Chapter 2 LECTURE NOTES
Professionalism: Team, Meeting, Listening, Nonverbal, and Etiquette Skills
CHAPTER SYNOPSIS
This chapter emphasizes the importance of soft skills and why they are becoming increasingly
important in our knowledge-based economy. Soft skills include oral and written communications,
listening proficiency, nonverbal communication, the ability to work in teams, and etiquette
expertise. By developing soft skills, students will increase their ability to succeed in today’s
digital-age workplace. With the increased use of teams in the workplace, it’s particularly important
for students to understand the roles of team members and how to contribute to the productivity of
the team. This chapter also describes effective practices for planning and participating in virtual
meetings. To familiarize students with the latest technologies used to connect employees around
the globe, Chapter 2 describes the tools used to connect virtual teams, including voice
conferencing, videoconferencing, Web conferencing, instant messaging, blogs, and wikis.
Because listening is usually the least developed areas of communication, the chapter describes
effective listening techniques and stresses that effective listening skills are essential for
workplace success. Finally, the chapter stresses the importance of paying attention to and
interpreting the meaning of what others are saying, both verbally and nonverbally, and gaining a
competitive edge by demonstrating professionalism and business etiquette skills.
LEARNING OBJECTIVES
1. Understand the importance of teamwork in today’s digital-era workplace, and explain how
you can contribute positively to team performance.
2. Discuss effective practices and technologies for planning and participating in face-to-face
meetings and virtual meetings.
3. Explain and apply active listening techniques.
4. Understand how effective nonverbal communication can help you advance your career.
5. Improve your competitive advantage by developing professionalism and business etiquette
skills.
WHAT’S NEW IN THIS CHAPTER
Highlighted the key soft skills employers want and students will need in the digital-age
workplace.
Introduced the latest statistical evidence that illustrates the prevalence of collaboration in the
contemporary workforce and, therefore, the need for team skills.
Emphasized the reach of collaboration facilitated by the latest virtual meeting technology in a
global world of work.
Established the relevance of face-to-face meetings even in a hyperconnected,
technology-driven workplace to convey to students the need for solid listening and other
important communication skills.
Discussed the predominant practices guiding the use of mobile electronic devices in
meetings.
Addressed sensitive nonverbal cues and changing perceptions in the workplace particularly
of body art such as tattoos and piercings now common among students today.
Provided up-to-date guidance on acceptable workplace attire and professionalism in general.
Created more than 50 percent new end-of-chapter activities reflecting current practices and
technologies.
LECTURE OUTLINE
I. Adding Value to Professional Teams (p. 41)
A. What Do Digital-Age Employers Want?
Hard skills refer to the technical skills in your field.
Soft skills include both oral and written communication skills. Soft skills also include
other competencies such as listening proficiency, nonverbal behavior, and etiquette
expertise.
PowerPoint slides 1-4
B. Why Form Teams?
Better decisions
Faster response
Increased productivity
Greater “buy-in”
Less resistance to change
Improved employee morale
Reduced risks
PowerPoint slide 5
C. Collaborating in Virtual Teams
Definition: Virtual teams are groups of people who work interdependently with a shared
purpose across space, time, and organization boundaries using technology.
PowerPoint slide 6
D. Understanding the Four Phases of Team Development
Forming—members get to know each other and establish rules for working together
Storming—members define their roles and plans for achieving goals; conflict may
arise
Norming—tensions subside, roles are clarified, and information is exchanged
Performing—team reaches a state of high performance
Figure 2.1 Four Phases of Team Development in Decision Making
PowerPoint slide 7
E. Examining Positive and Negative Team Member Traits
A team player showing positive behavior:
Willingly establishes rules and abides by them
Analyzes tasks and defines problems
Offers information and tries out his or her ideas on the group
Listens actively
Involves silent members
Helps resolve differences and encourages a supportive environment
A team player showing negative behavior:
Insults and criticizes others
Wastes time by talking about irrelevant topics
Disrupts with inappropriate comments and disruptive tactics
Withdraws and refuses to participate in discussions
Figure 2.2 Positive and Negative Group Behaviors
PowerPoint slides 8, 9
F. Combating Groupthink
Definition: Groupthink describes faulty decision-making processes by team members who
are overly eager to agree with one another. Effective teams can avoid groupthink by adhering
to the following:
Strive for team diversity—in age, gender, background, experience, and training.
