$Entrepreneur Communication$ to Communicate Is—To Succeed: We Don’T Listen to Understand, We Listen to Reply

© 2018 Daniel R. Hogan Jr., Ph.D. MBA All rights reserved.

No part of this book may be reproduced, stored in a retrieval system, or transmitted by any means without the written permission of the author.

Published by AuthorHouse  07/24/2018

ISBN: 978-1-5462-4971-9 (sc)

ISBN: 978-1-5462-4970-2 (e)

Library of Congress Control Number: 2018908581

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DEDICATION

A Concise, Succinct Thank-You to my

Loved Ones.

TABLE OF CONTENTS

Preface

Introduction

Chapter 1     Goals And Foundations

Chapter 2     Meetings And Teams

Chapter 3     The Business Plan

Chapter 4     Effective Public Speaking

Chapter 5     Effective Written Communication

Chapter 6     Resumes

Chapter 7     Grammar Revisted

Chapter 8     Intercultural Communication

Chapter 9     Ethics

Chapter 10   Marketing

Final Thoughts

About The Author

APPENDIX

Appendix 1     Business Plan Outline

Appendix 1A     The Business Plan Presentation

Appendix 2     77 Questions Every Business Plan Should Answer

Appendix 3     Mission Statements

Appendix 4     Visual Aid Usage

Appendix 5     Ten Things That Will Get You Fired

Appendix 6     The Problem With Rules

Appendix 7     Communication Interview

Appendix 8     The Entrepreneurial Process To Start, Grow, And Manage A Business

Glossary

PREFACE

It ain’t what you don’t know that gets you into trouble. It’s what you know for sure that just ain’t so.

Mark Twain

Persistence, determination, attitude, and the ability to communicate are the keys to success.

All communication be it business, government, personal is between people. The ability to convey thoughts, ideas, information, and motivation is key to achieving progress and success. Managers of organizations have the basic job of gathering and distributing information, motivating and inspiring team effort toward a goal, and to make decisions. Internal communication takes place within people in an organization, owners, managers, supervisors, and employees. External communication takes place between the company and outside people, customers, vendors, and creditors. Effective communication is essential to accomplishing these goals.

There are ten basic commandments to establish this connection for successful human relations in all communication efforts.

1. Speak to people. There is nothing as nice as a cheerful word of greeting.

2. Smile at people. It takes 72 muscles to frown, only 14 to smile.

3. Call people by name. The sweetest music to anyone’s ear is the sound of his/her own name.

4. Be friendly and helpful. If you would have friends, be friendly.

5. Be cordial. Speak and act as if everything you do is a genuine pleasure.

6. Be genuinely interested in people. You can learn to like everybody if you try.

7. Be generous with praise – cautious with criticism.

8. Be considerate with the feelings of others. It will be appreciated.

9. Be thoughtful of the opinions of others. There are three sides to a controversy – yours, the other fellow’s, and the right one.

10. Be alert to fine service. What counts most in life is what we do for others.

ORGANIZATION

Business leaders and scholars from various disciplines have attempted to define the term organization. A formal organization is defined by Louis (Allen Louis Management and Organization, McGraw-Hill) the process of identifying and delegating responsibility and authority and establishing relationships for the purpose of enabling people to work most effectively in accomplishing objectives. And Barnard (Chester Barnard The Function of the Executive, Harvard Press) defines a formal organization as a system of consciously coordinated activities of two or more people.

Accordingly, the three essential elements of an organization are:

• Common Purpose

• Willingness to serve and

• Communication

Most of the definitions of organizations appear to stress the following factors all requiring effective communication:

• Organization symbolizes a group effort

• The group effort is directed toward a goal

• The group effort can be achieved by coordination

• Authority and responsibility help to achieve coordination

Most of the firms of the early 1900s were small retailing and manufacturing enterprisers operating in a vacuum with little knowledge of social economic changes. Management was essentially informal, mainly because products or services were unsophisticated, as were the firm’s production process and operations. Also contributing was the lack of intervening levels of management between the top manager (the owner) and workers. Insofar as subordinates were concerned, the supervisor or foreman was the ultimate authority, whose power was absolute. It was their task to instill a team effort through communication of goals, information, and procedures.

Most entrepreneurs (owners) possess an inner locus-of-control which hinders the very growth and development of their firms and often prevented them from creating a joint effort via effective communication to others. The very traits which sparked the enterprises often prove to be a serious problem. This need for control and distrust of delegation impacts the interrelationships which are vital to the success and growth of the business.

Entrepreneurs obsessed with being in control for fear of others controlling them, taking advantage, or making costly mistakes have little patience with employees who act with initiative and think for themselves. This micro-management may have serve well as a start-up business, but now will stifle the development and restrict attracting the very assistance from others, be they employees, advisers, or vendors, required to grow a profitable business.

It is overcoming this difficulty that enables a business to mature and become a thriving, growing, profitable business rather than remain a life-style, small business, or a failed business. The expression that leaders and entrepreneurs do the right thing while managers simply do things right is not enough. Entrepreneurs who by necessity are also managers-owners must do it the right way to start, grow, and manage a profitable business that continues to build value. The transition of the visionary start-up entrepreneur to a pragmatic thinking leader aware of the economic climate and behaving in an ethical manner to all concern as an entrepreneur-manager willing to invest in learning the necessary management skills without fear of delegation to others while mastering the ability to communicate that vision in a motivating and inspirational manner is the mission of this book.

It was Will Rogers who commented that Common sense ain’t necessarily common practice. It is relatively easy to enumerate the best management practice, but another altogether to implement them.

Communication skills, both written and oral, are a learned skill achievable by all. They are the keys to success and all business leaders possess them.

