Transcript Leader Communication

Leadership
Communication
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PROBLEM IN COMMUNICATION
“The single biggest problem in
communication is the illusion it has taken
place.”
• George Bernard Shaw
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LACK OF SENDING AND RECEIVING DIRECTIONS
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Communication
A process by which information
and understanding are transferred
between a sender and a receiver
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Communication Goals
To change behavior
To get and give
Information
To persuade
To get action
To ensure understanding
Source: CGAP Direct
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. 9.1 A Basic Model of the
Communication Process
Ex
Potential noise and distortion
Leader encodes
message
Channel
Receiver decodes
message
Return message encoded and sent
Feedback Loop
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Barriers to communication
Noise
Inappropriate medium
Assumptions/Misconceptions
Emotions
Language differences
Cultural differences
Poor listening skills
Use of jargon
Distractions
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. 9.2 The Leader as Communication
Champion
Ex
Purpose Directed
Internal and
external
sources
Strategic
Conversation
Open climate
Listening
Discernment
Dialogue
Leader
as
Communication
Champion
Direct attention to
vision/values, desired
outcomes; use
persuasion
Methods
Use rich channels
Stories and metaphors
Informal
communication
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. 9.3 Why Open the Communication
Channels?
Ex
An open climate is essential for cascading
vision, and cascading is essential because:
Natural Law 1:
You Get What You talk about –
– A vision must have ample ‘air time’ in an organization. A vision must be
shared and practiced by leaders at every opportunity.
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Natural Law 2:
The Climate of an Organization is a
Reflection of the Leader
– A leader who doesn’t embody the vision and values doesn’t have an
organization that does.
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Natural Law #3
You Can’t Walk Faster Than One Step at a Time
– A vision is neither understood nor accepted overnight. Communicating
must be built into continuous, daily interaction so that over time
followers will internalize it.
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Open Communication
• Asking questions
– Leader-centered
– Follower-centered
• Listening
– Engaged listening
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. 9.4 Ten Keys to Effective Listening
Ex
Keys
Poor Listener
Good Listener
1. Listen actively
Is passive, laid back
Asks questions;
paraphrases what is said
2. Find areas of interest
Tunes out dry subjects
Looks for opportunities,
new learning
3. Resist distractions
Is easily distracted
Fights distractions;
tolerates bad habits;
knows how to
concentrate
4. Capitalize on the fact
that thought is faster
than speech
Tends to daydream with
slow speakers
Challenges, anticipates,
summarizes; listens
between lines to tone of
voice
5. Be responsive
Is minimally involved
Nods; shows interest,
positive feedback
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. 9.4 (contd.)
Ex
Keys
Poor Listener
Good Listener
6. Judge content, not
delivery
Tunes out if delivery is
poor
Judges content; skips
over delivery errors
7. Hold one’s fire
Has preconceptions;
argues
Does not judge until
comprehension is
complete
8. Listen for ideas
Listens for facts
Listens to central themes
9. Work at listening
No energy output; faked
attention
Works hard; exhibits
active body state, eye
contact
10. Builds for long term
relationship
Resists difficult material
in favor of light,
recreational material
Does not interrupt or try
and sell ideas – uses
influence
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Open Communication
• Discernment
– Listening in which a leader detects
unarticulated messages hidden blow the
surface of spoken interaction.
• Dialogue
– Active sharing and listening in which people
explore common ground and grow to
understand each other and share a world
view.
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. 9.5 Dialogue and Discussion: The
Differences
Conversation
Ex
Lack of understanding,
disagreement, divergent points of
view, evaluate others
Dialogue
Reveal feelings
Explore assumptions
Suspend convictions
Build common ground
Result
Long-term, innovative
solutions
Unified group
Shared meaning
Transformed mind-sets
Discussion
State positions
Advocate convictions
Convince others
Build oppositions
Result
Short-term resolution
Agreement by logic
Opposition beaten
down
Mind-sets held onto
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Communication Champion
•
•
•
•
Establish credibility
Build goals on common ground
Make your position compelling to others
Connect emotionally
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Communication Apprehension
• An individual’s level of fear or anxiety
associated with either real or anticipated
communication with another person or
persons.
