Remember the telephone game you played when you were little? Someone would whisper a sentence into the ear of the person next to her. That person would then pass the comment to the person next to her. The secret was whispered along to each person in the line until it reached the last person…who’d then announce what she thought was the original whispered sentence.

The end message was always completely different from the original, got huge laughs at its crazy endings and clearly showed how communication can go awry!

What's NOT funny, however, is when ineffective communication leads to errors, wasted time, team conflict, broken relationships, even business failure.

Below are five important keys to communication -- written or verbal -- that leads to success, not strife, in your business and in your personal life, as well.

Choose your words wisely.

Whether writing or speaking, communicating involves taking a bit of time to think about what you’re going to say. Will the listener understand what you’re saying? Or will it be misinterpreted?

Bernie Siegel, author and physician writes that criticism is an opportunity to become a better person. "When you feel inadequate or imperfect, criticism is threatening and makes you feel that you have to defend yourself. When you are secure—not perfect, but secure—you can listen to the criticism and consider its value."

Byron Katie, author of Loving What Is, calls criticism “a powerful tool for self-realization and growth.” She suggests that when we are criticized for being wrong, unkind, uncaring, etc., we should ask ourselves if the criticism is true. If we can accept the truth without stress or pain, we free ourselves from trying to hide who we are from others. We know our faults and we accept them and, therefore, criticism from others cannot hurt us. “When you are genuinely humble, there is no place for criticism to stick,” she writes.

The concept of designed alliance is often used in coaching to set the stage for a relationship that empowers clients to be the most successful as they make changes in their work and personal lives. For example, a client might suggest the most effective ways for his coach to support him when he’s feeling scared, resistant or stuck. Once the alliance has been designed, it’s important to update it as individual needs and desires change.

This concept is highly applicable to all kinds of relationships—romantic or business partnerships, friends, parent-child, and more. Imagine a world, in fact, where all relationships begin with a consciously designed alliance, the purpose of which is to create a mutually successful experience!

In her book, Taking the War Out of Our Words: The Art of Powerful Non-Defensive Communication, Sharon Ellison estimates that we use 95% of our communications energy being defensive. As soon as we feel any threat, either of not getting what we want or of being put down in some way, we are ready to protect ourselves by being defensive.

Imagine how much more productive our communications could be if we learned how to respond nondefensively and to avoid provoking defensiveness in others! Take this quiz to see how defensive you tend to be.

Most of us would avoid fighting if we could. After all, it’s not very comfortable. However, personal growth is often attained through some kind of challenge. Fighting fairly and skillfully is the key to allowing conflict to serve us rather than do harm. Answer the following questions to discover if you are fighting fairly:

Set 1

1. When people hurt me or make me angry, I’m likely to fight back or be defensive.

2. If someone brings up a subject I don’t want to discuss, I ignore him or her, or refuse to talk about it.

You’re in the break room with a colleague, when he looks over and asks, “Do you always butter your bread that way?”

Ha, ha, you laugh. But inside, your story is going like this: Who does he think he is, Mr. Manners? What’s wrong with the way I butter my bread? Jerk. He’s always so critical.

Freeze frame.

If something as minor as buttering bread can provoke such feelings of defensiveness, imagine what can happen with more important issues at work.

What happens, says Sharon Ellison, M.S., is essentially war. Ellison, founder of Powerful Non-Defensive Communication, teaches that the way we communicate with each other uses the same principles and tactics we would use in physical combat, based on the belief that we must protect ourselves by being defensive. As soon as we feel any threat, either of not getting what we want or of being harmed or put down in some way, we choose from among the three basic defensive war maneuvers: surrender, withdrawal or counterattack.

In her book, Taking the War Out of Our Words: The Art of Powerful Non-Defensive Communication, Sharon Ellison estimates that we use 95% of our communications energy being defensive. Indeed, as soon as we feel any threat, either of not getting what we want or of being harmed or put down in some way, we are ready to protect ourselves by being defensive. Imagine how much more enjoyable our communications could be if we learned how to respond nondefensively and to avoid provoking defensiveness in others! Take this quiz to see how defensive you tend to be.

1. When people criticize or judge me, I am quick to point out their own faults.

2. If people are upset or disappointed with me, I let them know with explanations and excuses why they are wrong.

3. I’m always looking for the hidden critical message beneath people’s requests.

Anyone who has ever been in a relationship has had to deal with financial concerns, whether that relationship was with a spouse, partner, parent, roommate or friend. However, talking about money can bring up uncomfortable feelings, especially when we have assumptions about who “should” pay for what.

