| name | communication-coach |
| description | Communication skills development using active listening, Nonviolent Communication (NVC/Rosenberg), assertiveness training, difficult conversation frameworks, feedback models, empathy building, and communication style assessment.
Use when the user asks about communication coach, or needs help with communication skills development using active listening, nonviolent communication (nvc/rosenberg), assertiveness training, difficult conversation frameworks, feedback models, empathy building, and communication style assessment.
Do NOT use when the request requires professional specialized advice or falls outside the scope of communication coach.
|
| license | Apache-2.0 |
| metadata | {"author":"foundry-skills","version":"1.0.0","tags":"relationships personal-communication guide","category":"family-relationships","subcategory":"relationships-communication","depends":"","disclaimer":"none","difficulty":"intermediate"} |
Communication Coach
When to Use
Use this skill when:
- User asks about communication coach
- User needs guidance on communication coach topics
- User wants a structured approach to communication coach
Do NOT use when:
- Request requires professional consultation beyond educational guidance
- User needs emergency assistance
Questions to Ask the User First
- What communication challenge are you facing? (Specific situation or general improvement)
- Who is the other person? (Partner, family member, boss, coworker, friend, stranger)
- What's the relationship dynamic? (Equal, power imbalance, close, professional, strained)
- What outcome do you want? (Be heard, resolve a conflict, give feedback, set a boundary, etc.)
- What have you tried already? (Previous approaches and their results)
- What tends to go wrong in your communications? (Shut down, get angry, avoid, over-explain)
- How would you describe your default communication style? (Passive, aggressive, passive-aggressive, assertive, varies)
- Is there urgency? (Need to have this conversation today, or building skills over time)
- Cultural context? (Communication norms vary across cultures)
- Any specific phrases or approaches you've heard of and want to try?
Communication Styles Assessment
COMMUNICATION STYLE INVENTORY:
Rate each statement 1 (never) to 5 (always):
PASSIVE STYLE:
___ I go along with what others want even when I disagree
___ I have trouble saying no
___ I apologize frequently, even when I've done nothing wrong
___ I avoid conflict at all costs
___ I don't express my needs because I don't want to be a burden
SUBTOTAL: ___
AGGRESSIVE STYLE:
___ I raise my voice or use sharp language when frustrated
___ I interrupt others frequently
___ I believe my way is usually the right way
___ I use criticism or blame to make my point
___ I dominate conversations
SUBTOTAL: ___
PASSIVE-AGGRESSIVE STYLE:
___ I say "I'm fine" when I'm not
___ I use sarcasm or backhanded compliments
___ I give the silent treatment when upset
___ I agree to things then don't follow through
___ I express frustration indirectly (slamming doors, sighing loudly)
SUBTOTAL: ___
ASSERTIVE STYLE:
___ I express my needs clearly and respectfully
___ I listen fully before responding
___ I can disagree without it becoming a fight
___ I maintain my boundaries while respecting others'
___ I can say "no" without guilt
SUBTOTAL: ___
HIGHEST SCORE = Your dominant style
GOAL: Build assertive skills regardless of current style
Passive tendency: Work on expressing needs and saying no
Aggressive tendency: Work on listening, empathy, and pause
Passive-aggressive tendency: Work on direct expression
Assertive: Refine and maintain, build advanced skills
Active Listening Framework
The HEAR Model
ACTIVE LISTENING: H.E.A.R.
H - HALT
Stop what you're doing. Put down your phone.
Face the speaker. Make eye contact (culturally appropriate).
Quiet your inner monologue (stop planning your response).
E - EMPATHIZE
Try to understand their perspective, not just their words.
Notice their emotions (facial expression, tone, body language).
Ask yourself: "What might they be feeling right now?"
A - ANTICIPATE (but don't assume)
Follow their train of thought.
Notice what they're NOT saying (gaps, hesitations).
Resist the urge to finish their sentences.
R - RESPOND
Reflect back what you heard: "It sounds like..."
Ask clarifying questions: "Can you tell me more about..."
Validate: "That makes sense" or "I can see why you'd feel that way"
Respond to what THEY said, not what you wanted to talk about.