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Forms of Communications
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Formal Communication Strategy
– Who: Source/Audience
– What: Content
– When: Delivery & Effective Date
– Where: Impacts/Contacts/Additional
Information
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. 9.6 A Continuum of Channel
Richness
Ex
Electronic
mail, IM,
Web, intranet
Disadvantages
Impersonal
One-way
Slow feedback
Formal report
Face-toface verbal
Advantages
Personal
Two-way
Fast feedback
High
channel
richness
Disadvantages
No record
Spontaneous
Dissemination
hard
Low
channel
richness
Advantages
Provides record
Premeditated
Easily
disseminated
Memos,
letters
Telephone
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Effective Use of Electronic
Communication Channels
• Combine high-tech with high-touch
• Consider the circumstances
• Read twice before you hit the “send”
button
• Know what is off limits
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. 9.7 Dos and Don’ts of Electronic
Mail (abridged)
Ex
Do
– Use e-mail to set up meetings, to recap spoken conversations, or
to follow up on information already discussed face-to-face.
– Keep e-mail messages short and to-the-point. Many people
read e-mail on handheld devices, which have small screens.
– Use e-mail to prepare a group of people for a meeting. For
example, it is convenient to send the same documents to a
number of people and ask them to review the materials before
the meeting.
– Use e-mail to transmit standard reports.
– Act like a newspaper reporter. Use the subject line to quickly
grab the reader’s attention.
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. 9.7 (contd.)
Ex
Don’t
– Use e-mail to discuss something with a colleague who sits
across the aisle or down the hall from you. Take the oldfashioned approach of speaking to each other.
– Lambaste a friend or colleague via e-mail – and especially don’t
copy others on the message.
– Use e-mail to start or perpetuate a feud.
– Write anything in an e-mail you wouldn’t want published in a
newspaper. E-mail with sensitive or potentially embarrassing
information has an uncanny way of leaking out.
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Do you use the correct channel ?
• http://www.youtube.com/watch?v=EoMkJ8
7uMBU
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Communication
Across Continents
Stories and Metaphors
• Leaves clear lasting impressions with
followers
• Increases meaning for leader’s message
• Evokes both visual imager and emotion
• Helps people connect with the message
and the key values
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Informal Communication
• Leaders are watched (nonverbal
communication)
– Appearance
– Behavior
– Actions
– Attitudes
• Selection of communication channel
• Management by Walking Around
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Non-Verbal Communication
• http://www.youtube.com/watch?v=P5EnO
oI-ePc&feature=related
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Nonverbal Behaviors
•
•
•
•
•
•
Eye Contact
Facial Expressions
Gestures
Posture and Body Orientation
Proximity
Vocal (other than words)
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Question 1
Assessment Exercise
___ A. When conversing with others, I usually do most of
the talking
___ B. When conversing with others, I usually let the
other person do most of the talking
___ C. When conversing with others, I try to equalize
my participation in the conversation
Question # 2
• ___ A. I make eye contact while conversing
•
___ B. I sometimes make eye contact while
conversing
•
___ C. I never make eye contact while
conversing
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Question #3
• ___ A. When I'm listening to the speaker, I often cross
my arms over my chest
• ___ B. When I'm listening to the speaker, I often lean
back and turn my body away from the speaker
•
___ C. When I'm listening to the speaker, I often lean
slightly forward and face my body toward the speaker
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Question #4
• ___ A. When I have a negative opinion
or comment, I just say it
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___ B. When I have a negative opinion
or comment, I lead in with a positive
comment first
•
___ C. When I have a negative opinion
or comment, I say nothing
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Question 5
• ___ A. When I disagree with a person, I listen
first, ask questions for clarification, then
disagree non-judgmentally
•
___ B. When I disagree with a person, I quickly
point out the person is wrong and why
•
___ C. When I disagree with a person, I say
little or nothing
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Peter Northouse’s states:
( Peter Guy Northouse, is Professor of Communication at Western Michigan
University )
• “ When Leaders and Followers have good
exchanges, they feel better, accomplish
more and the organization prospers”Northouse
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Communicating in a Crisis
•
•
•
•
Stay calm; listen harder
Be visible
Tell the truth
Communicate the vision for the future
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Benefits of Good Communication
Quicker problem solving
Better decision making
Steady work flow
Strong business relations
Better professional image
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