How to develop connection skills to succeed in an organization?

Everyone in an organization, especially leaders and managers need to develop skills to connect and communicate that help them drive results. Managers who are good at organizing tasks also find it easy for them to maintain a connection with people. Weak connection skills prevent many mangers from graduating into becoming leaders people would normally want to follow. Here are some of the attitudes and behaviors that will help facilitate connection.

Identifying varying connection needs – People have different perception about their feelings for being connected or lack thereof. This leads them into responding differently in situations that makes them feel either connected or not-connected. Success depends on your ability to learn about people and accordingly tailor your behaviors to connect with them.

Be attentive – Attention is the oxygen in any relationship. When you are in a meeting with people, pay close attention to what they are saying. Show that you are engaged and interested by asking questions and then by asking follow-up questions. Observe carefully facial expression and body languages.

Have empathy – When we feel the emotions of others, it makes them feel good and connected to us. Similarly when you feel their positive emotions, it enhances their emotion. When we feel their pain, it reduces their pain and makes them feel better.

Emphasize on positive aspects – Psychologist Barbara Fredrickson found that people at workplace need affirmation and recognition and so makes it a point to look for ways to affirm and serve others.

Keep your tone low – Know the fact that people will instinctively respond to the way you deliver your message, before they listen to the content. As a result, people may create a wall of defense if they hear your tone or voice is booming, shrill or strident.

Be a problem solver – As a manager, winning or losing an argument is not important. While talking or making a point, talk with the mindset to solve a problem rather than to win. Thinking of the people you are negotiating with as competitor leads to disconnection and distrust. Instead, think of them as people holding knowledge that you need in order to arrive at winning solution.

Provide autonomy in execution – Once you have delegated tasks, monitor progress and make yourself available to help your direct reports. But refrain yourself from getting involved in micro managing, unless asked for specific help.

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