Communication Skills Interpersonal

It is critical that managers have training in and knowledge of the dynamics of the change process. Whether the force for change comes from external sources or from within the organization, managers must learn to meet these challenges. Often managers themselves act as sponsors or agents for major changes. In either case they usually nd it di cult to prepare employees adequately to reduce resistance. This training will focus exclusively on the change process as it relates to managers and their employees at all levels throughout the organization.

You will learn how to build systems and structures to navigate and orchestrate change, how to create commitment and bene ts, as well as how to face the challenge and demands of change. In addition, the change process and its relationship to communication, con ict, power, stress, and risk will also be addressed. By the program's conclusion, you will have the requisite skills to successfully carry your employees through the next change that occurs in your workplace.


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"Most helpful were the portions on communication, positive reinforcement, and how to achieve goals through these techniques. I now will try to better plan out my communication and delegate more tasks among the team."
William Fli, Sales Manager Computer Marketing International

"Excellent teaching style. Great pace - not too hurried, not too bare. Sense of humor made laughing at yourself easy. Very practical lessons we could all apply to our individual situations. Easy to bring new methods of communicating into personal life as well as a benefit I didn't expect."
Kelly Bradley, Production Manager Boyd Coating Research Co., Inc.

"Well organized and planned. Andrew is a Brilliant and professional trainer! The clarity of information, the way that it was presented to the group, and the articulate stories that explained how to apply what we were learning, were all well worth the cost."
Carol Buonopane, Administrator Cortex Corporation


Effective communication is not a one-way street. It involves an interaction between the sender and the receiver. The responsibility for this interaction is assumed by both parties. The speaker can solicit feedback and adjust the message accordingly. The listener can summarize what was said for the speaker and continually practice the empathetic process.


Communication is a complex and often difficult process for both the receiver and sender. Barriers on both sides of the process often deflect the real meaning of the message and inhibit clear, open, and rewarding communication. Research shows that a major portion of an organization’s problems are caused by poor communication, while an even greater part of an organization’s progress stems from good communication.


It has been said that communication is sincerity plus affability. Sincerity is the primary basis upon which the audience judges the integrity of the trainer. To quote Mr. Webster, sincerity means "without deceit, pretense, or hypocracy; truthful and straight-forward." However, your sincerity as a trainer and someone else’s belief in that sincerity may be two different things. You may believe in your subject, and be genuinely interested in the communication of that subject to your audience. But if they do not perceive you to be sincere, YOU ARE NOT SINCERE! Regardless of your own convictions, you may be projecting quite a different image to your group. Most people feel they can accurately judge sincerity, although research indicates that people’s perceptions are often incorrect. Thus, as a trainer, you must PROJECT sincerity.