It is the ability of a person to deal or manage people with his communication skills, integrity, honesty and empathy.
In addition to various skills ranging from technical to design, for a manager to be effective he/she also needs certain interpersonal skills.
1) Desire to manage
2) Communication skills and empathy
3) Integrity and honesty
Desire to Manage:
The successful manager has a strong desire to manage, to influence others, and to get results through team efforts of subordinates. Many people aim at the privileges of managerial positions, which include high status and salary. To achieve their aims they require to put in effort, time, energy, long hours of work, and basic motivation to excel by creating an environment in which people work together towards accomplishment of common goals.
Communication skills and Empathy:
Communication demands clarity, but even more, it demands empathy. Empathy is the ability to understand the feelings of another person and to deal with the emotional aspects of communication. Managers should possess the ability to communicate through written reports, letters, speeches and discussions.
Communication skills are important for effective intra-group communication, that is, communication with people in the same organizational unit. As one moves up in the organizational hierarchy, however, inter-group communications become increasingly important. There is communication not only with other departments but also with groups outside the enterprise: customers, suppliers, governments, the community and of course the stockholders in business enterprises.
Integrity and Honesty:
Managers must be morally sound and worthy of trust. Integrity in managers includes honesty in money matters and in dealing with others, effort to keep superiors informed, adherence to the full truth, strength of character, and behavior in accordance with ethical standards.
A manager with good interpersonal skill will have the ability to resolve and minimize the interpersonal conflicts and help build the group dynamics in the organization.
See Me, Hear Me, Touch Me:
People are visual auditory or kinesthetic. Adapt your, behavior to match theirs and you will find it easier to communicate with them.
People provide clues about how they communicate and process information. If you spot these clues, you can build rapport and achieve the outcome you want. The key lies in learning to read the signals and in matching your mode of communication to that of others.
This concept of neuro-linguistic programming (NLP) describes how language, non-verbal behavior, and subjective experience influence communication. There are three NLP modes you can adopt to tailor your communication: visual, auditory, and kinesthetic. When someone says, ‘I like the look of the office’ (visual) and you reply. Yes, it has a bright perspective (visual) you have established rapport. But if you say, ‘we better get hold of the office layout’ (Kinesthetic) you are not likely to connect.
If your fellow manager says, your suggestion to create work teams in that department sounds interesting (auditory). An appropriate auditory rapport building reply is, ‘I’m glad you heard what I said’.
Imagine a marketing meeting in which you are trying to get approval for a new product launch. A highly visual person may say, ‘Show me what it is going to look like’. He tends to respond favorably to visual stimuli like slides and product mock-ups.
An auditory will ask you to discuss the merits of the launch and may not be convinced until he has talked it through with you or others. He may say, give me further details ‘I like that part about the prospects of overtaking the market leader’.
Someone who is kinesthetic may say, ‘This doesn’t feel right. I need to get a handle on the launch. I’m not quite comfortable yet with what I’ve seen and heard’.
You’ll get the outcome desire more quickly if you literally feed the senses of your audience. Give visual persons plenty of colorful, exciting and picture rich material. They learn more easily by visualizing rather than by hearing of feelings.
Provide the auditory person an opportunity to discuss the details with you. Perhaps setting up a separate meeting before the big one or talking to him over the phone will help him internalize your new product proposal. He learns more quickly by listening than by reading or seeing.
Auditory people prefer to be told how much they are valued rather than shown. If you want to enhance your relationship with a client who is auditory, you would be better off saying, appreciate working with you than sending a gift.
Kinesthetic people experience the world through feeling, which often includes an acute sense of smell or taste. They have to do something to learn, understand or accept things. Let them move and use their bodies. Give them something to do, touch, or lay their hands on. A copy of your feasibility study will please them. People give away their mode of perception and communication through their words, behavior and eye movements. A kinesthetic person tends to wiggle in his seat during a meeting. His breathing is deep and diaphragmatic. He is fond of using words like active, charge structured. Often he demands details of your proposal, the financial report, industry forecast etc.
People with highly developed auditory sense engage in a lot of internal talk. They generally have three kinds of eye movements: looking sideways to left (hearing sounds or voices from the past); sideways to right (constructing a future conversation or thinking of the right words to use); and down to left (holding an internal dialogue). They prefer words such as articulate, report, divulge.
Those who are highly developed visually notice things – the inconsistencies between the typefaces in your report or the differences in that layout of design. Generally, everything about them looks good from their haircut to the briefcase. They look up and left (remembering the past) and up and right (visually constructing an image to see what it will eventually look like) among the words they use are analyze, clarify, focus, examine.