BSBCMM511_Lonsdale_Learner Guide V2.0

Contents Disclaimer .............................................................................................................................................. 2 Version Control ...................................................................................................................................... 2 Student Learning Guide ................................................................................................................. 5 BSBCMM511 - Communicate with Influence (Release 1) ......................................................... 5 Unit Application .................................................................................................................................... 5 Elements and Performance Criteria ............................................................................................... 5 Knowledge Evidence .......................................................................................................................... 6 Chapter 1: Identify Communication Requirements .................................................................. 8 1.1 Confirm authority to present material on behalf of an organisation or work area, according to organisational policies and procedures ............................................................................................ 8 1.2 Identify information that may be subject to confidentiality and manage appropriately ....... 10 1.3 Identify information needs of audience and prepare a position in line with purpose of communication ....................................................................................................................................... 11 Chapter 2: Negotiate to Achieve Agreed Outcome .................................................................. 14 2.1 Identify objectives of negotiation, and needs and requirements of stakeholders ................. 14 2.2 Identify and document potential issues and problems .............................................................. 16 2.3 Prepare positions and supporting arguments according to objectives .................................... 18 2.4 Communicate with stakeholders, and establish areas of common ground and potential compromise ............................................................................................................................................. 21 2.5 Confirm and document outcomes of negotiation ....................................................................... 30 Chapter 3: Participate in and Lead Meetings ........................................................................... 31 3.1 Identify the need for meeting and schedule according to stakeholder availability ................ 31 3.2 Prepare meeting materials and distribute to stakeholders ....................................................... 36 3.3 Conduct meeting and contribute to discussions ......................................................................... 37 3.4 Seek consensus on meeting objectives ......................................................................................... 39 3.5 Summarise outcomes of meetings and distribute to stakeholders .......................................... 42 Chapter 4: Make Presentations .................................................................................................. 43 4.1 Identify forums to present according to organisational objectives ........................................... 43 4.2 Determine tone, structure, style of communication and presentation according to target audience ................................................................................................................................................... 45 4.3 Prepare presentation according to desired outcomes ............................................................... 49 3 BSBCMM511 Communicate with Influence

4. Make presentations 4.1 Identify forums to present according to organisational objectives 4.2 Determine tone, structure, style of communication and presentation according to target audience 4.3 Prepare presentation according to desired outcomes 4.4 Provide an opportunity for audience to ask questions 4.5 Follow up with stakeholders following presentation 4.6 Evaluate presentation and identify areas for improvement Performance Evidence The candidate must demonstrate the ability to complete the tasks outlined in the elements, performance criteria and foundation skills of this unit, including evidence of the ability to:  participate in and lead at least two meetings  prepare and make a presentation to two different groups. In the course of the above, the candidate must:  communicate with key stakeholders to position the business to best effect including:  listening actively  understanding information needs of others  adapting communication to suit the audience  identifying suitable platform for presentations  presenting reliable information  designing the presentation to meet the needs of the audience  answering questions clearly and concisely. Knowledge Evidence 6 BSBCMM511 Communicate with Influence

1.1 Confirm authority to present material on behalf of an organisation or work area, according to organisational policies and procedures In a company, the authority is someone who has the power to issue orders and make decisions. Executives, managers, and team leaders are examples of authority people in an organisation. Before speaking in front of an audience, double-check that you are the one who will be providing the material. To do so, you'll need to check with the relevant authorities inside your company, such as a senior executive or someone in public relations, and get their permission to proceed with your plan. Refer to your organisation's policies and procedures if you're unsure which authority figure you need to get consent from:  Policies An organisation's rules or guidelines for achieving its objectives  Procedures Methodologies for implementing policy The policies of an organisation are usually published in a hard copy or on its official website. You can determine if you are qualified to speak publicly based on the information provided by the policy. If you're still unsure, you can use the policy and its accompanying procedures to walk you through the process of requesting authorisation. Make sure the authority figure you're going to contact has a direct connection to the information you'll be presenting. If you want to use information regarding the company's earnings growth, for example, you should talk to someone in the finance or accounting department rather than someone who works in IT. Because most organisations have regulations prohibiting employees from making public comments, you should always confirm if you can deliver information on behalf of your organisation. Following the necessary processes will ensure that you do not get into any difficulties. Having a communications policy in place can greatly aid in managing employee actions in terms of content, medium, and manner of communication. The usage of each channel (such as social media and email) as well as the content ensures that information is correct, suitable, and accessible to recipients. 9 BSBCMM511 Communicate with Influence

This is when a group of people gets together to talk about a specific issue.  Presentation This is a generic term that can be applied to any form of speaking circumstance, but it is defined in this context as delivering a speech or a talk in front of an audience. You should have a purpose for communicating with your stakeholders in the first place, in addition to knowing who they are and how you will convey information to them. In most business situations, there are three types of communication:  To inform The exchange of objective data  To persuade The process of persuading or convincing someone to accept a proposal.  To express Expressing personal opinions and viewpoints Although communication methods do not have to be limited to a single purpose, some are better suited for specific tasks. The purpose of a meeting is usually to inform, and if your company holds a meeting, it is to exchange project information with your co- workers. You can, however, share your thoughts during meetings, for as by suggesting a solution to a co-worker's problem. A negotiation is conducted with the goal of informing and persuading, albeit the emphasis is on persuasion. Parties to a negotiation will share information and try to persuade one another to agree to their proposals. On the other side, presentations can be either informational or convincing. You can just give objective data, but you can also use the platform to make that data appealing to your audience. Keep in mind that your goal should be in line with the mission of the organisation. If you've been given the responsibility of presenting knowledge on a topic, your goal should be to enlighten rather than persuade or convert it into a sales pitch. Another thing to think about is your level of knowledge. Adjust your phrases to meet their abilities while talking to keep them interested and involved. Presenting basic levels of knowledge to a professional audience is disrespectful, and using highly technical phrases to a novice audience is unacceptable. 12 BSBCMM511 Communicate with Influence

Negotiations are a part of everyday life, but in the business world, they are vital to the success of the company. Poor negotiations can have a severe influence on a company's operations, including the loss of important clients. Many negotiation methods may appear to be self-evident, yet it is all too easy for people to allow their emotions to override their better judgment. You must have a goal in mind before entering into a negotiation. What is the purpose of your organisation, and how can you achieve it through negotiation? For example, suppose you require supplies to make a product but only have a limited budget. You might then arrange to bargain with a supplier to get their materials at a lower cost. Before you approach the people with whom you will be negotiating, you must have a clear and explicit goal in mind. Your negotiation approach should be focused on your stakeholders, or the people who will be participating in your company activities, once you've identified them. The more closely the topic meets their requirements, the more likely your arguments will be heard by the stakeholders, and you will be closer to reaching an agreement. It would be beneficial to learn more about the participants before initiating a discussion. Examine the following information about them:  Their objectives (short and long-term)  Their financial resources  Their priorities  The difficulties or obstacles they are confronted with  The people or things that have an impact on them  The people or things they have an impact on. Consider how the stakeholders will benefit from the resolution or deal you're proposing in light of these considerations. Knowing what inspires people can assist you in devising a strategy for being as persuasive as possible. Make sure your aims and theirs are in sync; for example, ensure your service or product can help them achieve their goals or fix their problems. You should determine the exact requirements that the stakeholders have in addition to knowing what they need and want. For instance, you may have a product that they require, but does it meet all of their requirements? In addition, needs can relate to a person's financial resources. Even if your product satisfies their requirements, you will not be able to persuade them if it is out of their price range. As a result, it's critical that you know the perspective, objectives, expectations, and resources available of the party to whom you're presenting. Failure to analyse a 15 BSBCMM511 Communicate with Influence

