Improve Your Communication Skills, 2nd Edition

74 Improve your Communication Skills
answers to that question; then be sure to give those answers to 
the speaker. It’s easier to ask this question if you adopt a policy of 
assuming constructive intent
. You might be assuming that the 
speaker is not trying to do their best thinking, or seeking a 
genuine solution. In fact, they are likely to be trying to think as 
well as they can. Assume that they are trying to be positive, and 
give appropriate feedback. One result, among others, is that the 
speaker will be encouraged to be more constructive.
The more formal the conversation, the more likely that your 
feedback will be a single, lengthy contribution. You need to 
choose carefully when to give your feedback. Too early, and you 
may close the conversation down prematurely. Too late, and the 
effect may be lost. If in doubt, you can ask whether it’s 
appropriate to start your feedback or whether the speaker wants 
to continue. Ask:
• for permission to feed back;
• how the speaker sees the situation in summary;
• what the speaker sees as the key issue or problem.
Only then should you launch into your own feedback.
Give your positive feedback before any negative feedback. 
Make your own objective clear and explain how your feedback 
relates to that objective. Feedback will naturally become more 
positive if you make it forward-looking: what you and the other 
person are trying to achieve, what you both want to do. The best 
negative feedback is about whatever is hindering progress 
towards the objective. You can productively ignore any other 
ideas that you happen to disagree with.
Feed back on ideas and information, rather than on the 
person. Support any comments you make with evidence. Focus 
on the key idea or aspect that you think would change the 
situation most strongly for the better. If you praise them, the 
speaker is more likely to accept the need to change their views or 
their behaviour.
( c) 2011 Kogan Page L imited, All Rights Reserved.

---

The ability to persuade and influence has never been in more 
demand among managers. The days of simply telling people what 
to do and expecting them to do it are long gone. Now you have to 
be able to ‘sell your ideas’. 
The key to effective persuasion is having powerful ideas and 
delivering them well. Ideas are the currency of communication. 
Information alone will never influence anyone to act. Only ideas 
have the power to persuade. 
The old word for this power is rhetoric. Since ancient times, 
the art of rhetoric has taught people how to assemble and deliver 
their ideas. Few people – at least in Europe – now study rhetoric 
systematically. Yet, by applying a few simple principles, you can 
radically improve the quality of your persuasion.