The number one key to discussing money concerns with loved ones is to create an ongoing, open and honest communication about it. However, many people choose not to talk about money at all, or they assume it’s already being taken care of, or they’ll talk about it only under dire circumstances, when it is already too late.

So how do we broach the subject without getting into confrontations or creating hard feelings?Here are some pointers that can help:

Be clear. From the beginning, determine who has financial responsibility for what. If you haven’t had a discussion about this yet, it’s time to broach the subject. You can start the process by trying to uncover any assumptions that each of you has made. That way you can truly understand what the other person feels and thinks.

Nearly every contact we make involves communications skills. Speaking and listening, our attitude, speech patterns, the words we use, the tone of our voice, our body language and sometimes even the silences all play a part in how successful our communications are. To find out how well you communicate, answer each statement true or false.

I use I/my statements and take responsibility for what I say.

I speak specifically and personally, instead of generally and abstractly.

I keep my message and my language simple. I get to the point and don't try to confound people or impress them with verbal gymnastics.

My body language corresponds with my verbal language and my tone. I check my tone (especially in written communication) to be sure it corresponds with my message.

Studies have found that people high in empathy are more confident, sensitive and assertive, and they enjoy better physical and mental health. Often described as standing in another person’s shoes or looking through the other’s eyes, empathy connects us human-to-human. Take this Thriving quiz to see how well you practice empathy.

True or False

Set 1

1. If I don’t know enough to understand, and empathize with, another’s dilemma, I try to increase my knowledge by asking questions.

2. I recognize and remember that others are different from me and might see and feel things differently from how I might experience the same situation. I try to look at the situation through that person’s eyes, not my own.

3. I don’t need to be right about what I imagine the other person to be feeling. If I’ve misunderstood, I ask the person to help me correct my impressions. Doing so helps me learn more about the other.

When you think of “pushy,” two unfortunate stereotypes likely come to mind: the salesman who obnoxiously pressures you to buy, and the aggressive woman who elbows out all other concerns until she gets what she wants.

Although those are stereotypes, “pushy” does exist. We feel it when someone tramples our boundaries, disrespecting our “no.” However, “pushy” is often used as an invective. Assertive women are sometimes called “pushy” just for standing up for themselves. And sometimes people are afraid of being perceived as pushy so they don’t assert themselves when appropriate. So, where is the line between pushy and persistent or assertive?

Persistent people don’t let opposition or discouragement stop them. They keep going no matter what. Assertive people are confident and self-assured as they pursue what they want. They know their needs are equally as important as other people’s needs. Conversely, passive people think their needs are less important than others’ needs, while aggressive people think their needs are more important.

Saying the hard thing can be one of the most difficult things we ever do. And for many of us, just thinking about doing it can cause worry, fear and stress. The good news is that getting these conversations right has more to do with planning and practice than saying “just the right thing.” And when we dare to broach these hard topics with other people, there are often hidden rewards.

The Benefits of Speaking Up

Difficult conversations have the power to get you what you really want from life. They can clear the air between you and someone else. And they can give your self-esteem a real boost.

Revealing how you really feel and what you really want is a lifelong practice that sets you up for more good things to come. Regardless of what happens or how the other person responds, making your true self visible will only make you stronger, healthier and more at peace with yourself.

Heather, a baker for a catering company, began having issues with one of her co-workers after he bulldozed over her experience and capability in the kitchen. After her resentment had built up to a nearly unmanageable level, she called for a meeting, during which she explained to him how she was feeling.

"I made sure to speak my truth," says Heather. "By that I mean that I spoke with him in a completely honest way about my discomfort, without trying to minimize or play down the fact that I felt disrespected. I used 'I' statements, but was also clear about why the work environment had become unbearable."

Although the lead up to the talk was terrifying—Heather cried in her car on the way to work and nearly turned around—since the meeting, things have been much better at work.

Taking in feedback from others, both positive and negative, is imperative if we are to experience the satisfaction that comes with enhanced competence and improved relations.

It is possible—and necessary—to think positively about feedback...

Track your own reactions. Recognize your emotions and responses. What body sensations, thoughts, emotions arise? Recognize that whatever arises in your mind is your own responsibility. It is not the other person’s fault you are responding as you are. You get to choose how you think and how you respond. When we own our own reaction, it opens the way for genuine communication with the other person.

Change defensiveness to curiosity. Don’t explain or defend yourself. It may be appropriate to bring the subject up later, if explanations are appropriate. For now, though, say the three magic words: “Tell me more!” What has the person giving you feedback observed? What does that person expect or want you to do differently? Don’t assume you know what the other person means…ask questions to clarify your understanding.