All parties must be guaranteed a fair procedure that does not favour one party over the other, as perceptions of bias might jeopardise the solution's legitimacy.  The problem is the target and not the other person When everyone is on edge, it's easier to react by attacking the other person than by dealing with the real issue. Remember that the best way to overcome a quarrel is to target the problem rather than each other.  Everyone will get nowhere if they blame others Conflicts are rarely the result of one party's fault. Any attempt to assign blame will elicit feelings of resentment and wrath, further complicating the situation. Accepting that everyone bears some responsibility and putting blame aside can help to alleviate unpleasant sentiments.  Be straightforward Avoid ignoring the issue because you risk sending ambiguous signals that the other person may misunderstand. Say exactly what you mean, and don't mince words.  Emphasise the desired outcome To assist, clarify the measures that need to be taken, focus on the desired outcome and what is important to each participant. It is critical to understand the genuine interests of all sides in order to resolve the issue.  Look beyond the problem itself Understanding the nature of the issue and designing the essential remedy is one goal, but moving things ahead is another. Consider how to avoid problems of this sort from recurring in the future. 2.3 Prepare positions and supporting arguments according to objectives A well-crafted negotiation strategy is crucial to the good development of your organisation, even if it takes a large amount of time. Three primary goals should be part of your bargaining strategy: 18 BSBCMM511 Communicate with Influence

reflect their major initiatives.  If you run against a lack of information from the company you're negotiating with, keep in mind that profitability and growth are goals that almost every company has. Therefore the goal is to connect the benefits of what you're presenting to those goals. Sales growth, a larger market share, lower expenses, and more productivity are examples of this.  As you near the end of your pitch, avoid discussing the price of the service or product. Never bring it up until you've thoroughly outlined the requirements and rewards. If a stakeholder learns about the costs before learning about the benefits of the solution, they may be less interested in your product or service.  Make sure to spell out all of the charges and fees so that there are no misunderstandings afterwards. If your service or product is supplied in stages, make sure you describe each one separately. Include a comment if there may be cost escalations or unanticipated charges so that the stakeholder is informed.  Finish the pitch by reminding the stakeholder why they should choose your idea over the others. Make sure to include a statement that explains why you are qualified to supply the service or product. Include a company history, the background of your company's principals, and a description of your facilities.  Take note of the conditions in which you will be negotiating, as you may be presenting a remedy to a critical problem that your stakeholder's organisation is facing. You don't want to be viewed as opportunistic, as this will make you less appealing.  Finish the presentation by summarising your idea. This section may also be used to reaffirm the benefits of working with your company. 2.4 Communicate with stakeholders, and establish areas of common ground and potential compromise Having effective communication skills entails more than being able to communicate your message consistently each time you talk with another individual. You should also cultivate a high level of self-awareness. Knowing how you communicate could provide you insights into delivery methods that will leave a positive and lasting impact on the individuals you interact with. 21 BSBCMM511 Communicate with Influence

When you evaluate your personal communication style, you become more adaptive, especially in varied situations. However, this does not imply that you must alter your personality to fit the conversation's circumstances. Instead, it makes the other person feel at ease as you speak by choosing particular personality traits that you believe would be well received. Communication styles The following table summarises the characteristics of each communication style: Characteristics Effects Aggressive  At the expense of others, he achieves his objectives.  sarcastic, controlling, and condescending  Counter-aggression is prompted.  waste energy and time  Encourages defiance, resistance, and sabotage. Passive  Apologising and feeling self-conscious  Has faith in others but not in himself  Does not communicate his or her own desires and feelings  Permits others to make their own decisions.  Develops too dependent relationships  Has no idea where they stand.  Slowly loses self-confidence  Promotes the causes of others  It isn't really well-liked Passive- Aggressive  Refusal to tackle the problem head-on  Struggle to express oneself  Attempt to behave out in a non-obtrusive or covert manner  Creates resentment  It isn't really well-liked  Issues are still unresolved. Assertive  Non-judgmental  Boosted self-esteem and self- assurance 22 BSBCMM511 Communicate with Influence

 Rather than labelling behaviour, observe it.  Has faith in oneself and others  Self-assured, self- aware, open, and adaptable  Taking the initiative and being proactive  Boosts the self-esteem of others  Has a positive attitude and is well-understood.  Others are aware of their position. The assertive style is the most appropriate for most circumstances out of the four. People rarely commit to just one style of communication, and certain situations may necessitate the use of others. For instance, the aggressive style has its advantages, as it can be effective in situations such as:  A decision that must be made fast  In the case of an emergency  When the matter is critical, you must justify your perspective  Boosting creativity through competitions in the classroom. Passiveness has its purposes as well, and it can be employed in situations like:  When the conflict's consequences are more serious than the conflict itself  The atmosphere is tight due to the high level of emotions  The other party is more powerful than you  When the other party's position is non-negotiable (such as policies or legislation). Being conscious of and fine-tuning your communication style improves your chances of success in business. Building excellent interpersonal communication is an important aspect of the business. Individual variations and beliefs are the most crucial things to be mindful of when interacting with others. People have a tendency to use their own experiences to create expectations for others, oblivious to differences. Although your beliefs of people's behaviour and rights may have evolved as a result of your life experiences, this frame of reference must be reviewed when 23 BSBCMM511 Communicate with Influence

working with others. Personal values should be kept in mind because they can influence how you interact with people in various situations. Learn to see that some behavioural patterns are vital to other people for a variety of reasons. Always remember to do the following:  Show consideration for the values, attitudes, and beliefs of others  Think about what others have to say from their point of view  Use the proper tone of voice and a person's preferred title  Exhibit real enthusiasm  Be considerate of other people's privacy  Make an effort to comprehend a person's worries  Educate yourself and learn from others  Don't be arrogant or stubborn. Cross-cultural communication Cultural variety has increased as a result of the presence of organisations in export markets or the influx of people from other nations working in local industries. As a result, the need for cross-cultural communication has never been greater, given the necessity to connect with people who speak a different language or use various modes of communication to reach the same goal. Although native English speakers have the advantage of being able to communicate with a broad spectrum of individuals, the context might differ greatly even across English-speaking countries, resulting in mutual misunderstanding. Even in the above instance, such as communication between English-speakers in Australia and the United States, the various cultural contexts given by a linked world present new difficulty in the workplace that must be surmounted. In cross-cultural communication, hierarchy can also play a role, as various cultures increase the chance that a person will automatically yield to another based on their seniority or status. Someone may see an error in what their manager said, but due to their manager's greater status, they choose not to point it out. You'll need to alter your management style if you're in charge of employees who come from various ethnic backgrounds, speak different languages, or follow different 24 BSBCMM511 Communicate with Influence

beliefs. You should be aware of any special requirements, such as when employees take some time off to observe religious or cultural holidays. You can also be remotely working with folks from various countries, so keep time zone differences in mind. Communication must also take into account the fact that, while English is spoken internationally, not every overseas businessperson is fluent in the language. When communicating across cultures, it's important to keep things simple, clear, and to- the-point. While humour can be a powerful tool for communicating your message, various cultures have varied reactions to it, and others may take offense at your actions. If language obstacles prevent you from speaking with another individual, you can employ a professional translator who effectively translates your words into English. However, English is not many international businesspeople's first language; their English speaking style may be mingled with cultural adaptations of English, such as the use of particular words. In this instance, a translator may help comprehend what they're saying as well as the cultural aspects, ensuring that all parties understand each other and the job is completed on time. Cross-cultural communication encompasses a person's entire background, not simply their culture. Consider the other person's age, sexuality, gender, and anything else relevant to the conversation when communicating. Just remember to be respectful and clear up any misunderstandings if they arise. Try to see the differences between you and the other individual as opportunities to broaden your horizons rather than impediments. This enables you to openly discuss your opinions and ideas with others, regardless of their differences. Using a few simple tactics in the workplace can considerably improve your cross- cultural communication ability. These ideas include:  Pace yourself when speaking Native speakers, in the opinion of non-native speakers, are frequently speaking too quickly for them to comprehend. Pacing your speech to a pace that your audience can understand will help in communication, whether you're talking to someone who is just learning English or someone who is a native speaker from a foreign culture. Just keep in mind that speaking too slowly can be offensive to certain individuals.  Practise active listening To strengthen your cross-cultural communication abilities, go beyond just listening and practice active listening. This entails repeating parts of the 25 BSBCMM511 Communicate with Influence

speaker's words, asking numerous questions to ensure that you comprehend what they're saying, and clarifying any ambiguous material. It also ensures that important information isn't lost in the shuffle.  Practise active questioning Instead of inquiries that can be replied with a simple 'yes' or 'no,' use open- ended questions. This helps to clear up any misunderstandings and keeps the dialogue going.  Organise the data into manageable parts When there is a lot of information in a conversation, it can be overwhelming. The approach is to break up the quantity of information you offer to the listener into manageable bits.  Educate yourself about cultural differences It's one thing to see a foreign country in the media; it's another to go visit one and see how communication is founded on a set of common cultural beliefs and standards. When speaking to someone from another culture, avoid using jokes, slang, or references that are exclusive to your own nation, as this might be confusing, alienating, or cause a misunderstanding.  Maintain a warm but professional demeanour The casual and laid-back demeanour with which Australian English addresses strangers and new friends may appear welcoming to some. Still, it might be unsettling to someone from a different cultural background. Maintain a level of respect in your language by speaking in a formal tone at first and then switching to a more informal tone as the relationship progresses. Finding common ground Common ground refers to two or more persons or groups of people sharing common interests, beliefs, or viewpoints. A compromise, on the other hand, is a settlement or agreement of a disagreement reached by each party making compromises. When you're negotiating, you should try to establish a win-win situation. Your objective is to come up with a solution in which both you and the other party win, rather than one in which you win and the other side loses. 26 BSBCMM511 Communicate with Influence