COMMON LISTENING KILLERS:
x Planning your response while they're still talking
x Comparing their experience to yours ("That happened to me too, I...")
x Offering unsolicited advice ("You should just...")
x Minimizing ("It's not that bad" / "At least...")
x One-upping ("You think that's bad? Let me tell you...")
x Problem-solving before they've finished expressing
x Looking at your phone
x Interrupting
Reflective Listening Scripts
REFLECTIVE LISTENING TEMPLATES:
CONTENT REFLECTION (paraphrasing what they said):
"So what you're saying is..."
"Let me make sure I understand. You..."
"It sounds like the main issue is..."
FEELING REFLECTION (naming the emotion you observe):
"You seem really frustrated about this."
"It sounds like that hurt your feelings."
"I can hear how excited you are about this."
MEANING REFLECTION (connecting feeling to need):
"It sounds like this matters to you because..."
"You're upset because you value fairness and this felt unfair."
"You're worried because you care about getting this right."
SUMMARY REFLECTION (pulling it all together):
"So you're feeling [emotion] because [situation], and what you
really need is [need]. Is that right?"
THE MAGIC QUESTION:
"Is there anything else?"
Needs-Based Communication
The Observation-Feeling-Need-Request Approach
Nonviolent Communication(TM) (NVC), developed by Marshall Rosenberg, introduced a widely influential four-component framework for compassionate dialogue. The approach below draws from Rosenberg's work alongside other empathic communication models. For the complete NVC methodology, see Rosenberg's Nonviolent Communication: A Language of Life and resources at cnvc.org.
The core structure involves four steps:
1. Observation -- Describe what happened without judgment or evaluation.
- Instead of: "You're always ignoring me"
- Try: "When I was talking just now, I noticed you were looking at your phone"
2. Feeling -- Name your actual emotion. Own it as yours.
- Instead of: "I feel like you don't care" (this is a thought, not a feeling)
- Try: "I feel hurt" or "I feel unimportant"
3. Need -- Identify the underlying need connected to your feeling.
- Common human needs include: connection, understanding, respect, autonomy, safety, trust, and belonging
- Example: "I need to feel heard when I share something important"
4. Request -- Ask for something specific, positive, and doable. It should be a genuine request (they can say no), not a demand.
- Instead of: "Stop ignoring me"
- Try: "Would you be willing to put your phone away when we're talking?"
Needs-Based Communication Template
STATEMENT BUILDER:
"When I [observe: specific, factual, without judgment]...
I feel [emotion: genuine feeling]...
because I need [underlying need]...
Would you be willing to [specific, positive, doable request]?"
PRACTICE: Fill in your own:
"When _______________
I feel _______________
because I need _______________
Would you be willing to _______________?"
Assertiveness Training
The Assertive Communication Formula
ASSERTIVENESS SPECTRUM:
PASSIVE -------- ASSERTIVE -------- AGGRESSIVE
Passive: "Whatever you want is fine" (your needs don't matter)
Assertive: "I'd prefer to do X. What do you think?" (both needs matter)
Aggressive: "We're doing X and that's final" (only your needs matter)
ASSERTIVE RIGHTS:
You have the right to:
- Express your feelings and opinions
- Say no without guilt
- Change your mind
- Ask for what you want
- Make mistakes without catastrophe
- Set boundaries
- Not be responsible for others' emotions
- Be treated with respect
- Have your own priorities
Saying No
HOW TO SAY NO (graduated approaches):
SIMPLE NO:
"No, thank you."
"I can't do that."
"That doesn't work for me."
GENTLE NO:
"I appreciate you asking, but I'm not able to."
"I'd love to help, but I'm at capacity right now."
"Thank you for thinking of me. I need to pass this time."
BOUNDARY NO:
"I understand you'd like me to, but that's not something I can take on."
"I've decided not to do that. I hope you understand."
"That doesn't align with my priorities right now."
ALTERNATIVE NO:
"I can't do X, but I could do Y instead."
"I'm not available Saturday, but I'm free next Tuesday."
"I can't take on the whole project, but I could help with this part."
DELAYED NO:
"Let me think about it and get back to you."
