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Goal Setting

This document discusses interpersonal skills and how to develop them. It defines interpersonal skills as the skills people use to interact and communicate with others, both individually and in groups. Some key interpersonal skills mentioned include active listening, communication, empathy, and persuasion. The document emphasizes that interpersonal skills are important for both professional and personal success, as employers seek to hire people with strong interpersonal skills. It provides tips for developing interpersonal skills, such as being patient, trusting others, showing empathy, and having good judgment. The document also lists 20 specific interpersonal skills that are important for workplace success.

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Jaime Ellison
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0% found this document useful (0 votes)
220 views7 pages

Goal Setting

This document discusses interpersonal skills and how to develop them. It defines interpersonal skills as the skills people use to interact and communicate with others, both individually and in groups. Some key interpersonal skills mentioned include active listening, communication, empathy, and persuasion. The document emphasizes that interpersonal skills are important for both professional and personal success, as employers seek to hire people with strong interpersonal skills. It provides tips for developing interpersonal skills, such as being patient, trusting others, showing empathy, and having good judgment. The document also lists 20 specific interpersonal skills that are important for workplace success.

Uploaded by

Jaime Ellison
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOC, PDF, TXT or read online on Scribd
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ABOUT GOAL SETTING INTERPERSONAL SKILLS: Interpersonal skills are skills people use to properly interact with each

other. Some of these basic skills include speaking, listening, following direction, and attitude. These skills are usually in conjunction with personal character traits. Honing interpersonal skills can lead to becoming a more productive and efficient employee or employer. Interpersonal skills are the life skills we use every day to communicate and interact with other people, both individually and in groups. People who have worked on developing strong interpersonal skills are usually more successful in both their professional and personal lives. mployers often seek to hire staff with ! strong interpersonal skills! " they want people who will work well in a team and be able to communicate effectively with colleagues, customers and clients. DEVELOPING THE INTERPERSONAL SKILLS: There are a variety of skills that can help you to succeed in different areas of life and Skills You Need has sections covering many of these. However, the foundations for many other skills are built on strong interpersonal skills since these are relevant to our personal relationships, so ial a!!airs and pro!essional li"es# #ithout good interpersonal skills it is often more difficult to develop other important life skills. Interpersonal skills are sometimes also referred to as people skills or o$$%ni ation skills. Interpersonal skills are the skills a person uses to communicate and interact with others. They include persuasion, active listening, delegation, and leadership. The term $interpersonal skills$ is used often in business conte%ts to refer to the measure of a person!s ability to operate within business organi&ations through social communication and interactions. Interpersonal skills are how people relate to one another. Having good people skills means ma%imi&ing effective and productive human interaction to everyone's benefit. (People want to connect on a humane level in the office) the alternative

is a sterile environment with low productivity. So, the more you demonstrate these abilities, the faster your career will advance. It's the *office diplomats' with strong emotional intelligence who are most likely to be strong, effective corporate leaders. They reali&e that trusting relationships built on diplomacy and respect are at the heart of both individual success and corporate productivity. +n ounce of people sensitivity is worth a pound of cure when it comes to daily human interaction and mitigating conflict. ,y developing these skills, you'll reduce bad behavior in the office, and your positive approach will be contagious.Here are 20 Interpersonal/People skills and attributes youll need to succeed at work: The a&ilit' to relate to others: (,y having a well"rounded personality and set of e%periences, it's usually possible to relate to almost anyone.- Sometimes being able to relate to others simply means that you're willing to agree to disagree with mutual respect) letting them know you understand their position. Stron( o$$%ni ation skills: This is the most fundamental people skill because it encompasses your persona and ability to get along with other colleagues, persuade others to listen to your ideas, and much more. Patien e )ith others: If you're patient with others and can keep a level head in stressful situations, it will definitely be noticed by management and perceived as a very strong asset. #hen your boss is forced to deal with a situation where people have lost their cool he or she will certainly remember the troublemakers when the ne%t promotion comes available. The a&ilit' to tr%st others: .ou can only accelerate your career if you're trustworthy. #ithout it, you can't get projects done or get cooperation. Kno)in( ho) an* )hen to sho) e$path': Having the ability to place yourself in someone else's shoes is a key people skill. It allows us to create relationships with others, provides insights into people's motives and allows us to predict responses. A ti"e listenin( skills: Hearing someone and actively listening to them are two different things,. /ost people hear someone speak and start to form a response in their mind 0or worse, starting talking1 before the person finishes what they're saying. The key is to actively listen, which takes more time but produces better results. It means you listen without