Begin a negotiation by identifying tiny points of agreement to expand on. Try to see things from the other person's point of view, and you'll realise what they value in the dialogue. The conversation can then be based on what each individual considers to be essential. Before you have any significant dispute discussions, ask yourself the following two questions:  What would you like to see happen as a result of this discussion?  How can you put your shared values ahead of the opinions you'll never agree on? Focus less on the particular beliefs you each hold and more on whether these opinions share similar values. Practice active listening to pay close attention to the other person. It may surprise you to learn that shared ideals such as progress, security, and safety exist beneath everyone's perspectives in the group. Finding common ground requires seeing beyond the idea itself and recognising the value that motivates people to stand by their beliefs. Another thing to remember is to concentrate on the desired result. Always keep in mind that a successful negotiation requires both parties to agree on a solution that satisfies everybody. If you try to think backwards, you might be able to make the discussion go more smoothly. Begin by considering the desired outcome for both you and the other party, and then consider how to get there. You can reach an arrangement that everyone will be happy with by collaborating with the other party rather than competing. Negotiation Prior to the start of a negotiation, a pricing objective or a goal must be established. Given the constraints that both negotiating parties can impose on each other, it should set fair expectations. Budget constraints, the pressure to meet sales targets, managerial directives, and other external variables can all play a role. The outcome of the negotiation can vary based on the scope that can be agreed upon and the activities taken by either party. While your ultimate outcome should be achievable, it should not be a stumbling block to your original proposal or counteroffer. Before you begin a discussion, make sure the other party has the authority to make enforceable agreements on behalf of their company. You'd be wasting your time if you struck a contract with someone who isn't authorised to approve the agreement on behalf of the company. As a result, when bargaining, keep the following in mind:  The manner in which you negotiate must be governed by strategy Negotiations are guided by basic concepts that aim to provide the greatest possible outcome that is also a compromise between the opposing negotiating party's viewpoint and yours. The initial offer is considered the most important and will be used to evaluate your subsequent proposals. Make a bold and 27 BSBCMM511 Communicate with Influence

direct offer to express what you want from the negotiations. Your asking price leaves room for a margin to be handed away throughout the negotiation process. Taking as much as you can with your initial offer can be accomplished by setting a value lower than what the other party expects. Still, as long as your offer is reasonable and the other party responds to it, you are not insulting them in any way. When negotiating with the opposite side, don't provide details about your position, such as your budget or constraints. Negotiation experts frequently modify features such as product information and schedules to match your budget by offering you a substandard product. Respond by taking an approach that ensures you get the finest product for the money you have, with the ultimate goal of paying less than you had intended. Always be willing to give up portions of your position without jeopardising its total worth. When you're the seller, having decoys or red herrings can provide you with an advantage over the other side, such as employing non-critical things like 'spare parts.' If the buyer decides not to include the things to save money, your negotiation position is unaffected, but you have helped the buyer stick to their specified budget. Distractions might also deflect the opposing party's attention away from the essential subject of your proposal. However, when utilising this method, it is necessary to evaluate the context and be mindful of what other bidders are giving, such as taking a different approach when a barebones cost is the only way to be picked in a bid. Pay attention to how the other person reacts to what you say, such as their body language and speaking patterns. If you feel the discussions are running in circles or the other side is sticking to their guns, know that you have the option to put them on hold or even terminate them entirely. If the agreement is critical to them, expressing reluctance to continue will create pressure on them to act since they will worry if you return to the table. Set aside the desire to conclude the deal right away, as this will indicate to the other party that you are in a rush to reach an agreement. In terms of contracts, a counteroffer you receive ignores any previous offers you have given. As a result, an offer's outcomes include:  Your offer’s acceptance or rejection  Counteroffer that keeps the talks open If your prior offer is rejected, reject any attempts to have you present a new and better offer, as this would be the same as negotiating with yourself. If you're making the last offer in a negotiation, always make a counteroffer that 28 BSBCMM511 Communicate with Influence

will force the opposing side to make a decision before you have to make a subsequent offer.  Find a way to gain a competitive advantage over the other party Apart from leveraging the opposing party's weakness to your advantage, make use of every available strength. Being the sole provider of a product might give you a lot of sway over how the negotiations go, especially if demand for your product exceeds supply. Use your knowledge to deliver information on the negotiation's subject matter throughout the early phases of the negotiation to get people's attention. This can catch the opposing party off guard before they can establish their reputation, allowing you to control the negotiation's flow.  Offer them terms that they won't be able to refuse Include components of the deal that build the groundwork for a contract, which binds all parties to the agreement while making the offer. Without being explicit about the terms of your offer, you risk missing out on similar objectives that the other side may have agreed to as well. The following essential facts should be found in your bargain:  The cost of the offer (in proper denomination)  A work statement (scope)  A description of the services and goods, as well as performance bonuses and a timeline for delivery  Guarantees and terms and conditions in writing  Any documents that can be used as a reference. Offering a lower price in return for a longer payment time is a frequent technique. Only exchange the elements if you are close to completing the transaction and are close to the price you desire. When considering the negotiation's outcome, pay equal attention to the other components of the contract as you would to the price. Accepting boilerplate contracts that claim to represent industry standards or standard operating procedures in organisations is likely to put you at a disadvantage, as they can be changed or updated. If the other person is adamant about their perspective, it could be preferable to call off the talks and move somewhere else. 29 BSBCMM511 Communicate with Influence

To minimise misunderstandings offers should be written as much as possible and include all of the terms of the deal, with notes serving as a useful tool to keep track of the reasoning behind each offer. The notes should not be shared with the other side, but they may come in handy if the process fails and the conversations must be redone. You can gain essential skills to hone and refine your technique in addition to improving your position.  Aim to find a solution that will benefit all parties During the negotiation, always try to decide what you consider to be an acceptable outcome with the other party. Price may not be the only deciding factor, as the other party's demands may include a specific delivery date or a product that meets a certain quality standard. Know that you will need to give up some of the items in your position at some point in the future if you want to advance. Set boundaries for how much you're willing to demand in terms of a deal. Controlling the negotiation process to your advantage should also take into account that a good bargain does not imply leaving the opposing party high and dry. This becomes more apparent if you need to do business with them in the future. Effective negotiators understand that their corporate purpose does not need them to follow unreasonable behaviour, and they want the other side to believe they received the greatest bargain as well. After negotiation, the next natural step is to work successfully with the opposing side to guarantee that they have not been threatened into agreeing to a deal, as this would rule out any future business opportunities. Negotiations can lead to heated exchanges, but in order to reach an agreement, all parties must prioritise teamwork and compromise. Failure to agree BATNA, which stands for 'Best Alternative to a Negotiated Agreement,' is a term that business negotiators are familiar with. BATNA, on the other hand, is not the only criteria that negotiators employ to determine their bottom line. In the context of negotiations, a bottom line is the worst potential outcome that negotiators must deal with. It protects you from the urge to submit to an agreement that undermines your own purpose for the discussion by acting as the final barrier that prevents the negotiation from moving further. Bottom lines have a double-edged nature: while they serve a necessary purpose, they also encourage rigid behaviour, limit the need for creativity and invention, and reduce the benefits associated with bespoke solutions for specific situations. BATNA is less concerned with the goals and more of a safety net for the negotiator, preventing them from accepting unfavourable deals or terms that are 30 BSBCMM511 Communicate with Influence

in their best interests. When creating a BATNA, negotiators should do the following:  Make a list of all feasible alternatives in case the negotiations fail to achieve a favourable agreement.  Choose the best options and broaden their reach to include practical and workable alternatives.  As a backup throughout the negotiation, have a list of the best options. It is unimaginable to begin a discussion without the intention of reaching an agreement. Thus the BATNA serves as insurance if the negotiator believes that a favourable outcome is not achievable. A properly-crafted BATNA can provide the negotiator with this alternative, as well as a safety net in case the negotiation fails. When providing suggestions to the formation of the agreement, a negotiator can then change their response. The BATNA's strength would also influence whether or not it should be shared with the other negotiating party. A strong BATNA can deter the other party by making it appear as if there are no viable alternatives. When compared to the other party's strong BATNA, a weak BATNA might be unfavourable because it gives away points that they can employ. As a result, a negotiator should learn to investigate more options open to all sides in a negotiation and measure the strength of the other party's BATNA in order to present their own response that will lessen their expectations. Failure to investigate a negotiation's BATNA is troublesome for negotiators because it exposes them to the following risks:  Increased pressure to seal the deal and finalise the agreement because they don't know what will happen if the negotiations fail.  Unrealistic optimism about the proposed accords, ignoring the costs that will be incurred if the agreements are implemented.  If the commitment to reach an agreement takes precedence over considering the alternatives available outside of the negotiation, a gloomy attitude on prospects will arise. 2.5 Confirm and document outcomes of negotiation While making accommodations for any discrepancies, the conclusion of the negotiation should always lead your strategy. Once you've reached a choice that both you and the 31 BSBCMM511 Communicate with Influence

other party are happy with, make sure it's documented in writing. Organisations require documentation of the agreed-upon resolution and the contract that will be formed; this ensures that all parties involved have proof that conversations took place and are aware of the next steps to take. The following should be included in the document:  The negotiation's goal is to reach an agreement  The identities of those engaged, both individuals and organisations  A description of what is offered  The price of the offer. All parties concerned must have a copy of the document, as with any important decision. Both parties must understand the terms of the agreement so that they are aware of what was decided throughout the negotiation. The agreement must be followed up on by a plan of action that will put the points mentioned in the agreement into action. There are occasions when both parties are close to reaching an agreement, but a single detail stands in the way. You may come across such situations regularly, which is why the offers made prior to that time will influence if the discussions can move forward to a conclusion. If it appears that reaching an agreement is unachievable and all other options have been used, it is time to call a halt to the talks. End the negotiation professionally and thank the other side for their time, regardless of how it went. 32 BSBCMM511 Communicate with Influence

