powerpoint presentation · 2014-03-15 · power low/ concern low = project will be over looked and...

14/03/2014

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Communications Skills

Overview and NLP

Created by

Brad Cotton

1© Cotton Innovations Ltd 2012

• Introduce the importance of Communications

• How to create effective communication

• defining outcomes and planning communication

Aims & Objectives…

© Cotton Innovations Ltd 2012

What Communication Is Not ...

Communication is not …

• Passing off information

• Ignoring acceptance of the acknowledgement of

the information

• Writing minutes in a meeting

• Just telling!

Its looking for acceptance of the information.


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Body Language

Our cues for communication come mostly from what we see and

experience. Not from what we have learnt or remembered.

Your body language tells more about you and communication that you

think

In fact we make a judgement about people in about 10 seconds on

first meetings

This judgement is difficult to change

Lets see if the is true…

What would you say of this boy?

His future?

His hopes?

His background?

His opportunities?

His education?


Body Language

And now …

How has your opinion changed?


Body Language

Our cues for communication come mostly from what we see and

experience.

Your body language tells more about you and your communication that

you think…

Pose Communication style

Arms crossed Creating a barrier

Playing with a pen Nervous, unsure

Heavily leaning forward Aggressive

Leaning forward Interested

Nodding head Interested in conversation

Leaning back in the chair Comfortable with the situation

Reposed in the chair Laid back not caring

Eyes looking elsewhere Not interested/ distracted


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Body Language Communication

How much we remember in a week or month depends on how engaging

and how applicable the learning experience was. Generally speaking this is:

Sensory Communication style

Words About 7%

Spoken About 35%

Action About 55%

To check this out…

• Who was your favourite teacher at school?

• What subject did they teach?

• What can you remember from all the hours you spent in class?

• Why do you remember them?


Defining The Work Load

•When we investigate communication we can look at the world of influence and

the world we need to influence.

•The world of influence has 3 levels

1. I have direct influence

2. I can get direct influence through my management

3. I currently have no influence and have no direct route forward


Project X requires

Concept Feasibility Design Development Test Production

Activity 1 Activity 2 Activity 3

Task A Task B Task C Task D Task D Task £

Not required department

Required department

Departments I may be able to influence

Departments I cannot influence

Departments I can influence

Influencing Your Worlds

Elliot-Kemp Matrix

Elliot and Kemp defines that people in

communication have 2 factors which affect

their ability to support you.

These are Power or Influence and Concern

Pow

er/

Influence

ConcernLow

Low

High

High© Cotton Innovations Ltd 2012

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Elliot-Kemp Matrix

Projects fail because they have the wrong

people making the decisions or taking on

tasks.

Manage these and the project is a success

before you start.

Power high/ Concern low = project may be ‘stalled’ by others who have higher concerns than yoursAction: Build a better case for gaining support

Power high/ Concern high = project will be supported by all members in this boxAction: Move the project forward with regular updates to ensure engagement

Power low/ Concern low = project will be over looked and will struggle to move forward.Action: Find more influentialsupports for the project, check the project aligns with the business, process and customer needs’

Power low/ Concern high = project will be ‘moved over’ as the stakeholders cannot gain support.Action: check the business case for the project, check the project aligns with the business, process and customer needs’

Pow

er/

Influence

ConcernLow

Low

High

High© Cotton Innovations Ltd 2012


Elliot-Kemp Matrix

Step 1

List the team members on the matrix as to where they

current are.

Low

Low

High

High

AJ

PT

LT

FR

DS

KS

Pow

er/

Influence

Concern© Cotton Innovations Ltd 2012


Elliot-Kemp Matrix

Step 2 Define if they need to be moved due to them either stalling a

project or enabling a project.

Ensure you have understood the social/ political forces these

people respond to, this may explain their current position and

any resulting discussions which need to be had

Low

Low

High

High

AJ

PT

LT

FR

DS

KS

Pow

er/

Influence


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Battle Plan For Moving

Elliot-Kemp Matrix

Step 3 Define the battle plan for moving them into or out of position:

Consider:

Plan your communication, to move your political arena either

directly if you have influence, or through someone else through

a formal discussion or a ‘off the record’.

Manage any fall out that may come

Low

Low

High

High

AJ

PT

LT

FR

DS

KS

Pow

er/

Influence


Do not undermine people in your plan!

Rolling Out The Objectives


Effort Benefit

High Can be defined by process change and people management as being a High Effort

Is defined by Quality, Cost and Delivery (QCD)

Low Defined by easy to move culture and processes

Defined as having little benefit to customer,business or process

Rolling Out The Objectives


Low Effort HighLow

B

enef

it

Hig

h

1

2

3

4

5

6

7

8

Consider the order of the projects being:

First 5,6,and 3

Next 4

Then 2 and 8

Finally 7 and 1

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Part 2

Communication skills


Assessing Your Team Strengths

Many times we see project management being driven by enforced

behaviour using ‘stick and reward tactics’. However, the more effective

way of managing people is by understanding their motives and

behaviours and working with them

Three tools we can use are:

Tools Deliverables

Belbin Team behaviours,SkillsStrengths and Team skill gap analysis

Tuckmann Building strong teams

NLP Communication skillsVerbal and non verbal

TA Effective communication control


R. Meredith Belbin

Much thinking has been done about teams and effective team

working, probably the most well known is that of Belbin

Belbin’s work examined successful and unsuccessful teams and

the behaviour of individuals in those teams

He identified the primary characteristics of members of

successful teams and described these characteristics and

attributes as Team Roles.

