about the next one. Compile the meeting minutes in a timely fashion, within a few days and no more than a week after the meeting (Jay, 1999).

Tips for Running Effective Meetings

• Distribute an agenda to attendees two to three days in advance of the meeting.
• Divide items up on the agenda into “for information,” “for discussion,” and “for decision.”
• Put items that warrant close attention early on the agenda.
• Since senior attendees’ comments may influence or limit junior people’s comments, ask for comments from junior attendees first.
• People sometimes continue talking even after agreement has been reached, so it’s important to know when to move on to the next item in the agenda.
• At the end of a meeting, recap what was accomplished and set goals for the next meeting.
• Compile meeting minutes within forty-eight hours and distribute them to the attendees.
• Identify a recent instance when you engaged in upward, horizontal, downward, or intercultural communication in a business setting. Analyze that communication encounter based on the information in the corresponding section of this chapter. What was done well and what could have been improved?
• Prepare a briefing presentation on how to prepare a briefing. Make sure to follow the suggestions in the chapter.
• Think of a time when you received training in a business or academic setting. Was the communication of the trainer effective? Why or why not?

Elevator Speech

An elevator speech is to oral communication what a Twitter message (limited to 140 characters) is to written communication. It has to engage and interest the listener, inform and/or persuade, and be memorable (Howell, L., 2006). An  elevator speech  is a presentation that persuades the listener in less than thirty seconds, or around a hundred words. It takes its name from the idea that in a short elevator ride (of perhaps ten floors), carefully chosen words can make a difference. In addition to actual conversations taking place during elevator rides, other common examples include the following:

• An entrepreneur making a brief presentation to a venture capitalist or investor
• A conversation at the water cooler
• Comments during intermission at a basketball game
• A conversation as you stroll across the parking lot

Creating an Elevator Speech

An elevator speech does not have to be a formal event, though it can be. An elevator speech is not a full sales pitch and should not get bloated with too much information. The idea is not to rattle off as much information as possible in a short time, nor to present a “canned” thirty-second advertising message, but rather to give a relaxed and genuine “nutshell” summary of one main idea. The speech can be generic and nonspecific to the audience or listener, but the more you know about your audience, the better. When you tailor your message to that audience, you zero in on your target and increase your effectiveness (Albertson, E., 2008). The emphasis is on brevity, but a good elevator speech will address several key questions:

• What is the topic, product or service?
• Who are you?
• Who is the target market? (if applicable)
• What is the revenue model? (if applicable)
• What or who is the competition and what are your advantages?

Table 11.1 “Parts of an Elevator Speech”  adapts the five parts of a speech to the format of the elevator speech.

Table 11.1  Parts of an Elevator Speech

• How are you doing?
• Great! Glad you asked. I’m with (X Company) and we just received this new (product x)—it is amazing. It beats the competition hands down for a third of the price. Smaller, faster, and less expensive make it a winner. It’s already a sales leader. Hey, if you know anyone who might be interested, call me! (Hands business card to the listener as visual aid)

Key Takeaway

• What counts as being a good communicator in one business context doesn’t in another, so being able to adapt to various business settings and audiences will help you be more successful in your career. This includes being well versed in areas of upwards, horizontal, and downward communication.
• Upward business communication involves communicating messages up the organizational hierarchy. This type of communication is usually the most lacking in organizations. However, since oral presentations are a “high-visibility” activity, taking advantage of these opportunities can help you get noticed by bosses and, if done well, can move you up the organizational ladder. Present information succinctly in an executive summary format, building in repetition of main ideas in the oral delivery that aren’t necessary for the written version. Don’t just focus on the boss if there are other people present, but do connect to the vision and mission of the organization, since most managers and executives have a “big picture” view of the organization.
• Horizontal communication is communication among colleagues on the same level within an organizational hierarchy. This type of communication helps coordinate tasks and lets people from various parts of an organization get a better idea of how the whole organization functions. Many workplaces are becoming more collaborative and team oriented, but make sure you share credit for ideas and work accomplished collaboratively so as not to offend a colleague.
• Downward communication includes messages traveling down the organizational hierarchy. These messages usually focus on giving instructions, explaining company policies, or providing feedback. As a supervisor, make sure to encourage employees to ask questions following a presentation. Good information flow helps prevent employee errors and misunderstandings, which saves money.
• Initial communication with clients, customers, or funding sources is usually persuasive in nature, as you will be trying to secure their business. Later communication may be more informative status reports. Connect your message to their needs rather than focusing on what you offer. Use persuasive strategies like positive motivation, and always have a “money slide” prepared that gets across the essence of what you offer in one attractive message.
• When adapting business communication to intercultural contexts, take a “tools not rules” approach that focuses on broad and adaptable intercultural communication competence.