Chapter 3: Participate in and Lead Meetings Meetings are important in every organisation, whether they are used for group decisions, project planning and follow-up, assigning responsibility in operations, or any other reason that benefits the organisation's well-being. As a result, the goal of the staff should always be to hold well-organised meetings in order to collaborate and respond to the needs of the organisation. Meetings, like any tool, can be misused and useless when they are used to senselessly deliberate over an issue without reaching a resolution or when they are used to create conflict between two people. This defeats the objective of the meeting since, rather than being a vehicle for facilitating and carrying out work-related decisions, it becomes a waste of time that accomplishes nothing. As a result, meetings must be democratic and constructive, with everyone in attendance participating and contributing to the discussion of challenges and brainstorming solutions. Meetings may not be appealing business activities, but given their importance during essential tasks, they should be as quick and useful as feasible. Everyone should pitch in and become knowledgeable about the issues being discussed, with efforts taken to avoid boredom among attendance. 33 BSBCMM511 Communicate with Influence

3.1 Identify the need for meeting and schedule according to stakeholder availability Meetings can be scheduled by members of an organisation whenever the necessity arises. The objective of a meeting can range from providing project overviews and status reports to discussing how to solve a pressing issue. As a result, you should anticipate being invited to general meetings in your company to deliver a short summary of your job duties. You and other appropriate individuals may be invited to meetings to help resolve a serious issue. If you're merely attending these meetings and not preparing for them, you don't need to do any planning aside from knowing what the forum is for so you know what topics to bring up for discussion. Unproductive meetings should be avoided at all costs, as they squander the time and effort of those who will attend. When you're in charge of calling a meeting, consider if the goals it will establish are clear and achievable, as well as whether the meeting can effectively facilitate conversation through face-to-face discussion or a video chat. Notify everyone who needs to attend via phone or email, and define the items that need to be covered with them. Take note of everyone's calendars and arrange the meeting when they are all available or adjust their schedules to accommodate the meeting. When determining whether the meeting you're planning is necessary, keep the following in mind:  The purpose By having a clear idea of what the meeting should cover, you can jump right to the important points and make the most of everyone's time.  Need for consensus Determine whether the decision at hand necessitates the consent of all relevant parties.  Projects that are lengthy and crucial High-priority projects that will take a long time to complete require meetings at regular intervals to ensure that the project plan is being followed.  People management 34 BSBCMM511 Communicate with Influence

Weekly and one-on-one sessions are used to review the work that has already been completed.  Important clients Important clients require extra attention, and the organisation should arrange meetings for them in order to enhance the corporate partnership.  Achieving clarity Communicating with individuals within the organisation via email, phone calls, and one-on-one meetings can only get you so far.  Problems If the project is off track, team members are confused about the project, or interpersonal disputes are escalating, meetings are required.  Emergencies Emergency meetings, which are sometimes called on short notice and require the participation of everyone involved, take precedence over scheduled appointments. Meetings, like other key responsibilities within the organisation, must be conducted in accordance with the procedures and policies in place. The following requirements for holding staff meetings can be included in a meeting policy: 1. Management decisions about the organisation's operations are communicated and discussed. 2. Providing personal assistance and development opportunities for employees 3. An opportunity for employees to voice any concerns they may have about their jobs, co-workers, management, or the organisation. 4. Allow staff to address client and program challenges and needs. Types of meetings Meetings that are held frequently lose their effectiveness. Therefore having a purpose is critical. Meetings are used for a variety of purposes in organisations, including decision-making and execution. As a result, they must be structured and inclusive in order for all attendees to participate and fulfil objectives. 35 BSBCMM511 Communicate with Influence

Structured meetings are those that are held in a formal setting and have pre- determined subjects to cover. Because these meetings are prearranged, they have a specific procedure for conducting them. A structured meeting follows a fixed schedule that determines when it will begin and end. The timeframe is divided into the length of time allocated to each agenda item. A selected chairman is also present in a structured meeting, entrusted with controlling the flow of discussion and decreasing the likelihood of chaos. To achieve the meeting's objectives and cope with issues that disturb the meeting, they must maintain a calm demeanour. Check the organisation's regulations and procedures to see who can be appointed as chairperson. A timekeeper or minute-taker, such as a secretary or a note taker, should also be present to document the minutes of the meeting and ensure that the meeting runs well. Check to see whether your organisation has any policies that you must follow if you are assigned to be the minute-taker. The following steps can be included in a meeting policy: 1. Across teams and departments, a roster of minute-takers must be in place. The head of each team or department will designate the minute-taker for general meetings. Minute-takers must be given a copy of the agenda and briefed before the meeting. 2. In a formal meeting, the minute-taker must record motions and resolutions verbatim. The chairman decides what should be included in the meeting minutes for each team or department meeting. 3. Following the meeting, the manager will go over the minutes recorded by the minute-taker while referring to the agenda. The manager will rewrite the minutes if necessary to rectify language and spelling issues and ensure that they accurately reflect the meeting's occurrences. It's also important to double-check the correctness of the topics covered, periods observed, and accomplishments attained. The following is a rundown of how organised meetings are run: 1. The agenda for the meeting is produced and distributed to the attendees. The objective of the meeting and the information to be discussed are both listed on the agenda. 2. Meeting attendees are invited, and appropriate materials are delivered to them. 36 BSBCMM511 Communicate with Influence

3. The meeting is led by the chairperson. 4. Prior to moving on to the items on the agenda, action items from prior meetings are discussed. 5. The meeting's minutes are written by the authorised note taker or timekeeper. 6. When the chairperson opens the floor for debate, attendees can speak to any motion. 7. The meeting's decision is communicated to the attendees, along with a copy of the minutes. 8. Attendees are checked in to see how far the action items have progressed. Meanwhile, casual meetings are usually referred to as inclusive meetings. They have a defined goal, similar to scheduled meetings, but they do not always adhere to the agenda. These encounters are typically brief and informal, similar to talks. They can be planned ahead of time or held on the spur of the moment, and all attendees are encouraged to contribute their perspectives. The following are the protocols for inclusive meetings: 1. The meeting's agenda has been prepared. 2. Depending on their availability, attendees are invited to the meeting. 3. Facilitator, notetaker, and timekeeper roles are assigned. 4. There are established ground rules for when to speak and when to listen. 5. A discussion on the agenda is held. 6. Time is given for attendees to discuss points and express their opinions. 7. The meeting comes to a close, and action items are noted. There are several types of meetings that can be classified as follows:  The ‘tailgate’ or regular meeting 37 BSBCMM511 Communicate with Influence

This is the most typical sort of meeting, and it is usually called at regular intervals, such as once a month or once every two weeks. Members are kept informed about recent developments and choices that are relevant to their role in the organisation. This is also the type of meeting where project instructions are given, deadline targets are specified, and reports on completed work are delivered.  Special meetings Unlike general meetings, which give an overview of all current tasks and projects, special meetings concentrate on a single topic. Special meetings are limited to discussing the topic that was chosen before the meeting, such as plans for a new project or arrangements for a trade show.  Executive meetings Executives, who are more focused on the business elements of the organisation, need to meet more frequently than other members. This would entail planning the implementation of current and new processes, tracking the work performed within a set timeline, resolving issues, and communicating information to other levels of the organisation.  Annual General Meeting (AGM) In comparison to the preceding three sessions, the AGM has a broader scope. Executive accounts show the current state of the organisation's finances and activities for the year. This is also when new leaders are selected to lead the organisation in the future year. AGMs would be required to give their members with two reports:  The secretary's annual report, which details the organisation's plans, operations, accomplishments, and difficulties.  The treasurer's report, which contains information about the organisation's finances, including income and expenses.  Off-Site Meetings Holding a company gathering outside of the office can sometimes rekindle interest by changing things up and fostering a spirit of teamwork among employees. Even if the meeting will be conducted off-site, it must be dedicated to achieving the goals of the company and must be well-planned to be successful. 38 BSBCMM511 Communicate with Influence