interruption and then take the time to think and form a response before replying. It takes practice, but it pays off. ,e a good listener and remain sensitive to the needs of your workers and boss. This people skill can be practiced) and once sharpen) you'll see the difference in the positive reaction of those around you. Gen%ine interest in others: People know when you're truly interested in them. If you're not showing a genuine interest 2 asking thoughtful 3uestions and considering about their answers 2 your interaction can actually have an opposite effect to the one intended. Take care to remember names, dates and important life events. +le,i&ilit': ,eing (likable- or having a (good personality- are highly contingent and conte%t dependant attributes. Supreme communicators have a keen ability to shift gears when the conte%t calls for it, and a deep well of communication options to choose from. This way, they can respond accordingly to what the current situation re3uires. Goo* -%*($ent: 4ood judgment is a key people skill that comes directly from learning, listening to others and observing the world around you. It allows you to wisely select friends and associates, determine reactions and responses, and make sound decisions. The a&ilit' to pers%a*e others: There's a good chance that at some point in your career you'll have to sell others on your ideas, products or services. #hether you're up for a promotion, pitching a project, or selling clothing in a retail store, you need to be able to form a strong, convincing argument for why you, or your products, are the very best, or the (rightone. Ne(otiation skills: 4ood negotiating skills are beneficial with both internal and e%ternal discussions. Internally, job offers and salary discussions greatly benefit from solid negotiating, as well as when it's time to pitch a new idea or bend coworkers to your way of thinking. %ternally, both vendors and customers often re3uire negotiations and you can really become the hero when you are successful in either scenario. The a&ilit' to keep an open $in*: To create trust and respect in others, people need to know that their point of view and feedback will be considered and used. ,eing known as

someone who keeps an open mind also makes you more approachable and easier to work with. A (reat sense o! h%$or: #ho doesn't enjoy laughing5 It's *the great diffuser' of tension and conflict. If you can jam the system of tension or routine with cheerfulness, you will thrive in your job. Kno)in( 'o%r a%*ien e: 6nowing what, how, and when to say things to others is critical. 7or e%ample, if someone just loss their job, it's probably not a good idea to talk about your promotion. This seems trivial, but it's one of the primary reasons why people encounter communication breakdowns with each other. Honest': The saying, (honesty is the best policy- is not only true, it's essential in building trust among your colleagues. People want to work with those that they know they can trust. Honesty is the foundation of any relationship, particularly in business. A)areness o! &o*' lan(%a(e: The importance of body language cannot be emphasi&ed enough, since it makes up the majority of how we communicate with others. The reality is, we're communicating with people all the time even when we're not speaking. ,eing aware of what our gestures, e%pressions, voice, and appearance are communicating can greatly help or harm our people skills. Proa ti"e pro&le$ sol"in(: #ork is a series of problem solving situations, but if you're proactive, you'll take the pressure off your boss and colleagues. This is a great people skill to have in the workplace. Lea*ership skills: If you can motivate a team and help those around you do their best work, you'll be more successful even if you're not in management, Hoover says. Goo* $anners: 8sing *please' and *thank you' goes a long way in the empire of people skills. #hile seemingly obvious, some need little reminders. 6eeping a post it with a smile or another icon can remind us that work is more than getting something accomplished. Its how we get it accomplished. The a&ilit' to &e s%pporti"e an* $oti"ate others: People want others to believe in them, regardless of how successful they might be. ,y showing support in the form of encouragement, you can put someone back on track or keep them headed in the right direction. 9ot only should you praise and recogni&e your staff, all the while being accessible and upbeat. .ou should also be motivational around your boss and colleagues. mployees

at all levels want to be around enthusiastic people with drive and high energy. #hen workers know how to conduct themselves with people sensitivity, their career outlook is much more enhanced. mployees who are aware of the *human factor' in the workplace understand how to get things done. +ssuming the work is satisfying, it's how people feel at work that will determine their loyalty and contributions.

