maximizing your communications for greatest impact.ppt
TRANSCRIPT
Virtual C ll b i
Outsourcing/ Offshoring/
Collaboration
Vendor Management Global Management
Leadership Consulting
Project Management Core Business SkillsTeamwork Business Analysis/Requirements
2
What I DoWhat I Do
• Performance Improvement Specialist
• Apply Behavioral Science DisciplineApply Behavioral Science Discipline
• Focus is on Global Leadership Skills
• Suburban Squirrel
AgendaAgenda
• Why Is Communication Important?• Why Is Communication Important?
• Adapting Your Style
• Building Relationships
• Utilizing Technology• Utilizing Technology
• Ensuring Understanding
• Fostering Accountability in Others
4
Why is Communication Important?
• The Role Of An IT Professional is No Longer A Technical One
• It Is One With the Ability To Translate Business Needs Into Technical Solutions
• You must draw on Interpersonal, General Management, and Organizational Awareness and a age e t, a d O ga at o a a e ess a dNavigation Skills
What’s the Point?What s the Point?
• Words are the marionette of ideas
• Ideas are used to create understandingunderstanding
• Name of the game is managing expectations reliablyreliably
Plan Your CommunicationsPlan Your Communications
1 Get To Know Your1. Get To Know Your Audience
2 C id th M2. Consider the Message
3. Select the Technology
4. Send Message
5. Ensure it is received5. Ensure it is received
6. Validate Understanding
AgendaAgenda
• Positioning the MessagePositioning the Message
• Adapting your style
• Building relationships
• Utilizing Technology• Utilizing Technology
• Ensuring Understanding
• Fostering Accountability in Others
8
Adapt Your Style: p yKnow Your Audience
WhoWho
What
Where
WhWhen
WhyWhy
How
Who Are You Talking To?High Expressiveness
SpiritedDirect SpiritedDirect
Emphasis Emphasis onEmphasis on Tasks
Emphasis onRelationships
ConsiderateSystematicy
Low Expressiveness
Direct PeopleDirect People:• Get to the bottom line
pDirect
• Focus on facts• Support focus on tasks
When Presenting to a Direct:• Pay attention to detail
Considerate
• Focus on others’ feelings• Collaborate; involve others
If Questioning a Direct:
• Ask questions directly
• Focus on facts
• Don’t belabor the questions
Spirited Peoplep pSpirited People:• Encourage discussiong• Focus on big picture• Support brainstorming
When Presenting to a Spirited:• Pay attention to facts
i f i
If Q i i S i i d
• Be conscious of time• Allow others to criticize
If Questioning a Spirited:
• Ask about opinions and ideas
• Allow them to share freely• Allow them to share freely
• Don’t hurry your questioning
Considerate PeoplepConsiderate People
• Listen well• Listen well
• Focus on big picture
• Support teamwork
Spirited
Support teamwork
When Presenting to a Considerate:
• Pay attention to concerns• Pay attention to concerns
• Be willing to adapt
• Manage conflict
Considerate
Manage conflict
If Questioning a Considerate:
• Support the relationship• Support the relationship
• Be informal
• Allow a relaxed paceAllow a relaxed pace
Systematic PeopleSystematic People:
• Take time for analysis
• Focus on facts
• Support accuracy
SpiritedWhen Presenting to a Systematic
• Pay attention to feelings
• Express feelings directly
• Make decisions, even if all
Considerate
information is not known
If Questioning a Systematic
• F ll t t• Follow a structure
• Focus on facts
• Allow thinking time• Allow thinking time
Get Them Talkingg
• Every Person’s FavoriteEvery Person s Favorite Subject is Themselves
St t T ti P l A• Start Treating People As If They Are Incredible
• People Buy From People Who They Like or WhoWho They Like or Who They Think are Like ThemThem
Three “C’s” of Communication
• Establish Your Credibility
• Demonstrate Capability
E C f• Ensure Comfort
Establish Your CredibilityEstablish Your Credibility
• Greetings and Style Assessment
• Justification Statement• Justification StatementWhat is the business need and what makes us think we can solve it?
• Background of ExpertiseBackground of Expertise
Why am I talking to You about this?
• Get Them Talking
Demonstrate Your Capability:(What, When, and Why)
• Do Your Homework
• Tailor the MessageTailor the Message
• What is the Relevance
–Awareness
–KnowledgeKnowledge
–Understanding
– Skill/Action
Agendag
• Positioning the Message• Positioning the Message
• Adapting your style
• Building relationships
Utili i T h l• Utilizing Technology
• Ensuring Understandingg g
• Fostering Accountability in Others
19
Ensure Comfort:Build Relationshipsp• Food• Family
H bbi• Hobbies• InterestsInterests• Learning
Agendag• Positioning the Message• Positioning the Message
• Adapting your style
• Building relationships
Utili i T h l• Utilizing Technology
• Ensuring Understandingg g
• Fostering Accountability in Others
21
Utilize Technology (Where and How)
• Collaborative Presentation• Collaborative Presentation Software
• Discussion DatabasesDiscussion Databases• Knowledge Management SoftwareSoftware
• Group Task Management• Personal Communication• Personal Communication Tools
• AudioAudio• Video
The Communication Process
ReceiverSender
Id E d Decode IdIdea
RB
Encode
LB
Decode
LB
Idea
RB
Breakdown! Breakdown! Breakdown!