In terms of housing and services, the key factor for off-site meetings is cost. The cost varies depending on the time, venue, accessibility, and type of service required, all of which must be arranged ahead of time in order to acquire an accurate estimate of the meeting's actual demands. 3.2 Prepare meeting materials and distribute to stakeholders By centering the conversation on a specific issue and ensuring that individuals attending the meeting are well-informed, planning should emphasise participation as one of its primary goals. The chairperson and meeting secretary are in charge of this, and these roles don't necessarily have strict control over how the meeting is run, but they do make sure everything runs smoothly. Notify the attendees when you plan a meeting. Everyone who is obliged to attend the meeting should be told about the date, time, and location of the meeting, as well as the topics that will be covered. The meeting secretary is in charge of this. The agenda is something else to think about. The agenda serves as a blueprint for the meeting's flow, ensuring that it is both efficient and productive. It typically conveys critical information, such as:  Meeting objectives  Discussion topics  Each topic's presenter or conversation leader  Each topic's amount of time allotted to it. The following steps outline how to create the agenda: 1. Send an email to everyone who needs to be present at the meeting informing them of the meeting's goals, time, and location. To confirm their participation, ask them to accept or decline your invitation to the meeting. 2. Establish a timeframe for gathering information for the conversation. For example, you can provide the speakers two days prior to the meeting to seek subjects for discussion and the amount of time they will need to present. 3. Arrange the agenda requests in a table, with the titles Agenda Item, Presenter, and Time. You must verify that each agenda item is related to the meeting's objectives and that non-essential items are moved to another meeting. Aim to 39 BSBCMM511 Communicate with Influence

stick to the time allotted for each topic and speaker, as well as the meeting's total length. 4. Provide participants with pre-reading materials. Preparing for the meeting by planning the pre-reading can help you prepare for the meeting and improve the quality of your conversations. You should, however, assume that no one conducted any pre-reading. Summarise the meeting in the first few minutes. Even if everyone completed the pre-reading, summarising the material is a good idea. 5. At least a day before the meeting, send the agenda and pre-reading materials to all participants, along with a reminder of the meeting's objectives, date, and venue. Confirm with the presenters that the order in which they must talk, and the amount of time allotted to them are satisfactory. 3.3 Conduct meeting and contribute to discussions When the meeting begins, greet everyone who has arrived and start guiding them through the agenda. Take note of who is there and who is absent, and if there is no meeting secretary, appoint someone to take minutes. The meeting procedures are the rules that govern how a meeting should be conducted. These processes increase the efficiency of the meeting and allow everyone to participate in the conversation. To ensure that the arrangement works smoothly, all members should be aware of and acknowledge the meeting procedures. These points can also be used by members to assist the chairperson:  A point of order is raised to bring the gathering back to its original goal and purpose.  Point of contact for obtaining additional information on the subject at hand  A point of order is called when someone gets disorderly or misbehaves during a meeting.  Security in the event that a presenter is harassed  Quorums are defined as the minimal number of people required to conduct a meeting and make decisions. How to conduct the meeting The chairman is the most important person at the meeting since they will be in charge of setting the pace, reminding participants to keep on topic, and monitoring a 40 BSBCMM511 Communicate with Influence

democratic process in which everyone agrees on the decisions made. Meeting chairing can be cycled among members, but for critical meetings, the duty should be given to an experienced chairperson. Being a competent chairperson is more than simply collecting a list of speakers and allowing them to talk as they see fit. You must also introduce the issue to the members in attendance, steer the conversation toward the meeting's goal, and moderate conflicting viewpoints raised by the participants. Moving on, you'll need to achieve a decision by reaching a consensus or having a vote on a topic. Following these fundamental steps would be required if you were to chair a meeting: 1. Welcome everyone to the meeting and give them the agenda. 2. Establish a meeting timetable that includes the start and end timings. 3. Assign someone to present or lead the agenda's discussion points, giving everyone an opportunity to speak and ensuring that no one leads the conversation. 4. Reiterate thoughts and proposals that have been presented while avoiding excessive repeats to summarise the conversation. 5. Make a list of who wants to talk and when they can do so. 6. Confirm that everyone agrees with the decision and that they understand and can carry it out. 7. Make sure the next meeting's date and time are set. The chairperson's responsibility includes ensuring that all attendees have the opportunity to participate in the meeting. Intervening as much as possible reduces difficulties and disorganisation, which can take a meeting off track. Strategies for leading meetings To increase the quality of decision-making, inclusive and constructive dialogue is required. You are in charge of encouraging talks as the chairperson, and your responsibilities include:  Sticking to the schedule  Encouraging participants to contribute  Moderating members who dominate the conversation  Maintaining a watchful eye on the clock 41 BSBCMM511 Communicate with Influence

 Proposing motions to express the meeting's opinions  Clarifying any ambiguities in motions and amendments  Obtaining more knowledge through asking open-ended questions  Discourage background conversations while someone else is speaking. Contributing to discussions Even if you are not the meeting's chairperson, you can still assist in maintaining order. Refrain from making background remarks or conversing with other members during the meeting while the speaker is giving a presentation. Multitasking should also be avoided because it diverts your focus away from the conference and causes you to overlook critical issues raised during the conversation. You can motion to the chairperson to speak or ask a question when you wish to say anything or ask a question. They'll let you know when the floor is available. Even if you don't think you have anything useful to say, you should try to participate in the discussion. You might have an idea or a recommendation that adds to the discussion. If you disagree with something, don't be scared to say so. Meetings are organised to investigate all possible points of view, so your opinion could be quite valuable. Always keep in mind that a meeting is a collaborative process, not a debate. Do not take someone's disagreement with you as a personal attack. If the conversation deviates from the agenda, the chairperson will usually bring the meeting back on track. You can direct the conversation back on track if the chairman is unavailable or fails to notice. You can also find yourself in meetings that go on for an excessive amount of time. You can remind everyone of the time if the meeting is running past the specified end time or if the members have been debating a particular topic for an excessive amount of time. This informs everyone that the meeting should be rescheduled so that the current one may be finished. 3.4 Seek consensus on meeting objectives Decisions are typically made in two ways: by consensus or by vote. Consensus refers to a broad agreement reached by all members of a group; it begins when everyone agrees 42 BSBCMM511 Communicate with Influence

on a decision and concludes when everyone agrees on it. Meanwhile, voting occurs after a proposal has been adopted by a majority of members. Voting is typically done by a ballot or a show of hands. While voting is quick, consensus takes time, yet it allows all members' thoughts to be heard. Only the majority wins in voting, and however, consensus requires everyone to work toward a choice that benefits them all. The way you reach an agreement is similar to the bargaining strategies we reviewed earlier. You must keep in mind that you are cooperating with people rather than competing with them. Therefore your objective should be to discover a solution that benefits everyone. You begin by establishing common ground with everyone and concentrating on the desired objective:  Identify the problem  Look for ideas  Analyse proposals  Discuss and make changes to a proposal  Put the agreement to the test  Agree with the decision. All members must be aware of the problem in order to contribute any pertinent information. Once they have all of the facts they require, they can begin brainstorming solutions to the problem. These, as well as any issues raised by the offered ideas, should be set down. When everyone can view the ideas, they can start debating them and narrowing the list down to only the most viable options. When just the most important ideas remain, the members can begin to formulate proposals to bring all of the ideas together. When members believe that one idea, in particular, appears to be the most excellent option, they can concentrate on it and begin to discuss and modify it. When all of the revisions to the proposal have been used, the members can check to see if everyone is in agreement. However, not everyone will agree, disagree, or practice any of these things. Members can employ the following sorts of agreement and disagreement during the procedure. Types Definition Agreement You agree with the proposal and want to put it into action. Reservations You agree with the plan but are concerned about its implementation. Standing aside You disagree with the proposal, but you're willing to let others carry it out. Blocking You oppose the proposal and do not want it to be carried out. 43 BSBCMM511 Communicate with Influence

If no one agrees, they can return to debating other ideas and resume the process of selecting the greatest one and adding changes to it. The decision-making process can be completed if everyone has agreed on a plan. Mediation If the members are unable to establish a working agreement, the meeting must be rescheduled to avoid arguments. This would also ensure that time is spent wisely and that relationships are not harmed. The decision-making process should be repeated at subsequent sessions, with fresh ideas contributing to the conversation incorporated and the entire process evaluated. Alternative solutions, such as bringing in a mediator, can assist speed up the process. Mediation is having a neutral third party (the mediator) intervene in the process of settling disagreements by addressing the parties' differences and collaborating to reach a resolution. Rather than focusing on the past, the method focuses on future behaviour. As a result, it provides a method for coping with tension and is effective in resolving issues in communication and working relationships. Peer mediation is handled by trained and qualified persons who share the same function or position as the people engaged in the disagreement or by employees with similar age ranges or work experience. Because of their shared understanding, this strategy presents a point of view that is relatable to the parties involved. A collaborative conversation, on the other hand, involves both the mediator and the parties involved in the conflict. The mediator may use this strategy to try to get the parties to talk about what was said during the opening remarks directly. This is the moment to figure out which concerns need to be handled to clear everything. Side-directed mediation is another style of mediation in which the mediator listens to each party separately before bringing them together in a single session. Role-playing and coaching activities are used as part of the pre-mediation process to help the parties learn how to speak directly with their opponents in the joint session. This is helpful for conflicts between co-workers, particularly if the disagreement is interpersonal or multicultural in nature. The following guidelines should be kept in mind:  Mediators must avoid favouring either side of the deal and are discouraged from passing judgment on who is correct or incorrect.  The participants, not the mediator, are in charge of making choices  Discussions within the mediation should be kept private, but communications outside the mediation should be allowed as long as they stay within the parameters of the agreement. 44 BSBCMM511 Communicate with Influence

