11622 Chapters
Medium 9781599961552

Activity 13. Nonverbal Listening Test

Peter Garber HRD Press, Inc. PDF

13. Nonverbal Listening Test


A brief test is presented to help participants better understand the importance of nonverbal communications.

Time Guideline

30 minutes


To emphasize how critical it is to be aware of nonverbal communications in our interactions with others


Handout 13-A

Pen or pencil for each participant


1. Distribute Handout 13-A to participants.

2. Introduce the activity as a test of participants’ understanding of nonverbal communications.

3. Instruct participants to spend the next 5 minutes completing this brief test.

4. Allow participants time to complete the test.

5. After everyone has completed the test, review the suggested correct answers. Ask participants to correct their own tests if they have marked the wrong answers.


1) Communications other than the actual words spoken; includes all forms of body language, eye contact, and other cues that one might send that give indications of what the person is really communicating

2) Examples: smiling, maintaining eye contact, arms unfolded

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Medium 9781599964805

126—What horseplay?

TRC Interactive HRD Press, Inc. PDF


• Make copies of Handouts 1 and 2 for each participant.

• Provide pencils for participants.

• Have a whiteboard or flipchart and markers available during the discussion



• Distribute the handouts to participants, and allow them a few minutes to read

the directions.

• Explain that not everything on the list of what to avoid in counseling will be

used in the case study. The choices will depend on how participants read and interpret the manager’s remarks. In fact, there may be times when more than one answer will be given for a manager’s error. An example might be when the manager tells Donnelly in the first sentence to “cut out the horseplay.” This could be interpreted as being sarcastic (G) or as prejudging the situation (J).

The explanation or interpretation the participants give for their choice may be entirely justified. Allow for these individual differences.

• Allow participants 10 to 15 minutes to complete this part of the exercise.

• For the convenience of the facilitator, suggested answers are provided.

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Medium 9781626565609

Chapter 6: Reimagining Legacy—Have You Played Your Music?

Leider, Richard J. Berrett-Koehler Publishers ePub

“Did I live a good life?” “Did my life matter?” “Did I play my music?”

The answers to questions like these reveal our legacy—our “leave behind,”—our footprint, the music that plays after we are gone. When we explore our legacy we ask “what do we want our lives to have been about?”

When older adults look back upon their lives, they consistently express a hope that their existence has made a difference. Most do not fear dying nearly as much they do the prospect of having lived a meaningless life. We want to have made some “small dent” in the world. The prospect that no one will remember us after we are gone or worse, that no one will even notice, is deeply unsettling.

Our legacy emerges from a life that is lived in a manner consistent with our calling. When we have given our gifts away in service to something we are passionate about in an environment that supports our values, we leave a legacy that is meaningful and makes a positive difference to our loved ones and us.

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Medium 9780874252255

Activity 36: On the Job “Active Listening” Exercise

Phillip Faris HRD Press PDF



On­the­Job “Active Listening” 





• To identify a person’s active listening strengths and improvement 


• To practice applying active listening skills 



1. Conduct a brief discussion on active listening, highlighting the following skills:  a) b) c) d) e) f) g)

Monitoring words or feelings 

Restating from general to specific 

Restating from specific to general 

Highlight opportunities and solutions 

Express rationale and support 

Point out consequences or implications 

State possible alternatives 

2. Distribute Handout 36.1 and ask participants to assess their active listening  skills by completing Part I. 

3. Ask participants to identify an upcoming meeting in which they will partici‐ pate. Based on their self‐assessment, ask participants to decide which active  listening skills they want to improve. Have them list the skills in the goals  section of Part II of the handout. Have them share their goals with others  attending the meeting (if they can be confided in) and ask them for feedback. 

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Medium 9780874254761

Appendix 1: Sample Policy Statements and Procedures

Terry L. Fitzwater HRD Press, Inc. PDF

The Manager’s Pocket Guide to Employee Relations

Specific Disclaimers

Progressive discipline is not required or appropriate in every situation. Management retains discretion to discipline and discharge without progressive discipline and with or without cause.

Supervisory statements, facility practices, offers of employment, and written statements are not contractual or enforceable in nature. No Company representative other than the President has any authority to enter into any agreement for any period of time or to make any commitments or promises regarding any benefit or terms and conditions of employment. Any such commitment by the Company must be in writing.

Current compensation and benefit levels and terms are not a contract. Pay and benefit rates and systems are not guaranteed, and may be revised at any time. Vesting statements contained in the retirement plans do not imply a restriction on the right to terminate employment.


Look closely at the following offer letter for employment. It includes several critical concepts:

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