Everyone Communicates, Few Connect
What The Most Effective People Do Differently
If you want to succeed, you must learn how to connect with people. While it may seem like some folks are just born with the ability to Connect, the truth is anyone can learn how to make every communication an opportunity for a powerful connection.
In the Everyone Communicates, Few Connect training curriculum, we well cover the principles and practices to develop the crucial skill of connecting, including:
Finding Common Ground
Keeping Your Communication Simple
Capturing People’s Interest
Staying Authentic in all Your Relationships
If you can connect with others—one-on-one, in groups, and with an audience—your sense of community improves, your ability to create teamwork increases, and your influence skyrockets. People who connect with others have better relationships, experience less conflict, and get more things done than those who cannot connect.
The Everyone Communicates, Few Connect training curriculum can be structured to fit within a 45-60 minute team meeting, a dedicated 2-hour, 4-hour, full-day, or multiple-day training event. Sessions can be delivered for a one-time event or a series of sessions over multiple weeks.
The following is an example of how the material could be structure to cover the key concepts from John Maxwell’s book over 5 sessions. Each session is an interactive group discussion that is facilitated by a John Maxwell certified coach and lasts approximately 60-90 minutes each week. Participants will read the associated chapters of the book in advance of each session.
- Connecting Increases Your Influence in Every Situation
- Connecting is All About Others
- Connecting Goes Beyond Words
- Connecting Always Requires Energy
- Connecting Is More Skill Than Natural Talent
- Connectors Connect on Common Ground
- Connectors Do The Difficult Work of Keeping It Simple
- Connectors Create An Experience Everyone Enjoys
- Connectors Inspire People
- Connectors Live What They Communicate
- Wrap Up
If you can connect with others — one-on-one, in groups, and with an audience – your sense of community improves your ability to create teamwork increases, and your influence skyrockets. People who connect with others have better relationships, experience less conflict, and get more things done than those who can not connect. Leaders who have learned the art of connection are able to communicate their ideas persuasively, establishing buy-in and attracting followers.
Good communicators have enough humility to recognize that they are not the expert authorities on all matters. they endeavor not to impress people with knowledge, but to connect with others authentically in order to gain the opportunity to influence them. As such, they patiently seek to understand their audience before speaking.
Audiences respond to how a communicator makes them feel rather than to what a communicator has to say. Our actions, tone, and style communicate far more than our words. Experts estimate that 90% of the impression we convey has nothing to do with what we actually say.
Connecting with others only happens intentionally. As a communicator, you receive a response to the extent that you invest and prepare. You can’t just step up to the microphone and expect to wow the crowd. First, you must step toward the audience relationally and emotionally by personalizing the message to suit their content.
People aren’t born with the ability to connect, nor does it develop by accident. Connection happens when people hone their skills and mine their experiences. Great communicators make the most of their background, personality, natural abilities, and know ledgein order to engage an audience — whether in conversation with one person or when speaking to a gathering of thousands.
All positive relationships are built on common interest and values. They are founded upon agreement, not disagreement. Even so, leaders neglect searching for common ground. They make assumptions about what others want, get wrapped up in their own agenda and try to control situations rather than collaborating with their team.
Life’s issues can be maddeningly complex, and a leader’s job is to bring simplicity and clarity to them. Anyone can identify a problem and point out why it’s a dilemma. However, only good leaders are able to cut through the haze of complexity to arrive at a concrete solution.
How you communicate often carries more weight than what you say. Craft your communications appealingly so that you do not bore audiences. Having the right message does not matter if your delivery of it puts people to sleep.
The energy that people put into their work depends upon the inspirational qualities of their leader. Inspiring leaders demonstrate belief in the mission, make evident their value for the team, and communicate high expectations. Leaders who combine these qualities motivate people to contribute their utmost to the organization’s goals.
In the short run, people judge a leader on his or her communication skills. In the long run, people follow what they see instead of what they are told. They can spot a fraud, and they will not go along with a leader unless they can trust the leader’s convictions and character. It’s not enough just to work hard. It’s not enough to do a great jobe.
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