If something as minor as buttering bread can provoke feelings of defensiveness, imagine what can happen with emotional issues at home, boundary issues at work or ethical issues in our larger community.

What happens, says Sharon Ellison, M.S., is essentially war.

Ellison, founder of Powerful Non-Defensive Communication, teaches that the way we communicate with each other uses the same principles and tactics we would use in physical combat, based on the belief that we must protect ourselves by being defensive. As soon as we feel any threat, either of not getting what we want or of being harmed or put down in some way, we choose from among the three basic defensive war maneuvers: surrender, withdrawal or counterattack.

"It’s a sad commentary on our use of human imagination,” Ellison says, “to realize that for centuries we have essentially used a war model as the foundation upon which we have built our entire system for spoken and written communication."

O.J. Harvey studied this connection between language and violence when he was a psychology professor at the University of Colorado. Using random samples of pieces of literature from countries around the world, he tabulated the frequency of words that classify and judge people—the types of words that often provoke defensive reactions. Not surprisingly, he found a high correlation between the frequent use of such words and the incidence of violence.

Asking for what you want is a powerful, empowering act that can send strong ripples through your life. While it may seem simple enough, four things need to be in place first:

1. You know what you want.

2. You fully believe you deserve it.

3. You are prepared to accept the answer “No.”

4. You have the communication skills needed for an effective request.

What Do You Want?

Wants emerge from needs you are experiencing, for example: the need to be heard, the need for respect, expedience, beauty, intimacy. Knowing the need helps you be clear about what you are requesting. It’s helpful to distinguish between needs that move us towards well-being and those that never really bring happiness, such as the desire for approval or to be right.

When people come to us with a problem, it’s easy to lapse into behaviors that—although usually well-meaning—serve to block us from hearing the other person’s experience. We’d be better off following the words of this inside-out saying: “Don’t just do something; stand there”…and try not to:

1. Counsel. Seek not to advise solutions (until asked) but listen and reflect back the person’s experience.

Sarah’s story exhibits several of the hallmarks of verbal abuse:

2. Defend. When you explain, justify or rationalize, you invalidate the other’s experience. You can create a time to offer your experience, but for now, just listen.

3. Shut down. This happens in parenting when we say things like: “Stop crying. It’s not that bad.” Children are more likely to stop crying when they feel they’ve been heard.

They say you never get a second chance to make a good first impression. Here are some communication basics to help you do that:

1. Email subject line. Short, catchy and specific will get a quicker response than "following up" or "hi" Let your readers know the topic.

2. Email message. In a business-related email, leave out the emoticons.

3. Voice mail greeting. Smile when you record it. Listen to the difference it makes—it might surprise you.

Certainly we knew there’d come the time for the “big talk,” but who knew we’d be struggling with how to talk to our children about drugs and AIDS and gay relationships, guns and violence at school, and kids who kill other kids.

Our world has grown more complex and the media, including the Internet, has swung wide the doors to information and misinformation. Talking with our children about difficult and often disturbing issues has never been more critical.

Following are some tips that may help.

1. It’s never too soon to start. Kids are hearing about issues at an earlier age.

2. Don’t wait for them to ask. Just because they haven’t asked about something doesn’t mean they don’t want or need information.

3. Tackle subjects even if you’re uncomfortable. Set aside your own feelings and initiate dialogue.

This potent communication tool can help you discover important information about your work, yourself, your associates, your customers—and create insights that otherwise might have remained hidden.

Asking questions without leading, prompting or interrupting shows that you’re really listening. It encourages us to suspend assumptions, which helps prevent miscommunication, unrealistic expectations, stress, damaged relationships and unfulfilled responsibilities. Below are just a few questions that can have powerful effects on your work and life. Just be sure to LISTEN to the answers.

1. What is it that you’d like to see accomplished and how do you see it happening?

2. What’s the most important priority to you with this and why?

3. Can you help me understand that a little better?

4. If I could change one thing in my life/business that would have the greatest impact, what would it be?

The fallout from conversations gone wrong is not pretty: trust and intimacy suffer, while resentment and misunderstanding build. But it is possible to improve the way we handle our most difficult personal conversations. Our relationships need to nourish us, not deplete us. Consider the following:

1. Set an agenda. Lay out the problem to be discussed, indicate that you want to hear the other person’s perspective and to speak your own, and that you’d like problem-solving to follow that.

2. Listen first. Until people feel heard and safe, they won’t have the mind-space to hear you.

3. Cultivate an attitude of discovery and curiosity. The authors of Difficult Conversations: How to Discuss What Matters Most found that people typically spend only about 10% of a difficult conversation on inquiry and 90% on advocating a position. A better balance leads to a better outcome.