PhrasePhrase
23
The Communication Process
ReceiverSender
Id E d D d IdIdea
RB
Encode
LB
Decode
LB
Idea
RB
Breakdown! Breakdown! Breakdown!
24
Breakdown CausesBreakdown Causes
• Complexity of communications (location, time zone, technical facility sharing, physical distance)
• Cultural Orientation(such as communication and time cultural preferences)p )
• Lack/ Poor Use of Standard Processes
• Lack/ Poor Use of Standard Technologies• Lack/ Poor Use of Standard Technologies
25
Is the Message Received I Th W I t d d?In The Way Intended?
PhrasePhrase
Rephrase
26
Th C titiThe Competition For Your Attention
is FierceHow Many Meetings?y g
How Many Phone Calls/VM?
l?How Many Email?
What Else?
3 x 5 Squared ™3 x 5 Squared ™Adults Need to Hear Things
3 to 5 Times
In
3 to 5 Different Ways…
Just to hear the message!!!
Message vs. MediumgAction/Skill
Understanding
Intent of Message
Knowledge
Awareness
N l
Face to Face
Team Conf. CallMass Call Website
Shared Server
Written
Choice of Newsletter
Bulletin BoardBroadcast Email One on FewOne on Group
Phone
Team Conf. Call
Video Conference
Instant MessengerShared Server
Video Broadcast Chat RoomChoice of Mediums
Message vs. MediumgAction/Skill
Understanding
KnowledgeINEFFICIENT
Awareness
INEFFICIENT
N l
Face to Face
Team Conf CallMass Call Website
Shared Server
Written
Newsletter
Bulletin BoardBroadcast Email One on FewOne on Group
Phone
Team Conf. Call
Video Conference
Instant MessengerShared Server
Video Broadcast Chat Room
Message vs. MediumgAction/Skill
Understanding
INEFFECTIVE
Knowledge
Awareness
N l
Face to Face
Team Conf CallMass Call Website
Shared Server
Written
Newsletter
Bulletin BoardBroadcast Email One on FewOne on Group
Phone
Team Conf. Call
Video Conference
Instant MessengerShared Server
Video Broadcast Chat Room
Message vs. MediumgAction/Skill
Understanding
INEFFECTIVE
KnowledgeINEFFICIENT
Awareness
INEFFICIENT
N l
Face to Face
Team Conf CallMass Call Website
Shared Server
Written
Newsletter
Bulletin BoardBroadcast Email One on FewOne on Group
Phone
Team Conf. Call
Video Conference
Instant MessengerShared Server
Video Broadcast Chat Room
™
How Do You Know If Th G I ?If They Get It?
• Follow Up
• Ask Them To Say It in Their Own WordsAsk Them To Say It in Their Own Words
• Those Closest to Doing the Work Should D fi It (F ilit t th )Define It (Facilitate them)
• Press for Specificsp
• Discuss Examples
Agenda
• Positioning the MessagePositioning the Message
• Adapting your style
• Building relationships
• Utilizing Technology• Utilizing Technology
• Ensuring Understanding
• Fostering Accountability in Others
36
The Flow Of Communications
Phrase
RephraseRephrase
hParaphrase37
Ensuring Understanding:Techniques for Validating
• Come to Consensus
• Capture the information in different ways
–Restate/paraphraseRestate/paraphrase
–Draw a picture and walk through it
• Peer Review
Fostering Accountability:Risk Versus Control
olCo
ntro
High
ed fo
r
L l f Ri k & C l it
Nee
LowLevel of Risk & Complexity
Study on Following UpStudy on Following Up
• Summary of Impact Research
• 2005 Study2005 Study
• 86,000 Participants
• 8 Major Corporations
• Multi‐Rater Feedback (3<)Multi Rater Feedback (3<)
Sample Mini SurveySample Mini‐Survey Goal: To be a more effective listener
h h ( ) h b h hHow much change (positive or negative) have you observed in this person in the following areas over the last six months?