All our communication, oral and written, skills and power come from learned behaviors and awareness observations of others. Whether it is to inspire, motivate, or acquiring cooperation and involvement; in an investment, credit application, or sales presentation to communicate in a clear understandable manner with greatly contribute to success.

Effective communication is positive and assertive. It influences the audience in as mutually beneficial way that creates the you win, I win scenario. This ability will share the vision and inspire others to work with you rather than for you.

TO UNDERSTAND IS HARD. ONCE ONE UNDERSTANDS, ACTION IS EASY.

SUN YAT-SEN

INTRODUCTION

He was a self-made man who owed his lack of success to nobody.

Joseph Heller

The key to a healthy work relationship within an organization is based on managing its communications. It has been concluded that management’s number one problem is a lack of effective communications. Communication is a two-way process. An employee cannot work with all his competence, ability, intelligence, and enthusiasm if the real purpose of the job is not known to him. Equally important is the opportunity for the employee to communicate and contribute to ideas and opinion relating to job performance before the manager makes the decision to assign it.

Communication is the process of trusting employees and advising them about the job, the business, and the future plans for them, the vision and mission of the organization. Effective communication requires a competent sender and an understanding receiver. There is no communication if the receiver does not understand the message.

Feedback, both positive and negative, completes the communication cycle.

Committees, conferences, meetings, group discussions, and distribution of written memorandums are methods by which good horizontal communication can be fostered.

Communications among teams are also effective and are usually centralized or decentralized. Centralized team members all consult and communicate through one individual to solve problems or perform task. In decentralized teams, all communicate with each other and upon reaching consensus move to the project at hand. The centralized approach is generally much faster and more efficient.

There are several barriers to good communication within an organization which must be identified to overcome them.

• Distance: The physical difference between management and the employees decreases the chance of face-to-face communication. This lack of face-to-face interchange leads towards misunderstandings of the project, job, mission, and vision of goals and objectives to be accomplished. Distance will also make it difficult to clarify and correct these misunderstandings.

• Differences: A major barrier to effective communication is the tendency to make value judgments on the statement of others. Managers and employees tend to interpret information and message considering their own views, values, opinions, and backgrounds rather than objectively.

• Semantics: The structure of the language and words used can lead to misrepresentations of the true meaning and nature of the intended communication. Words with multiple meanings or confusing context can lead to misinterpretation of the intended message.

• Lack of Trust: Based on experience, if a subordinate is reluctant to report bad news due to the possible unfavorable reflection on him, then such information will be withheld.

• Inaccessibility: If management is not available, too busy, for discussion or consultation then a communication breakdown will result. Subordinate motivation will be affected and rather than seeking management direction will relied on a trial and error approach to situations.

• Lack of Clear Responsibilities: Lack of duties, responsibilities, and authority results in status and role ambiguities.

• Personal Incompatibility: A communication block can result if managers and subordinate’s personalities clash.

• Refusal to Listen: Due to careless attitudes or arrogant nature refusal to listen by both or either managers or subordinates will block effective communication.

• Failure to use Proper Media for message delivery: Several type of communication delivery systems are available within an organization, written memorandums, e-mails, and formal letters, verbal face-to-face, meetings, and group discussions, electronic, fax, phone, group e-mail; the effectiveness will depend on choosing the proper media for the situation.

• Communication Gap: The formal communication networks are built along the authority-responsibility lines of the organization. As the organization grows, the network tends to become larger and more complex with little planning resulting in gaps in the communication delivery system. An over-reliance only on indirect formal communication methods rather than using other methods when the situation warrants with create defects.

• Over-Loading: When people are overloaded with information, they tend to perform poorly even lower than those with insufficient information.

Effective business communication within an organization faces many pitfalls. Most often the problem lies with the sender’s failure to pinpoint the purpose of the message and with the lack of knowing how the receivers will perceive and understand the information and even if they are willing listeners. To avoid such pitfalls the communicator can do the following:

• Define the problem in understandable simple language for the listeners in terms of circumstances that have led to the purpose and urgency of the message to inform, persuade, and stimulate thought into action.

• Formulate and tailor the basic message by assembling relevant information to the interest of the recipients, developing the concept, and determining which is the best medium to use and often it would be wise to use several channels of communication.

• Get feedback and measure the results to determine if the message was truly understood. Remember that effective communication is a two-way process between senders and receivers with appropriate feedback to assure complete understanding.

• To build trust through communication often converse with everyone informally, evaluating the workplace culture and motivation, and learning employee’s opinions and suggestion about recent organizational actions and decisions.

To be effective in any business environment or individually, the communicator, the sender of the message, must know the audience receiving the message and communicate in the language or manner that is readily understood. The message, the information, is only received and accepted when it is understood and invokes desired actions or new thoughts. Effective communication will manifest itself in several benefits for the organization:

• Increased productivity

• Improved and consistent work flow

• Stronger business, culture, and employee feedback

• Better decision making

• Better problem solving

• Improved professional image and employee/employer rapport

Good communication is a dynamic process consisting of six stages:

1. The sender has an idea to be communicated and wants to share it.

2. The sender decides on the best method to encode the idea to be effectively communicated. Depending on the audience, this consists of the actual words, method (oral or written), format (formal or informal), gestures, visual-aids, tone, and location.

3. The sender communicates the message. To transmit the information the sender must decide on the proper channel such as face-to-face, telephone, letter, memorandum, e-mail, or fax depending on the audience, speed required, and formality.

4. The audience receives the message. But at this stage the sender does not know if it has been accepted and understood, or even received.

5. The audience does receive the message and decodes it to extract the idea in a form that is understood and has meaning. At this stage the sender can only hope that the message is correctly accepted as