 Following each participant's initial confidential assessment meeting with the mediator, the mediator will evaluate whether mediation is likely to be beneficial and provide comments as needed.  At the conclusion of the process, it is envisaged that the mediator will have assisted the parties involved in identifying concerns and options for going forward, with each issue being discussed and the solutions being evaluated for feasibility.  At the conclusion of the mediation, all parties, including the mediator, must agree on what information will be reported back. People usually demand a report on the mediation, but a list of points from an agreed-upon plan can suffice in some circumstances. To prevent them from becoming bigger problems, incidents should be de-escalated promptly. Here are some techniques to help you:  Openly express both positive and negative emotions. Do not attempt to soothe someone who is furious or agitated. Allow them to feel their emotions and express them in a healthy manner. While doing so, take command of the situation to avoid any potential violence.  Use non-aggressive tactics, such as ignoring the situation. Because there is no active audience, simply ignoring the scenario can de-escalate the situation. You can accomplish this by backing away and delegating the issue to someone who is experienced in de-escalation.  By experiencing things from their point of view, you can practice empathy. When you understand why they're angry, they'll feel like you're paying attention to them, and you'll be able to work together to fix the problem. 3.5 Summarise outcomes of meetings and distribute to stakeholders An accurate recording of the meeting, or minutes, is necessary because it acts as a reminder of issues that need to be addressed and prevents disagreements that may occur as a result of past choices. The minutes are also used by the secretary and chairperson when putting together the agenda for the following meeting. Minutes are, in a sense, reflective tools used by businesses to learn from their past achievements and failures. Taking good minutes requires consideration of three factors:  Listening 45 BSBCMM511 Communicate with Influence

Pay close attention during the meeting to make sure you understand all that has been discussed.  Taking notes Instead of jotting down everything that is said, merely jot down the most significant points and decisions that are made. Clarify what has been said and any decisions or issues that have been raised if they are unclear.  Writing the minutes The following information should be included in the meeting minutes:  The meeting's nature, including the time, date, and location  Members' names who are present  Summaries of the debates and decisions reached  Work that needs to be followed up on, as well as the personnel who have been assigned specific duties. The minutes should be kept in a minute book or folder or electronically recorded. They should be sent as quickly as feasible or within a timetable set by your company, such as a week following the meeting. Send a copy of the minutes to the attendees and any other relevant persons who could not attend the meeting, and request a follow-up on what was discussed or decided during the meeting. 46 BSBCMM511 Communicate with Influence

Chapter 4: Make Presentations The power of presentations to educate, inform, inspire, and convince external and internal audiences is what makes them valuable. Presentations like these are useful in sales proposals, training, and internal communication initiatives because they use words and graphics to engage and capture the audience's attention. This also enhances the professionalism of the organisation and helps to maintain its corporate image. Presentations are a great approach to interacting with current and new clients. They help develop trust, enhance relationships, improve sales campaign results, and make it simpler to engage the audience. Using presentations to deliver information offers a number of advantages, including:  Flexibility in terms of being able to update material fast and readily in response to new information or audience changes.  Making a uniform template that different employees in an organisation can use as a starting point for their own presentations  The ability to do the presentation in a variety of settings, such as one-on-one meetings or watching the content on a digital device. 47 BSBCMM511 Communicate with Influence

4.1 Identify forums to present according to organisational objectives With the advent of technology, the dynamics of presentations have evolved, and they can now be totally virtual or face-to-face. As a result, the question of how to design presentations has grown extremely complicated. You should select the most effective format, based on your targeted goal. If you or the audience are unable to physically attend the event, virtual presentations are the ideal option. This saves time and money on travel and is available to the majority of people. Only your PowerPoint presentations would be on everyone's screens because this form of presentation does not necessarily require you to show your face to the audience. Facial expressions and hand gestures, on the other hand, would be gone. It may also be difficult to adequately engage your audience. Face-to-face encounters require the most time and effort of the two presentation kinds and hence have the highest expectations for their achievements. When you want to start something fresh and attract your audience's attention, face-to-face presentations are the most excellent option. The tactics used in presentations should aid in the achievement of the organisation's goals. If a virtual or face-to-face strategy reduces effectiveness by restricting information, it has failed to achieve the linked organisational goal. Where and when you can present relies on your organisation's events, but industry, media, and government organisations can provide you with expertise and functions. Likewise, information about events like conferences and trade shows may help organisations keep up with industry developments while also showcasing their services and products. The following industries, organisations, and events should be noted:  Key industry organisations that offer collaboration and public relations opportunities e.g. Master Builders America, Australian Food & Grocery Council  Media firms that provide media and communications planning for product and service campaigns e.g. Espresso Communications, FRANK Media,  Government agencies in charge of regulating the activity of an industry and its member organisations e.g. Department of Industry, Innovation and Science; Department of Agriculture 48 BSBCMM511 Communicate with Influence

 Relevant events that hold gatherings for industry members as well as public product and service exhibitions e.g. Australian Tourism Exchange, B2B Expo Knowing which industry your company belongs to might help you figure out which events are appropriate for you to give a presentation at. You may then look up the organisations that are linked to yours and see which events you can give a presentation at. 4.2 Determine tone, structure, style of communication and presentation according to target audience Keep in mind when organising your presentation that the way you deliver information is determined by your target audience. For more information on determining who your audience is, see Chapter 1.3. The most important thing to remember is that it is not how you think you should present the material but how the audience needs it to be given. Choosing the tone of the presentation The general mood or ambience created by the presentation is referred to as tone. This is how your audience will interpret your attitude and the message as a whole. The manner of a presentation can be classified as either informal or formal. Your presentation will feel more serious if you use a formal tone, but it will feel more casual if you use an informal tone. 49 BSBCMM511 Communicate with Influence

The venue and time of day of the presentation can influence the formality of the event, but the tone of your presentation is determined mainly by how you deliver it: Language  This relates to whether you communicate in a formal or informal manner.  It can also refer to how expressive your language is. Non-verbal Cues  This refers to your posture, facial expressions, and hand movements, among other things. Appearance  The audience's perception of you is influenced by how you dress and groom yourself. If you want to project a formal tone, avoid using slang, maintain decent posture, keep your voice neutral, and dress appropriately, such as in a suit. If you want to set a more relaxed tone, utilise language that the audience will understand and dress casually, such as in a T-shirt and trousers. Remember that even if you don't want your presentation to be overly serious, you must still ensure that your tone and attire are acceptable for the event. Aside from formal and informal speech, there are several different types of tones: Encouraging  Aim is to inspire Educating  Aim is to inform Direct  Aim is to be assertive Chatty  Aim is to converse informally Apologetic  Aim is to acknowledge a mistake The context and objective of your presentation will determine when you use these tones. The tone you use has an impact on how your audience views you and how they recall what you say. If your sole goal is to educate the audience, your tone must reflect that. You can utilise any of the tones based on how formal you want your presentation to be if you want to convince the listeners. If your presentation is professional, use an encouraging or educational tone; if it is informal, use a chatty tone to establish connection with the audience. 50 BSBCMM511 Communicate with Influence

Planning the structure of the presentation The structure of communication can be defined in two ways: how information flows among members of an organisation and how information is organised in a presentation. Organisations often have one of two types of information structures: Chain Communication Structure There is a hierarchy and a centralised authority figure in this arrangement. Information is shared starting at the top and working its way down to lower-level individuals. All-Channel Communication Structure Information can be conveyed horizontally with this type of layout. In most organisations, there is no formal hierarchy, which allows all members to be informed and participate in decision-making. Your organisation's information structure is determined by them, but how you arrange your presentation is totally up to you. The basic format of all presentations is the same: an introduction, the key points of the issue, and a conclusion. The structure of your presentation has an impact on how well the audience remembers the content later on. To avoid the audience being confused, try to make the framework of your presentation as straightforward as possible. The fundamental framework will vary depending on whether you need to provide any demos, how much audience engagement you desire during the presentation, and what your communication goal is. The purpose of the introduction is to establish what your issue is and why the audience should be aware of it. Its purpose is to pique the audience's attention and inform them of what they can expect. Begin by acknowledging your audience and clearly stating what your primary focus is in this section. If there is a necessity to do so, you may additionally acknowledge anyone notable. You can also specify whether the audience is permitted to ask questions throughout the presentation or whether they should wait until the end. Then you may go into the content of your presentation. You should achieve the goals you established in the introduction in this part. Address each of your points one at a time, attempting to summarise each before moving on to the next. Transitions such as "Now let's move on to..." or "Next I'll explain..." can be used to indicate when one point concludes and another begins. You can express your arguments in a variety of ways, the most common of which are: 51 BSBCMM511 Communicate with Influence

