{"id":10998,"date":"2010-07-23T21:14:21","date_gmt":"2010-07-24T02:14:21","guid":{"rendered":"http:\/\/law.marquette.edu\/facultyblog\/?p=10998"},"modified":"2010-07-23T21:14:21","modified_gmt":"2010-07-24T02:14:21","slug":"what-causes-people-to-be-successful-in-their-careers-part-iii-effective-speech-making","status":"publish","type":"post","link":"https:\/\/law.marquette.edu\/facultyblog\/2010\/07\/what-causes-people-to-be-successful-in-their-careers-part-iii-effective-speech-making\/","title":{"rendered":"What Causes People to Be Successful in Their Careers? Part III: Effective Speech Making"},"content":{"rendered":"

Let us review where we have been. In Part I<\/a>, we asked the question: What causes people to be successful in their careers? I stated that I believe that understanding and developing \u201csoft side skills,\u201d and not just technical skills, will provide the best opportunities for a successful career. We reviewed evidence from leading universities that much more than half of job success comes from people skills. Many people who pursue a professional career think of their \u201cwork\u201d as their technical expertise, but as one moves up in an organization, it becomes clear that dealing with people is of at least equal significance.<\/p>\n

Communication as a Premier People Skill<\/strong><\/p>\n

We also noted that much of what we call people skills is really effective communication. We demonstrated how communication thinking and communication skills drive success in the legal field as well as business.[1]<\/a><\/p>\n

<\/p>\n

We used the model developed by Robert Bolton in People Skills: How to Assert Yourself, Listen to Others, and Resolve Conflicts<\/em> to show that certain attitudes support a person\u2019s successful efforts at effective communication, attitudes that produce good relationships before formal communication even starts. These attitudes are genuineness, respect, and empathy.[2]<\/a> We will refer to this paradigm model.<\/p>\n

The following is a visualization of Bolton\u2019s model:<\/p>\n

\"\"<\/a>In efforts to apply these qualities, they appear as a blend, an overlapping; the way we participate in society, in our family, in our social network, and in our workplace, however, all depend on applying these characteristics.<\/p>\n

To make clear the meaning of these words, we cite some approximate equivalents:<\/p>\n\n\n\n\n\n\n
Our Term<\/span><\/td>\nApproximate Equivalents<\/span><\/td>\n<\/tr>\n
Genuineness<\/td>\nAuthenticity, Transparency, Openness<\/td>\n<\/tr>\n
Respect<\/td>\nCaring, Agape Love<\/td>\n<\/tr>\n
Empathy<\/td>\nUnderstanding, Feeling With<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

\u00a0<\/p>\n

Moving on to Part II<\/a>, we examined the art of listening as a starting point for our journey through the forest and trees of effective communication, with a regular circling back to those three essential attitudes of genuineness, respect, and empathy. Listening represents a learnable skill supporting the three attitudes.<\/p>\n

Listening According to the Harvard Business Review<\/em><\/strong><\/p>\n

We pointed out that, as far back as 1957, business journals like the Harvard Business Review <\/em>(HBR), the premier of all business journals, were presenting information about the importance of effective listening. Nichols and Stevens stated that \u201c[t]he effectiveness of the spoken word hinges not so much on how people talk but mostly how they listen.\u201d[3]<\/a> Fifty years later, it doesn\u2019t seem that our listening has improved very much.[4]<\/a><\/p>\n