GOAL SETTING : .' (oal relatin( to )orkin( in .%lti %lt%ral Tea$s Goal settin( %sin( the S.ART .o*el Attri&%te o! Goal Des ription o! Goal Spe i!i To improve my intercultural communication skills so as to build rapport and forge friendships with my teammates. .eas%ra&le 4oal can be measured by observation of both my verbal and non"verbal skills.:ther forms of measure can include self"review, peer s' feedback in aspects such as group dynamics, team cohesiveness and mutual understanding. Attaina&le 4oal is attainable as shown by many successful cross"cultural communication cases. Through this course, we will also be continually e3uipped with skills and resources to deal with multicultural interactions. Rele"ant ffective communication in a group will definitely allow our group to understand one another better and this is aligned with the ultimate aim of the course, which is to hone our ;< skills through practice and interaction with our peers. Ti$el' #ithin a period of one semester. O"erall Goal: /ithin this se$ester0 $' (oal is to i$pro"e $' inter %lt%ral o$$%ni ation skills1 &oth "er&al an* non1"er&al1 so as to &%il* rapport an* !or(e !rien*ships )ith $' tea$$ates# This (oal an &e a hie"e* "ia realisti a tion plans to(ether )ith the skills an* reso%r es pro"i*e* in this o%rse#

Relevance of

!"# $nalysis for %oal ettin&

+ S#:T analysis for goal setting =Strengths > #eaknesses > :pportunities > Threats? is a great tool for helping you be realistic about what you can really achieve. To undertake a personal S#:T analysis for goal setting, for the life aspectyou're considering, just write down everything you can think of in each category 2 strength > weakness > opportunity > threat 2 whether you think it's really relevant or not. Identify key strengths that will ultimately help you achieve your goals. 9ot all of your strengths will help you achieve your goals 2 you may be a brilliant violin player, but this probably won't help you get fit@ .ou also need to identify which of your weaknesses are likely to get in the way of your achievements. +gain, not all weaknesses will jeopardi&e your ability to achieve goals, but you need to identify which ones matter for you and your ability to succeed. :nce you've got it all down, stand back and take a look at the result. #hat's missing5 #hat are the recurring ideas5 #here are the connections between the life aspects5 +re there any other life aspects that are more or less apparent after this process5 The ne%t step is to take this *brainstormed' information and gain some real insight from your results. 9ow grab a highlighter and highlight the key items. The outcome you want from the S#:T analysis for goal setting for each life aspect is a short list ofA

#hat opportunities are best for you to pursue #hat internal strengths you can use to enhance your pursuit of these opportunities #hat threats you need to eliminateB minimise #hat internal strengths you can use to overcome these threats #hat strengths you should consider making stronger to further enhance your ability to pursue your goals #hat weaknesses you need to improve on, or manage, so that they don't impede your goal setting. 7rom this list, you should be getting a real picture of what you can actually achieve. This is your current S#:T, and should be revisited from time to time as your situation changes, and forms a starting point for your goal setting.

SETTING 2AREER GOAL: 7or a few very fortunate people, finding the right career is a matter of luck. ,ut for the rest of us who don!t wake up one day to our dream jobs, getting into the right career takes a little bit of planning. + major part of that planning involves establishing "" and working to achieve "" your career goals ;areer goals are simply the things you want to achieve in your career "" where you want to end up and how you want to get there. :bjectives can be broad, such as, $I want to have a job I look forward to every day,$ or they can be specific, such as, $I want to teach eleventh" grade world history.$ ,ut whether ambitions are specific or broad, certain or uncertain, identifying them is an important step in career planning. In many ways, setting career goals is like consulting a map before a trip. #ithout a map, there!s a good chance you!ll get lost or spend a lot of time wandering about aimlessly. If your career is a destination, your goals are the map. Cemember how we just talked about broad and specific goals5 The broad goals "" the ones that deal with your ambitions, interests, preferences, values and aptitudes "" are called on ept%al (oals. :n the other hand, operational (oals are the specific jobs and tasks you set for yourself "" the steps you!ll take to achieve your conceptual goals. Think of conceptual goals as the destination and operational aims as the journey, and it!s important to have both. In most cases, setting career goals is an e%ercise in backward planning. ,egin with where you want to go, and then work backward to where you are. In this article, we!ll walk through the backward planning process of identifying your career aspirations and look at some ways to make sure you!re constructing realistic targets for yourself.

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