 Chronologically  By priority  By theme. Regardless of how you structure the body, you must express your points logically. You can also use contrast to your advantage, and just make sure to use transitions to connect them so that your viewers can connect the dots. Finally, the conclusion summarises the key themes of your essay. Begin your conclusion by announcing the completion of the presentation. Then you reiterate what the presentation's aim was and what your key points were. You can also make suggestions or discuss the consequences of your arguments. After then, you might thank the audience and invite them to ask any questions. Establishing the style of communication and presentation As previously mentioned, the four communication styles are aggressive, passive- aggressive, and assertive. When giving a presentation, the most effective style is forceful. What you convey is just as essential as how you communicate. Language is crucial in determining whether or not a presentation will be successful in reaching its intended audience. The effect of your presentation is influenced by the appropriateness, vividness, and inclusion of the language you use. First, assess whether the language is acceptable for the speaker, listener, subject, and presentation context: Speaker  Examine whether the language you intend to employ reflects your typical speaking style. Complex terms obstruct efficient communication since they may make you feel uncomfortable if you are unfamiliar with them. Audience  The language you use should be understood by your audience. You run the risk of handing the interpretation to them if you don't. A language that is familiar to one group may be confusing to another. Topic  Consider which language is most appropriate for the topic at hand. If you're giving a presentation on a complicated subject, it's better to utilise a more advanced, technical language rather than a simple one. 52 BSBCMM511 Communicate with Influence

Context  When speaking to people on different occasions, you'll require varied words. The geographical place, the occasion, and the time of day are frequently included in the speaking context. When determining what language to employ for your presentation, keep these points in mind. Next, consider how vivid your language is. It entails describing something in great detail with words. This aids your audience in forming strong and long-lasting mental images of what you're saying. You can boost the vividness of a language by using imagery. The goal of imaging is to use language to create mental images. Using one or more of the five basic human senses to improve your delivery of the issue is a successful use of imagery. The most common tools of imagery are concreteness, simile, and metaphor:  Concreteness The goal is to illustrate rather than just inform the audience what you're saying. You do this by using recognisable settings that engage the audience's senses.  Simile A simile compares two unlike things. Similes use "like" or "as" to compare objects. This can assist the audience understand an idea by relating it to a more known one. "The deal is rock solid."  Metaphor Metaphors prefer likeness over comparison, use a nonliteral term or phrase to describe something. Another technique to improve the vividness of your words is to use rhythm. When speaking, rhythm refers to the changes in sound or speech that occur during the delivery of a message. Rhythm might be non-verbal, but it also contains some of the words you've chosen for your presentation. Parallelism, repetition, alliteration, and assonance can all help to improve rhythm:  Parallelism  Putting concepts in a grammatically parallel order will elicit a stronger response from the audience, particularly if the elements are listed in order.  Repetition 53 BSBCMM511 Communicate with Influence

 Repetition of specific words or phrases allows the audience to hear the main points of your presentation multiple times, and it helps them remember that particular sentence.  Alliteration  This technique employs the usage of similar consonants at the start of words. The consonants in immediate juxtaposition follow one another instantaneously, but non-immediate juxtaposition repeats the consonants at later intervals.  Assonance  This works in the same way as alliteration, but instead of using the same vowel sounds between consonants. 4.3 Prepare presentation according to desired outcomes Obtain reliable information There are two types of information sources for your topic: primary and secondary sources.  Primary sources These are considered direct and firsthand information or data sources. When writing a paper about a new service or product, for example, the primary source would be an organisation's Research and Development (R&D) team.  Secondary sources These examine, interpret, analyse, synthesise, and revise data from original sources. Customer feedback from the pilot project or a market resource that was undertaken is a secondary source in the case above. The following are examples of sources you could utilise in your research:  Print sources 54 BSBCMM511 Communicate with Influence

A wide range of materials and publications can be found in print resources. Publications are created by businesses to advertise a product, give background information about the company, provide knowledge on themes related to the company, or support a cause. Reports, bulletins, advertising, manuals, and brochures are examples. Periodicals and news sources come out regularly, and this can be done on a daily, weekly, monthly, or quarterly basis. Newspapers, magazines, and trade publications are all examples. Some industry publications publish articles on a broad range of topics, while others are more focused. Information is also published by the government at the federal, state, and local levels. Reports, laws, court records, statistics, and forms are examples of government publications. Businesses, government agencies, and non-profit organisations all produce printed materials, which can range in length from simple advertisements to long reports. To create these publications, research is frequently required; for example, a corporation's annual report may involve research on consumer patterns and the economy.  Online sources Because of the growing popularity of keeping information electronically, practically all available information is now available on the internet or through digital devices. Business websites, non-profit organisation websites, government agency online sites, online sources, news websites, web journals, E-books, audiobooks, and online discussion forums are all accessible via the internet. With the simplicity that popular search engines provide, creating a presentation may appear simple, but the words or phrases you type may result in a list of dozens (if not hundreds) of websites. Using web searches has drawbacks in addition to their sheer quantity. The results are not always presented in the order of their dependability. On the first page of search results, open encyclopedias and blogs, which anybody may edit, frequently appear. It's also possible that there are too many results. Going through each one would be a waste of time, and not every site will have the information you require. When using a search engine to find information, limiting your search to a certain field can drastically reduce the number of websites you need to visit. Limit your results to recently updated websites, online scholarly works, and domain types such as.edu for university sites and.gov for government sites. 55 BSBCMM511 Communicate with Influence

While online encyclopedias and wikis may appear to be a good place to get information for your presentation, they are usually open access. They have no standards or control over the research, authoring, or review of their articles. As an editorial body, they also rely on their user community. Still, these sites might point you in the direction of more reliable and trustworthy resources.  Interviews The main source is a person or a group from an organisation, such as managers, employees, or company representatives, who are regarded as a highly reputable source of information due to their intimate knowledge of the topic. By planning ahead of time, you can ensure that you get the most out of the interview:  Contact your topic as soon as possible and explain why you'd like to speak with them.  Prepare comprehensive questions ahead of time. In comparison to basic yes-or-no inquiries, open-ended questions allow for a more in-depth conversation.  Arrange a time to meet, and make sure your subject agrees to the interview being recorded.  Take notes and be prepared to ask follow-up questions depending on your findings. If a human meeting is not possible, a telephone interview or an email can be utilised instead; nevertheless, keep in mind that these methods will take longer and that respect will still be required. When evaluating your sources, keep the following in mind to give your presentation credibility:  Check to see if a source is related to your topic.  Determine the credibility of the website or author from where the information was obtained.  Assess the sorts of sources based on their scope of coverage, level of detail, editorial review, and overall agenda.  Examine the information for biases and hidden agendas that may affect how it is presented.  Make use of current and diverse sources. 56 BSBCMM511 Communicate with Influence

 Keep detailed and accurate records of the information.  Make sure to properly cite your sources. Media Visual aids are effective tools that can help you make your presentations more impactful. They're useful since demonstrating rather than telling information is usually more effective. Photographs, tables, figures, charts, illustrations, and videos can all be used as visual aids in your presentation. Excessive use of visual aids can be distracting, so balance your use with the information you wish to impart. The following methods of presenting visual aids are often used in businesses, and you will need to adapt your presentation to their use and format:  PowerPoint presentations Use a large enough font when creating a PowerPoint presentation so that it can be read even by members of the audience in the rear of the room. Keep the background minimal and incorporate animations as needed.  Overhead projector slides and transparencies These are handwritten or computer-generated text or graphics on prepared slides. During your presentation, you can utilise these slides to illustrate movement and connect topics.  Whiteboard or blackboard Use a whiteboard to clarify your title or to jot down important details. It's also a good idea to put each stage of a procedure on the board as you describe it so that the audience may take correct notes. Check to see if your company has any templates or a style guide that you can use as a guide before you start creating your visual aids. These PowerPoint templates can be used as a visual aid at the following events:  Staff meetings at the departmental and team levels  Briefings with clients  Presentations for onboarding. 57 BSBCMM511 Communicate with Influence

Practise Check the equipment before the presentation to make sure it works and that you are comfortable with how to use it. A presenter who is having trouble with their visual aids is an embarrassing situation that might divert the audience's attention away from the presentation's main point. You can express complex material clearly if you can confidently use your visual aids. Speaking practice will also help you become more comfortable with your topic, and this will help you to deliver your speech without relying too heavily on visual aids to guide your lines. You may be nervous, but keep in mind that nervousness is natural and that it may be used properly. Practising your presentation can help you feel less anxious. You can also try breathing exercises before the presentation to maintain your breathing deep and regular. You can take quick breaks to compose yourself or roam around the stage to exhaust some of the nervous energy if you start to feel nervous throughout the presentation. Balancing information and entertainment A solid connection with your audience ensures that you will be able to communicate your message effectively throughout a presentation. In terms of interacting with the audience, humour stands out among charm, presence, and emotional appeal in the following ways:  Humour relaxes people and promotes an environment conducive to pleasant human contact.  Humour can be distributed throughout your presentation and emerge spontaneously.  Because they are based on real-world events that viewers can easily connect to, personal anecdotes bring a presentation to life. If you're going to use jokes in your presentation, make sure they're relevant to your theme or tale. They should contribute to the value of whatever point you're making. It's worth noting that when it comes to humour, there is some cultural relativity. A joke may make someone in your culture laugh, but it may be offensive to someone from another culture. Be aware of your audience's cultural diversity. 58 BSBCMM511 Communicate with Influence