COMMON TRAPS:
x Over-explaining (invites debate about your reasons)
x Apologizing excessively (you're not doing anything wrong)
x Saying "I'll try" when you mean no (sets false expectations)
x Saying yes and resenting it later (passive behavior)
Difficult Conversation Frameworks
High-Stakes Conversation Framework
The following approach draws from multiple difficult-conversation methodologies, including Crucial Conversations by Patterson, Grenny, McMillan, and Switzler. For the complete Crucial Conversations(R) framework, see their book Crucial Conversations: Tools for Talking When Stakes Are High.
HIGH-STAKES CONVERSATION FRAMEWORK:
BEFORE THE CONVERSATION:
1. CLARIFY YOUR INTENT
Ask yourself: "What do I really want?"
- For myself?
- For the other person?
- For the relationship?
Write it down. Return to this when emotions rise.
2. SEPARATE FACTS FROM INTERPRETATIONS
Fact: "They didn't respond to my email for 3 days"
Interpretation: "They don't respect me"
Challenge your interpretation: What else could explain this?
DURING THE CONVERSATION:
3. SHARE YOUR PERSPECTIVE
Lead with facts, not conclusions
Share your interpretation tentatively ("I'm starting to wonder if...")
Invite their view: "How do you see it?"
4. SEEK THEIR PERSPECTIVE
Ask: "I'd really like to hear how you see this"
Reflect emotions: "You seem upset. I want to understand why"
Paraphrase: "So you're saying..."
5. MAINTAIN SAFETY
If the conversation derails:
- Apologize if appropriate
- Clarify intent: "I don't want you to think X. I do want Y"
- Find mutual purpose: "We both want..."
6. MOVE TO ACTION
Who does what by when?
How will you follow up?
Document agreements.
The SBI Feedback Model
SBI FEEDBACK MODEL (Center for Creative Leadership):
SITUATION: Describe the specific context
"In yesterday's team meeting..."
"During the client call last Thursday..."
"When we were discussing the budget..."
BEHAVIOR: Describe the observable behavior (not character)
"You interrupted three times while others were presenting..."
"You volunteered our team for the additional project..."
"You acknowledged every team member's contribution..."
IMPACT: Describe the effect on you, the team, or the outcome
"The result was that the presenter lost their train of thought
and the meeting ran over time."
"This meant our team now has to work weekends to meet the deadline."
"The team felt recognized and morale was noticeably higher this week."
FULL TEMPLATE:
"I wanted to share some feedback with you. In [situation],
when you [specific behavior], the impact was [effect].
[Pause for their response.]"
SBI FOR POSITIVE FEEDBACK:
Same structure -- not just for criticism!
"In yesterday's presentation (S), when you used real customer
quotes to support each point (B), the client was visibly
engaged and we secured the contract (I)."
SBI + I (Intent):
After sharing SBI, ask about intent:
"Can you help me understand what you were going for?"
This prevents assumptions and opens dialogue.
"I" Statements
"I" STATEMENT FORMULA:
"I feel [emotion] when [specific behavior] because [impact/need]."
Instead of: "You never help around the house."
I Statement: "I feel overwhelmed when I handle all the household tasks
alone because I need partnership in managing our home."
Instead of: "You're so inconsiderate for being late."
I Statement: "I feel disrespected when you arrive 30 minutes late
because my time matters to me."
Instead of: "You always take their side."
I Statement: "I feel unsupported when my perspective isn't
acknowledged because I need to feel like we're a team."
PRACTICE YOUR OWN:
Situation: _______________
Instead of: "You _______________"
I Statement: "I feel _______________ when _______________
because _______________."
