effective leadership communications - houston7 leadership communication tips 1. state clear...
TRANSCRIPT
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Leadership Communication(A Workshop)
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“A wide-eyed owl sat in an oak.The more he saw, the less he spoke.
The less he spoke, the more he heard.A valuable lesson from a wise old bird.”
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Objectives
Discover the impact communication has in the workplace
Examine key leadership communication competencies
Identify their personal communication style to enhance their effectiveness
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Communication Audit How does your organization communicate with
its employees?
How do you usually find out what’s going on?
Why are some people reluctant to share information with one another?
Managers with their employees?Managers with other managers? Employees with coworkers? Employees with managers?
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What is Leadership Communication?
What you say How you say it Who you talk to Motivating people to talk with you and each other
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It’s What You Say
Look people in the eye and really “see” them
Be direct and genuine
Executive presence isn’t about power and
domination
Learn to be a storyteller
Increase your self-awareness
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Why Do Leaders Communicate?
Motivate others into action
Share their values
Initiate change
Build trust
Enable teamwork
Impart knowledge
Tame the “grapevine”
Lead employees and the organization into the future
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What’s the Point?
Evaluate
Coach/Advise
Counsel
Mentor
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“The greatest problem of communication is the illusion that it has been accomplished.”
- George Bernard
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Communication Assumptions Know your frame of reference
Understand the big picture situationWho are the players? What is the issue? What is the expected outcome?Why has the issue not been resolved before now?
Why is the information being exchanged?What will change as a result?
What does the recipient need from you? Is an answer, decision, resource, or support needed?
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Communication Paradigms
Know your frame of reference Understand the big picture situationWho are the players? What is my role?What is the issue? What is the expected outcome?Why has the issue not been resolved before now?
Why is the information being exchanged?What will change as a result?
What does the recipient need from you? Is an answer, decision, resource, or support needed?
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Communication Paradigms (cont.)
What do you need from the recipient? Is it an answer, permission for an action, buy-in,
accountability, or follow-up needed?
What are the risks involved? How will the information affect status?What might I lose or gain?Will the relationship change as a result of my
honesty?Will the information be received thru a confrontational
filter?
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Communication Breakdown
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http://www.trainingabc.com/Communication-Breakdown-p-17639.html
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Key Leadership Communication Competencies1. State clear objectives and expectations2. Motivate and empower others to communicate3. Match verbal and nonverbal communication4. Listen and paraphrase5. Recognize and eliminate communication
barriers6. Create agendas7. Ask open-ended questions
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Activity
It’s HowYou Say
It!
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“I never said she didn’t like you.”
“I never said she didn’t like you.”
“I never said she didn’t like you.”
“I never said she didn’t like you.”
“I never said she didn’t like you.”
“I never said she didn’t like you.”
“I never said she didn’t like you.”
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“I know that you believe you understand what you think I said, but I’m not sure you realize that what you heard is not what I meant.”
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Activity
What Do You Mean?
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Please respond as soon as possible Please respond before close of business today
I will return later to receive an update from you I will return on Wednesday, around 2:00 to receive an update from
you
Our technicians usually change the filters to be sure it works properly Our technicians change the filters once a week to be sure it works
properly
We sometimes receive an alert message when the levels are too high When the levels reach 15db we receive an alert message to indicate
the levels are too high
Some of our employees have put in a lot of overtime hours on this project
Moss, Cotton, Garcia, and McDonald put in a total of 100 hoursovertime on this project
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Activity
Drawing Instructions
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Key Leadership Communication Competencies1. State clear objectives and expectations2. Motivate and empower others to communicate3. Match verbal and nonverbal communication4. Listen and paraphrase5. Recognize and eliminate communication barriers6. Create agendas7. Ask open-ended questions
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Key Leadership Communication Competencies1. State clear objectives and expectations2. Motivate and empower others to communicate3. Match verbal and nonverbal communication4. Listen and paraphrase5. Recognize and eliminate communication
barriers6. Create agendas7. Ask open-ended questions
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Activity
Drawing Conclusions
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Coordinating Verbal and Non-Verbal Behavior
Do you speak differently to people you are less comfortable with?