1 Genuinely listens to others 3 2 1 0 1 2 3 NCN NI1. Genuinely listens to others ………………. ‐3 ‐2 ‐1 0 1 2 3 NCN NI 2. Sees value in differing opinions ………… ‐3 ‐2 ‐1 0 1 2 3 NCN NI
How has this person followed up with you on areas he/she has been trying to improve?How has this person followed up with you on areas he/she has been trying to improve? ____ No perceptible follow up ____ A little follow up
Some follow up ____ p____ Frequent follow up ____ Consistent follow up
What can this person do to become even more effective? _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Table 1Change In Leadership Effectiveness
My co-worker did no follow-up
406080
P t
Company ACompany B
02040Percent Company B
Company CCompany D
0-3 -2 -1 0 1 2 3
Perceived Change
p yCompany EMean LeaderPerceived Change
Table 2Change In Leadership EffectivenessMy co-worker did a little follow-up
80
My co worker did a little follow up
60
80
Company ACompany B
20
40Percent Company BCompany CCompan D
0
20
-3 -2 -1 0 1 2 3
Company DCompany EM L d3 2 1 0 1 2 3
Perceived ChangeMean Leader
Table 3Change In Leadership Effectiveness
80
My co-worker did some follow-up
60
80
Company A
20
40Percent Company BCompany CC D
0
20
-3 -2 -1 0 1 2 3
Company DCompany EMean Leader3 2 1 0 1 2 3
Perceived ChangeMean Leader
Table 4Change In Leadership Effectiveness
M k did f t f ll
80
My co-worker did frequent follow-up
60
80
Company A
20
40Percent Company BCompany C
0
20
-3 -2 -1 0 1 2 3
Company DCompany EM L d-3 -2 -1 0 1 2 3
Perceived ChangeMean Leader
Table 5Table 5Change In Leadership Effectiveness
My co-worker did consistent or periodic follow-up
60
My co-worker did consistent or periodic follow-up
40
60
Company AC B
20Percent Company B
Company CC D
0-3 -2 -1 0 1 2 3
Company DCompany E
-3 -2 -1 0 1 2 3
Perceived ChangeMean Leader
What WorksWhat Works
• “3 x 5 Squared™” Follow‐up works
• The “program of the year” doesn’t workThe program of the year doesn t work
• This process works with peers, customers, i d disupervisors, and direct reports
• This works around the world (in any culture)( y )
AgendaAgenda• Positioning the MessagePositioning the Message
• Adapting your style
• Building relationships
• Utilizing Technology• Utilizing Technology
• Ensuring Understanding
• Fostering Accountability in Others
48
Maximizing Team Communications
• Get to know each other
• Mutually define the mission and goalsMutually define the mission and goals
• Identify each team members role in ll b icollaboration
• BUILD GROUND RULES and maintain awareness
Cl l id tif t t d ti it• Clearly identify next steps and action items
Step 1: Build The Processp
• Define the Process– Examine How You Communicate Today– MUTUALLY Identify The Process Touch Points– Leverage Technologies
• Tools to UseTools to Use– Context Diagrams– Activity Diagram– Activity Diagram– Play Script
50
Step 2: Clarify Roles & R ibiliti
Responsible Accountable
& ResponsibilitiesResponsible Accountable
Mutually Define The Relationship…
SupportingConsulted Informedpp g
51
Step 3: Maximize Your Communications Plan
Who Gets
What Information
When
In What MediumIn What Medium
What Is The Desired Response
52
Team Website• Encourage and reward open communication
• Link to pertinent project information• Link to pertinent project information
• Share personnel information
• R les of en a ement• Rules of engagement
• Project status
K t t• Key contacts
53
Personal ProfileName: Andrew GrahamCall by: Andrew Live: Littleton CO (Mountain Time)Live: Littleton, CO (Mountain Time) Hometown: Rolling Meadows, IL Working Hours: 7:30 am- 6:00 pm I t r t /H bbi M i B r W d rkiInterests/Hobbies: Music, Beer, Woodworking
BaseballFactoid: Met Willie Nelson on a bus. Arnold
Palmer in a men's roomPast Jobs/ Past Lives Wilderness Trip Leader, Roadie, Tour
Manager, Production Manager, Operations Manager, Consultant, Trainer, Keynote Speaker
Creative Challenge/Desire
Write a book
Organization/Work Assignment
Corporate Office: On Projects X, Y, Z Assignment
Supporting Projects A, B, CArea(s) of Specialty Virtual and Global Collaboration Other stuff I know C i W i i PM M k i S lOther stuff I know
how to do: Creative Writing, PM, Marketing, Sales
If I weren’t here, I'd: Be sailing
Communication Preferences
Name Andrew GrahamContact Information: [email protected]
303-798-2265Preferred Communication style Phone call with follow-up emailPreferred Communication style Phone call with follow up email
Guaranteed Response Time 24 hours
Languages Spoken English, Conversational French and German
Off-hours contact Email Checked on Weekends
k hMake it easy to communicate with you
AgendaAgenda
P iti i th M• Positioning the Message
• Adapting Your Stylep g y
• Building Relationships
• Utilizing Technology
• Ensuring UnderstandingEnsuring Understanding
• Fostering Accountability in Others
Closing PointsC os g o ts
• This stuff works and is based in science• This stuff works and is based in science
• Managing expectations is the name of the game
• Communication is about creating reliableCommunication is about creating reliable understanding
• The tools are there, learn to use them effectively
Maximizing Your Communications for Greatest Impact
Andrew Graham, PMPh @l [email protected]‐798‐2265
h k !Thank You!