Encourage open discussion.
Search for relevant information.
Evaluate many alternatives.
Consider how a decision will be implemented.
Plan for contingencies in case the decision doesn’t work out.
PowerPoint slides 10, 11
G. Reaching Group Decisions
Majority
Consensus
Minority
Averaging
Authority rule with discussion
PowerPoint slide 12
H. Defining Successful Teams
Small size, diverse makeup
Agreement on purpose
Agreement on procedures
Ability to confront conflict
Use of good communication techniques
Ability to collaborate rather than compete
Acceptance of ethical responsibilities
Shared leadership
Figure 2.3 Six Steps for Dealing with Conflict
PowerPoint slides 13, 14
II. Checklist for Developing Team Effectiveness (p. 47)
Establish small teams.
Encourage diversity.
Determine the purpose, procedures, and roles.
Acknowledge and manage conflict.
Cultivate effective communication skills.
Advance an environment of open communication.
Encourage collaboration and discourage competition.
Share leadership.
Strive to make fair decisions.
Lighten up.
Continually assess performance.
III. Planning and Participating in Face-to-Face and Virtual Meetings (p. 48)
A. Making Face-to-Face Meetings Productive
Nearly 50 percent of respondents in a recent Salary.com survey named “too many
meetings” as the biggest waste of time at work
Meetings represent golden opportunities to demonstrate your leadership,
communication, and problem-solving skills.
PowerPoint slides 15, 16
B. Deciding Whether a Meeting Is Necessary
Only call a meeting if the topic is important, can’t wait, and requires an exchange
of ideas.
The real expense of a meeting is the lost productivity of the people attending.
Meeting participants should include decision-makers, those with information
needed to make a decision, and those responsible for implementing the decision.
Figure 2.4 Meeting Purpose and Number of Participants
C. Distributing Advance Information
Date and place of meeting
Start time and end time
Brief description of each topic, in order of priority, including the names of individuals
who are responsible for performing some action
Proposed allotment of time for each topic
Any premeeting preparation expected of participants
Figure 2.5 Typical Meeting Agenda
PowerPoint slide 17
D. Using Digital Calendars to Schedule Meetings
Schedule meetings
Check availability of attendees
Keep track of daily activities
Receive reminders of meeting times
Figure 2.6 Using Calendar Programs
E. Getting the Meeting Started
Goal and length of the meeting
Background of topics or problems
Possible solutions and constraints
Tentative agenda
Ground rules to be followed
F. Moving the Meeting Along
Encourage equal participation among participants.
Avoid digressions and generate a “parking lot” list.
Adhere to the time schedule and agenda.
Summarize key decisions and check on agreement.
PowerPoint slide 18
G. Participating Actively and Productively
Arrive early.
Come prepared.
Have a positive attitude.
Contribute respectfully.
Wait for others to finish.
Keep your voice calm and pleasant, yet energetic.
Give credit to others.
Use your cell phone, tablet and laptop only for meeting-related tasks.
Help summarize.
Express your views IN the meeting.
Follow up and complete the assigned actions.
PowerPoint slides 20, 21
H. Handling Conflict in Meetings
Encourage full discussion of issues.
Reach consensus on a direction to follow.
I. Ending and Following Up
End on time.
Summarize decisions.
Agree on who is responsible for action items and by what time.
Distribute minutes within a couple of days after the meeting.
Figure 2.7 E-Mail Meeting Minutes
PowerPoint slide 19
J. Using Effective Practices and Technologies in Virtual Meetings
Virtual meetings are gatherings of participants who are connected technologically.
Audioconferencing involves one or more people in a work area using a handset or
enhanced speakerphone to confer with others by telephone.
Videoconferencing combines video, audio, and communication networking technologies
for real-time interaction. Videoconferencing reduces travel expenses, travel time, and
employee fatigue.
Web conferencing allows attendees to access an online virtual meeting room where they
can present PowerPoint slides or share spreadsheets or Word documents, just as they
might do in a face-to-face meeting.