Another thing to keep in mind is that you should never feel obligated to laugh at your own joke or narrative because it would be embarrassing for both you and the audience. If your joke doesn't go over as well as you hoped, continue with the rest of your presentation. Your jokes must also be brief enough to maintain the attention of the audience. When you deliver a presentation, the crowd is on your side because the aim of their attendance is to learn more about your topic. It doesn't have to be boring, and a little bit of fun can help people appreciate your presentation. Just make sure that the humour doesn't overshadow the information you're giving. 4.4 Provide an opportunity for audience to ask questions Many presenters hate the question-and-answer period at the end of each presentation because they are afraid of losing control of what they have said and appearing to lack experience. However, keep in mind that the session provides an opportunity for the audience to clarify and consolidate what they've learned, which the presenter can further enrich by treating it as an extension of the core topic. It's also worth mentioning that answering questions following a presentation can come under employee communications for internal or external reasons and thus must adhere to the relevant company standards. The amount of work you put in throughout the planning stages of your presentation will impact how well you can respond to inquiries from the audience. You can better react to the inquiries with correct and meaningful responses if you have defined a focus for your presentation and have researched the information under your topic. Inadequate preparation, on the other hand, will result in you providing your audience with insufficient responses. 59 BSBCMM511 Communicate with Influence

To prepare for your presentation, you'll need to perform the following:  Determine the point in your presentation where the audience can ask questions and make sure your audience is aware of it.  Give sufficient time for questions so that the audience does not feel rushed to come up with their own.  During the presentation, indicate when you are ready to begin answering questions. You can also incorporate the following items in your planning:  Define and restate the issues that have been raised.  Refuse to answer queries that aren't related to your presentation. Responding to questions The procedures below will assist you in efficiently responding to questions:  Listen Pay attention to the entire question before responding. If the questioner comes up with an idea on the spot, the main question may change.  If you don't understand something, ask the questioner for clarification. If the question is long, you can paraphrase it to make your point clearer.  Facilitate interaction with other audience members while you're answering questions. If the session becomes a one-on-one conversation, they may become bored.  Keep your responses brief and to the point by focusing on what you believe the questioner wants to know.  After the presentation, encourage the audience to send questions by email or phone call, and this demonstrates that you value their viewpoints. Things to avoid You should always maintain your professionalism as a presenter. These are some common mistakes to stay away from:  Using euphemisms or not openly responding to the question  Creating a second 'mini' presentation from pieces of your first  When you don't have a complete response to a question, you blame others  When you're asked a question, you don't want to come across as defensive. 60 BSBCMM511 Communicate with Influence

Handling difficult questions A challenging question will take time for you to think of a suitable response, and you should clarify as much as possible with the questioner by having them repeat or explain the question. Buying time before responding, such as by employing a visual aid relevant to the topic, can help you think and focus your answers. It is not shameful to admit that you do not know the answer or that you have not considered that viewpoint in your presentation if the question becomes too complex to answer. Presentations are two-way procedures that allow you to learn as much from the audience as they do from you. If the question is outside the scope of your themes or would lead the presentation to deviate from its intended objectives, you can react favourably and offer a quick discussion after the event. Even if an audience member passionately disagrees with your arguments or argument, you must remember that your audience is still your responsibility; dedicating a substantial portion of your time to a member of the audience, no matter how motivated or passionate their opinions are, is a waste of time. Answer the first question, then move on to the next, indicating that you will continue the conversation with them after the presentation. If the questioner persists, calmly state your position. Question-and-answer sessions are just as important as your major points in a presentation. In order to plan and execute the session effectively, you must consider the potential questions that your audience may ask. 4.5 Follow up with stakeholders following presentation You should always check with your organisation to see if you met the objectives that they set out. Contact the relevant authority in your organisation and ask for feedback and suggestions. Similar to meetings and negotiations, you should always follow up with the relevant stakeholders after your presentation. Just because the presentation itself is over does not mean that you will not keep in touch with that group of people again. Since you are the one who planned, prepared and conducted the presentation, you must also end it by checking in with the stakeholders. Contact the relevant people as soon as possible so that the information from your presentation is still fresh in their minds. If you are following up with the attendees of the presentation, thank them for coming to listen to you. Bring up the main key points discussed in your presentation, and include information about actions to be undertaken, if there are any. If possible, include the file of the PowerPoint slides you used for the stakeholders to review at their own time. You may also use this as a chance to clarify any points that might have been vague or confusing during the presentation. You can also include an evaluation form for them to 61 BSBCMM511 Communicate with Influence

give you feedback and comments about the presentation. This will keep lines of communication open, which is helpful especially for strengthening your business relationships. 4.6 Evaluate presentation and identify areas for improvement It is critical to evaluate your presentation once you have delivered it. Because you will almost certainly be giving more presentations in the future, getting into the practice of analysing your performance can help you improve. You can accomplish this by making two lists: one of what you did well and one of what you need to work on. The most important thing to assess is whether your presentation satisfied your organisation's objectives and served your communication purpose. Was the information you presented relevant if your purpose was to inform the audience about the history of your organsation? Or, if your goal was to encourage the audience to buy your company's new product, did you stress the merits of the product in your presentation? Other factors to consider include:  how clear and informative the presentation was;  how clear and acceptable the language used;  how successful the visual aids were; how organised and informed you were about the topic; and  how accurately you answered inquiries. 62 BSBCMM511 Communicate with Influence

Summary  Meetings, negotiations, and giving a presentation are all similar to any other type of communication in that the message's substance and delivery technique to the audience must both be planned.  To communicate successfully, good speakers understand that they must plan, organise, and edit their messages.  You must comprehend the benefits of public speaking when delivering training to new employees or introducing a new product.  You can determine if you are qualified to speak publicly based on the information provided by the policy.  Having a communications policy in place can greatly aid in managing employee actions in terms of content, medium, and manner of communication.  Identify the material that is confidential to your company before your presentation.  Check with the relevant authority in your organisation if you have any concerns.  Whether you're giving a presentation to a group of ten people or a group of 200, the aim of getting the proper response from your audience remains a top priority.  You should have a purpose for communicating with your stakeholders in the first place, in addition to knowing who they are and how you will convey information to them.  Understanding how significant the topic is to your audience will help you connect with them.  You must have a goal in mind before entering into a negotiation.  Your negotiation approach should be focused on your stakeholders, or the people who will be participating in your company activities, once you've identified them.  You should determine the exact requirements that the stakeholders have in addition to knowing what they need and want.  The length of the proposal is determined by the company and the services provided. 63 BSBCMM511 Communicate with Influence

 Include an overview of the stakeholder's business and a brief description of how your proposal is organised.  During the negotiation, always try to decide what you consider to be an acceptable outcome with the other party.  A negotiator should learn to investigate more options open to all sides in a negotiation and measure the strength of the other party  If the commitment to reach an agreement takes precedence over considering the alternatives available outside of the negotiation, a gloomy attitude on prospects will arise.  The goal of the staff should always be to hold well-organised meetings in order to collaborate and respond to the needs of the organisation.  A selected chairman is also present in a structured meeting, entrusted with controlling the flow of discussion and decreasing the likelihood of chaos.  A timekeeper or minute-taker, such as a secretary or a note taker, should also be present to document the minutes of the meeting and ensure that the meeting runs well.  The meeting procedures are the rules that govern how a meeting should be conducted.  To ensure that the arrangement works smoothly, all members should be aware of and acknowledge the meeting procedures.  Decisions are typically made in two ways: by consensus or by vote.  If the members are unable to establish a working agreement, the meeting must be rescheduled to avoid arguments.  The decision-making process should be repeated at subsequent sessions, with fresh ideas contributing to the conversation incorporated and the entire process evaluated.  Alternative solutions, such as bringing in a mediator, can assist speed up the process.  Mediation is having a neutral third party (the mediator) intervene in the process of settling disagreements by addressing the parties' differences and collaborating to reach a resolution. 64 BSBCMM511 Communicate with Influence

 The power of presentations to educate, inform, inspire, and convince external and internal audiences is what makes them valuable.  When you want to start something fresh and attract your audience's attention, face-to-face presentations are the most excellent option.  The structure of your presentation has an impact on how well the audience remembers the content later on.  To avoid the audience being confused, try to make the framework of your presentation as straightforward as possible.  Speaking practice will also help you become more comfortable with your topic, and this will help you to deliver your speech without relying too heavily on visual aids to guide your lines.  A solid connection with your audience ensures that you will be able to communicate your message effectively throughout a presentation.  A challenging question will take time for you to think of a suitable response, and you should clarify as much as possible with the questioner by having them repeat or explain the question.  Question-and-answer sessions are just as important as your major points in a presentation.  In order to plan and execute the session effectively, you must consider the potential questions that your audience may ask. End of Student Learning Guide 65 BSBCMM511 Communicate with Influence