There are various types of business presentations for which a speaker should be prepared:

• Briefings are short, two- to three-minute “how-to” or “update” presentations that are similar to factual bullet points.
• Reports can be past, present, or future focused and include status, final, and feasibility reports.
• Trainings are informal or formal presentations that help get new employees ready for their jobs and keep existing employees informed about changing policies, workplace climates, and legal issues.
• To have an effective meeting, first make sure it is necessary to have, then set a solid foundation by distributing an agenda in advance, manage the flow of communication during the meeting, and take note of accomplishments to promote a positive view of future meetings.
• You often don’t know when opportunity to inform or persuade will present itself, but with an elevator speech, you are prepared!
• Pick a product or service and prepare an elevator speech (less than a hundred words, no more than thirty seconds). Rehearse the draft out loud to see how it sounds and post or present it in class.
• Find an example of an elevator speech online (YouTube, for example) and review it. Post the link and a brief summary of strengths and weaknesses. Share and compare with classmates.
• Prepare an elevator speech (no more than thirty seconds) and present to the class.

Adler, R. B. and Jeanne Marquardt Elmhorst,  Communicating at Work: Principles and Practices for Businesses and the Professions , 8th ed. (Boston, MA: McGraw-Hill, 2005), 15.

Albertson, E. (2008).  How to open doors with a brilliant elevator speech . New Providence, NJ: R. R. Bowker.

Bartolome, F., “Nobody Trusts the Boss Completely—Now What?” in  Harvard Business Review on Effective Communication  (Boston, MA: Harvard Business School Press, 1999), 92.

Beebe, S. A., Timothy A. Mottet, and K. David Roach,  Training and Development: Enhancing Communication and Leadership Skills  (Boston, MA: Pearson, 2004).

Dannels, D. P., “Time to Speak Up: A Theoretical Framework of Situated Pedagogy and Practice for Communication across the Curriculum,”  Communication Education  50, no. 2 (2001): 144.

Howell, L. (2006).  Give your elevator speech a lift . Bothell, WA: Publishers Network.

Jay, A., “How to Run a Meeting,” in  Harvard Business Review on Effective Communication  (Boston, MA: Harvard Business School Press, 1999), 34.

Larkin, T. J. and Sandar Larkin, “Reaching and Changing Frontline Employees,” in  Harvard Business Review on Effective Communication  (Boston, MA: Harvard Business School Press, 1999), 152.

McCaskey, M. B., “The Hidden Messages Managers Send,” in  Harvard Business Review on Effective Communication  (Boston, MA: Harvard Business School Press, 1999), 128.

Morgan, S. and Barrett Whitener,  Speaking about Science: A Manual for Creating Clear Presentations  (New York, NY: Cambridge, 2006), 18.

Nichols, R. G. and Leonard A. Stevens, “Listening to People,” in  Harvard Business Review on Effective Communication  (Boston, MA: Harvard Business School Press, 1999), 14–15.

Ray, R. L., “Introduction: The Academic as Corporate Consultant,” in  Bridging Both Worlds: The Communication Consultant in Corporate America , ed. Rebecca L. Ray (Lanham, MD: University Press of America, 1993), 6–8.

Thrush, E. A., “Bridging the Gaps: Technical Communication in an International and Multicultural Society,”  Technical Communication Quarterly  2, no. 3 (1993): 275–79.

Toastmasters International, “Proposals and Pitches” accessed March 17, 2012,  http://www.toastmasters.org/MainMenuCategories/FreeResources/NeedHelpGivingaSpeech/BusinessPresentations/ProposalsandPitches.aspx

Ulijn, J., Dan O’Hair, Matthieu Weggeman, Gerald Ledlow, and H. Thomas Hall, “Innovation, Corporate Strategy, and Cultural Context: What Is the Mission for International Business Communication?”  Journal of Business Communication  37 (2000): 301.

Victor, D., “Cross-Cultural Communication” in  Bridging Both Worlds: The Communication Consultant in Corporate America , ed. Rebecca L. Ray (Lanham, MD: University Press of America, 1993), 113.

Weinholdt, R., “Taking the Trauma Out of the Talk,”  The Information Management Journal  40, no. 6 (2006): 62.

• Communication in the Real World . Authored by : University of Minnesota. Located at : https://open.lib.umn.edu/communication/chapter/12-3-speaking-in-business-settings/%20 . License : CC BY-NC-SA: Attribution-NonCommercial-ShareAlike

Privacy Policy