He then developed a way of evaluating the characteristics of

individuals and identifying their Team Role through a simple Q&A

scoring sheet


(Raymond Meredith

Belbin)

Born 1926

Hi writing includes:

Management Teams: Why They Succeed or Fail (1981, nonfiction)

The Job Promoters: A Journey to a New Profession (1990, nonfiction)

Team Roles at Work (1993, nonfiction)

The Coming Shape of Organization (1996, nonfiction)

Changing the Way We Work (1997, nonfiction)

Beyond the Team (2000, nonfiction)

Managing without Power (2002, nonfiction)

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Team Strengths

Chairman

(CH)

Specialist

(SP)Added in 1988

Resource

Investigator (RI)

Company Worker

(CW)

Monitor Evaluator

(ME)

Shaper

(SH)

Completer Finisher

(CF)

Plant

(PL)Team Worker (TM)


Belbin advocated that teams should be assembled with a balanced and

appropriate core and specialist skills to be successful in achieving their goals.

He defined these as:






The Tuckmann model helps us understand how team function and react.

Tools Deliverables






Team Development & Leadership

Dr Bruce Tuckman published his team development model in 1965.

The development progression is:

• Forming

• Storming

• Norming

• Performing

He added a fifth stage, “adjourning” in the 1970's.

The theory is an helpful explanation of team development and behavior.

Similarities can be seen with other models:

• Tannenbaum and Schmidt Continuum

• Hersey and Blanchard's Situational Leadership® model


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Team Development & Leadership

Tuckmans model explains:

• As the team develops maturity and ability, relationships establish, and the

leader changes leadership style.

• Beginning with a directing style, moving through coaching, then participating,

finishing delegating and almost detached.

• At this point the team may produce a successor leader and the previous leader

can move on to develop a new team.

• This progression of team behaviour and leadership style can be seen clearly in

the Tannenbaum & Schmidt Continuum - the authority and freedom extended

by the leader to the team increases while the leaders control reduces.

• In Tuckman's Forming, Storming, Norming, Performing model, Hersey's and

Blanchard's Situational Leadership® model and in Tannenbaum and Schmidt's

Continuum, we see the same effect, represented in three ways.


Stages of Team Development


Tuckman noted that as a team comes together its performance is directly related to the engagement of the manager.As the manager the faster you form and lead the team into performing the faster they work together. If you stall this process then the team does not form

Leadership Role In Team Forming


For the team to move forward it is important for the manager to change their leadership styleAt the start it is directive (telling) transitioning to delegation. • Failing to start with a directive style will create confusion in the team as objectives

and tasks will be unclear• Failing to transition to Delegation with result in no ownership or change in the

project.

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The NLP tool set is a powerful way of connecting yourself to people.

Tools Deliverables






The key to NLP is to understand how you communicate and then who

you are talking to . Then adjust your communication to help.

We are often a combination of 2 with one slightly dominant.

Occasionally we will meet people who are all three or just 1.

Communication In Teams

How we communicate define how successful we are at negotiation

There are three basic communication styles:

1. Auditory

2. Visual

3. Kinaesthetic


Auditory Communication

People in this group like to communicate using:

Likes Dislikes

Lists

Detail

Information

Detail and descriptions

Imagery

Feelings and opinions

Eye contact:

Left to right as if reading a book.

Key words:

Let me explain...

Do you understand ...

Listen, I will tell you again...

Language:

The primarily use descriptive language.


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Visual Communication


Likes Dislikes

Pictures

Imagination

Form

application

Facts

Feeling

Eye contact:

Up to straight ahead,

(as if seeing the picture above them and having to pull it down.)

Key words:

Can you see what I mean...

Imagine this...

Take for example the ‘XYZ’ then add to this...

Language:

The primarily use is picture words and painting images.


Kinaesthetic Communication


Likes Dislikes

Emotions

Feelings

Passion

Relationships and associations

Imagery

Facts

Detail

Eye contact:

Down to straight ahead,

as if making a model and presenting it to you.

Key words:

This makes me feel good

I am comfortable with this

I am not happy about.

Language:

Uses their hands a lot and likes to feel an association with the item..


Constructive / Destructive Communications

We can also see if they are pulling from experience or are trying to construct

associations or are being over expressive of their experiences.

This may be reversed for LEFT HANDED people and may change due to culture.

So check with calibration questions first.

LEFT Viewing Style RIGHT Viewing

UP LEFT

Visual recallAuditory

Visual

Kinaesthetic

UP RIGHT

Visual construct

LEFT

Auditory recall

RIGHT

Auditory construct

DOWN LEFT

Internal dialogue with self

DOWN RIGHT

Linking to feelings

A calibration question is one which you know the answer to and how they will

respond, and you can use this to see how they react to you.© Cotton Innovations Ltd 2012

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AVK Exercise

Consider a personal event which is very important to you.

• Family

• Holiday

• Success at work

In pairs speak to your colleague for 1 minute.

Person 1 – Speak for 1 minute

Person 2 – Listen to the account, look for body language and words that

are used.

Swap roles and repeat

Feedback what was said.

How close were you in your observations?







Transactional analysis is a powerful tool for controlling stalemate or

negative situational conversation to create a positive outcome.

Tools Deliverables






TA – Transactional Analysis

Transactional analysis was developed by Eric Berne to

define how people communicate.

In principle he identified that we have three primary levels

of communication. These are:

Position Communication

Adult Debate and discussion

Parent Instructive and command

Child submissive and responsive.


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Any Questions

Thank you Please contact us at:

Cottonci.com for further discussions on this subject if not

covered in this module

powerpoint presentation · 2014-03-15 · power low/ concern low = project will be over looked and...

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