Figure 2.8 Understanding Web Conferencing
PowerPoint slides 22-24
K. Planning Virtual Meetings and Interacting Professionally
Premeeting Considerations:
Decide which technology will be used.
Coach participants on using technology.
Set the time of the meeting using Coordinated Universal Time.
For global meetings, decide which language will be used.
Distribute materials in advance.
Ground Rules for Virtual Meetings:
Explain how questions may be asked and answered.
Turn off smartphones and tablets.
Don’t multitask while participating in a virtual meeting.
Techniques for Collaborating Successfully in Virtual Meetings
Be precise, give examples, and use simple language.
Recap and summarize often.
Confirm your understanding of what is being discussed.
As a presenter, project an upbeat and strong voice.
Encourage dialogue by asking questions and inviting responses.
Allow time before or after the meeting for small talk.
PowerPoint slides 25, 26
IV. Checklist for Planning and Participating in Productive Meetings (p. 57)
Before the Meeting
Consider alternatives.
Invite the right people.
Distribute an agenda.
Use a calendar program.
Train participants on technology.
During the Meeting
Start on time and introduce the agenda.
Appoint a secretary and a recorder.
Encourage participation.
Confront conflict frankly.
Summarize along the way.
Ending the Meeting and Following Up
Review meeting decisions.
Distribute minutes of meeting.
Remind people of action items.
V. Listening in the Workplace (p. 58)
A.Poor Listening Habits
Poor listening habits result from the following:
Lack of training
Competing sounds and stimuli
Ability to process speech faster than others speak
PowerPoint slides 27 – 29
B.Types of Workplace Listening
Listening to superiors
Listening to colleagues and teammates
Listening to customers
Figure 2.9 Listening to Customers: Comparing Trained and Untrained Listeners
PowerPoint slide 30
VI. Improving Workplace Listening
A.Ten Keys to Building Powerful Listening Skills
1. Control external and internal distractions.
2. Become actively involved.
3. Separate facts from opinions.
4. Identify important facts.
5. Avoid interrupting.
6. Ask clarifying questions.
7. Paraphrase to increase understanding.
8. Capitalize on lag time.
9. Take notes to ensure retention.
10. Be aware of gender differences.
PowerPoint slides 31-37
VII. Checklist for Improving Listening (p. 62)
Stop talking.
Work hard at listening.
Block out competing thoughts.
Control the listening environment.
Maintain an open mind.
Paraphrase the speaker’s ideas.
Listen between the lines.
Distinguish between facts and opinions.
Capitalize on lag time.
Use memory devices.
Take selective notes.
IIX. Communicating Nonverbally (p. 62)
A.Forms of Nonverbal Communication
Eye contact—maintain direct but not prolonged eye contact
Facial expressions—express warmth with frequent smiles
Posture and gestures—convey self-confidence with erect stance
Time—be on time; use time judiciously
Space—maintain neat, functional work areas
Territory—use closeness to show warmth and to reduce status differences
Appearance of business documents—produce careful, neat, well-organized
messages
Appearance of people—be well groomed, neat, and appropriately dressed
Figure 2.10 Four Space Zones for Social Interaction
Figure 2.11 Sending Positive Nonverbal Signals in the Workplace
PowerPoint slides 38-41
IX. Checklist for Techniques for Improving Nonverbal Communication Skills in the
Workplace (p. 67)
Establish and maintain eye contact.
Use posture to show interest.
Reduce or eliminate physical barriers.
Improve your decoding skills.
Probe for more information.
Interpret nonverbal meanings in context.
Associate with people from diverse cultures.
Appreciate the power of appearance.
Observe yourself on video.
Enlist friends and family.
PowerPoint slides 42, 43
X. Developing Professionalism and Business Etiquette Skills (p. 68)
A. Professionalism Leads to Success
PowerPoint slides 44-52
Figure 2.12 Projecting Professionalism When You Communicate
B. Gaining an Etiquette Edge
Use polite words.
Express sincere appreciation and praise.
Be selective in sharing personal information.
Don’t put people down.
Respect coworkers’ space.
Rise above others’ rudeness.
Be considerate when sharing space and equipment with others.
Choose the high road in conflict.
Disagree agreeably.
PowerPoint slides 53, 54