What do your verbal & non-verbal behaviors convey?
Assistance or neglect Support or opposition Confidence or
discouragement
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Professional or uncouth Proficiency or unqualified Respectful or impolite
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Activity
Reading
People
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Key Leadership Communication Competencies1. State clear objectives and expectations2. Motivate and empower others to communicate3. Match verbal and nonverbal communication4. Listen and paraphrase5. Recognize and eliminate communication
barriers6. Create agendas7. Ask open-ended questions
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Five Levels of Listening
Ignoring
Pretending
Selective
Attentive
Empathetic/Active
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Activity
Listen and Paraphrase
Activity
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What feedback do you give your employees to let them know you have listened and understood them?
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ActivityL -I -S -T -E -N -
What do theseletters mean to you?
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Five Rs of Active Listening
Ready – get prepared, stay focused
Receive – words and body language
Review – evaluate; remember your biases
Respond – be silent, then paraphrase
Remember
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Key Leadership Communication Competencies1. State clear objectives and expectations2. Motivate and empower others to communicate3. Match verbal and nonverbal communication4. Listen and paraphrase5. Recognize and eliminate communication
barriers6. Create agendas7. Ask open-ended questions
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Communication Barriers
Culture / Background
Bias based on Perception
Noise (Equipment / Environmental)
Our Ego
Information Overload
Message
Stress
Keep the message simple
Timing – get it right!
Listen to hear; not to respond
Choose the location
Provide details
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7 Leadership Communication Tips
1. State clear objectives and expectations2. Motivate and empower others to communicate3. Match verbal and nonverbal communication4. Listen and paraphrase5. Recognize and eliminate communication
barriers6. Create effective meeting agendas7. Ask open-ended questions
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7 Leadership Communication Tips1. State clear objectives and expectations2. Motivate and empower others to communicate3. Match verbal and nonverbal communication4. Listen and paraphrase5. Recognize and eliminate communication
barriers6. Create effective meeting agendas7. Ask open-ended questions
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- AMORY LOVINS
“If you ask the wrong question, of course, you get the wrong answer.”
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Activity
Open-ended Questions
The Art of Asking
Questions
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Activity Open-ended Questions
A Supervisor’s Problem:
Retaining Emergency Dispatchers
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Know Yourself The “Humble Sandwich”®
What’s My Communication Style
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The “Humble Sandwich”
Top Layer Things You Like About Yourself
Middle Layer Things Others Don’t Like About You
Bottom Layer Things Others Do Like About You
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What’s My Communication Style? HIGH ASSERTIVENESS
HIGH
EXPRESSIVENESS
LOW ASSERTIVENESS
ASKS
TELLS
Controls Emotions Displays Emotions
Systematic Considerate
Direct SpiritedLOW
EXPRESSIVENESS
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Managing Confrontation
Confrontation:a face-to-face accountability discussion
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To Manage Confrontation... Describe what was expected and what was
observed Deal with the facts only
Listen attentively
Focus on behavior, not personality
Explain your perspective
Ask for feedback
Listen to understand
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It’s All About Trust
Use face-to-face communication when possible
Work hard to gain trust
Show you care
Be as good a listener as you are a director
Be empathetic
Share your personal side
Invite criticism; welcome push back
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Balancing Communication Over communicating = “micro-management” Under communicating = abandonment
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Micromanagement
Management style
where one closely
observes or controls
the work of employees
to an extreme.
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Under-management
Management style in
which one gives an
employee a task and
then completely
abandons them.
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Effective Follow-Up
Consider Experience and Risk Set dates for follow-up
When task is critical When employee has little experience
Delegate the “lead” on routine tasks
Let her/him report back to you Use more experienced, proven employees
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Keep It Short & Simple“The more elaborate our means of communication, the less we actually communicate.” -- Joseph Priestly, English Scientist, Theologian, 1733-1804
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Questions?