Communication Styles in Relationships
RECOGNIZING COMMUNICATION STYLES:
ANALYTICAL:
Values: Data, logic, accuracy, thoroughness
Communication: Precise, detailed, methodical
Under stress: Withdraws to analyze, becomes overly critical
To connect: Provide facts, give time to process, be organized
DRIVER:
Values: Results, efficiency, control, directness
Communication: Brief, bottom-line, action-oriented
Under stress: Becomes demanding, impatient, dictatorial
To connect: Get to the point, focus on outcomes, respect their time
EXPRESSIVE:
Values: Recognition, relationships, enthusiasm, creativity
Communication: Animated, story-telling, emotional, big-picture
Under stress: Becomes emotional, dramatic, unfocused
To connect: Show enthusiasm, listen to stories, acknowledge feelings
AMIABLE:
Values: Harmony, cooperation, stability, relationships
Communication: Warm, patient, accommodating, consensus-seeking
Under stress: Becomes compliant, indecisive, passive
To connect: Be warm, don't rush, ensure psychological safety
ADAPTING YOUR STYLE:
- Identify the other person's style
- Flex toward their preferences without losing yourself
- When in conflict, slow down and match their pace
- In professional settings, adapt to the audience
Empathy Building
EMPATHY DEVELOPMENT:
COGNITIVE EMPATHY (understanding their perspective):
Practice: Before responding, ask yourself:
"If I were them, with their background and experiences,
how might I see this situation?"
"What might they need right now?"
"What's the most generous interpretation of their behavior?"
EMOTIONAL EMPATHY (feeling with them):
Practice:
- Notice facial expressions and body language
- Mirror their energy level (don't be upbeat when they're sad)
- Name the emotion you observe: "That sounds really painful"
- Resist the urge to fix -- sometimes just being with someone is enough
COMPASSIONATE EMPATHY (moved to help):
Practice:
- After understanding and feeling: "How can I support you?"
- Offer specific help, not just "let me know if you need anything"
- Follow up (empathy isn't a one-time event)
EMPATHIC RESPONSES vs. NON-EMPATHIC RESPONSES:
They say: "I'm so stressed about this deadline."
Non-empathic:
x "Just don't stress about it" (minimizing)
x "You should have started earlier" (blaming)
x "I've had worse deadlines" (one-upping)
x "At least you have a job" (silver-lining)
x "What you need to do is..." (unsolicited advice)
Empathic:
"That sounds really stressful. What's weighing on you the most?"
"I can see how much pressure you're under. What would help?"
"I hear you. Tight deadlines are exhausting."
Conversation Preparation Template
DIFFICULT CONVERSATION PREP SHEET:
SITUATION:
What happened: _______________
When: _______________
Who's involved: _______________
MY GOAL:
What I really want from this conversation:
For myself: _______________
For the other person: _______________
For the relationship: _______________
FACTS vs STORIES:
Facts (observable, undeniable): _______________
My interpretation/story: _______________
What else could be true: _______________
MY NEEDS-BASED STATEMENT:
When I observe: _______________
I feel: _______________
Because I need: _______________
My request: _______________
THEIR PERSPECTIVE (anticipated):
They might feel: _______________
They might need: _______________
Their valid points might be: _______________
SAFETY PLAN:
If emotions escalate, I will: _______________
My contrasting statement: "I don't want ___. I do want ___."
Our mutual purpose: _______________
OUTCOME:
Specific agreement I'm hoping for: _______________
What I'm willing to compromise on: _______________
What I'm not willing to compromise on: _______________
Follow-up plan: _______________
Output Format
When coaching communication:
COMMUNICATION PLAN
Situation: [summary of what the user described]
Communication challenge: [identified core issue]
Framework recommended: [Needs-Based / High-Stakes Conversation / SBI / etc.]
WHAT TO SAY:
Opening: "_______________"
Core message: "_______________"
Key phrases to use: _______________
Phrases to avoid: _______________
HOW TO SAY IT:
Tone: [calm, warm, direct, gentle-but-firm]
Setting: [where and when to have this conversation]
Body language: [open posture, eye contact, etc.]
ANTICIPATE:
They might respond with: _______________
If they do, try: _______________
PRACTICE:
Say your opening line out loud 3 times before the conversation.
Take 3 deep breaths before you begin.
Remember your goal: _______________
FOLLOW-UP:
After the conversation: _______________
Example
Input: "Help me get started with communication coach"
Output: A structured communication coach plan tailored to the user's specific situation, following the process outlined above.
Edge Cases
- Incomplete information: Ask clarifying questions before proceeding. Do not assume details the user has not provided.
- Out of scope requests: Redirect to appropriate professional resources when the request exceeds educational guidance.
- Conflicting requirements: Present trade-offs clearly and let the user decide priorities.
