Transcript Slide 1

2011 Flotilla / Division Leadership Course
Leadership
Communication
Flotilla Leadership
Leadership Communicating
Communication Leadership
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• Asking our members to choose to spend
the time and resources they have in
service to the nation, the boating public
and the Coast Guard
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Build
Organizational
Effectiveness
Increase Our
Leadership
Capacity
Why we
communicate
Execute
Our
Mission
Promote
Fellowship
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Grow our
membership
Build Member
Effectiveness
4
Communications
Theory
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Practical
Application to
Auxiliary
Leadership:
Tools & Models
5
Two way
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CC photo: Kyle MacKen
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Vision &
Passion
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Effective
Efficient
communication
occurs when the
sender transmits
completely and the
receiver interprets
exactly as the
sender intended
communication
uses less time and
less resources
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Effective
Efficient
Which is more
important?
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Effective
Efficient
Learning from a book...
Read it, take notes and talk
about it
Audio Book, Book Abstract or
Cliff Notes
Losing Weight...
Working out and eating right
over an extended period of time
Liposuction, fad diets, starvation
Getting to work on time…
Get up well before work, eat
healthy breakfast, drive the
speed limit
Get up at the last minute
possible and exceed the speed
limit
From the blog of Sean Heritage
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Effective isn’t easy
CC photo: jphilipg
What contributes to
Understanding
?
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VERBAL/WORDS 7%
NON-VERBAL
BODY LANGUAGE
55%
VOICE
INFLECTION
/TONE 38%
Understanding
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Non-verbal Communication
Components
Examples
Meanings Communicated
VISUAL
Image
Clothing, hygiene
Values, competence
Facial Expressions
Frown, smile, sneer
Unexpressed feelings
Eye Movements
Looking away, staring
Intentions, state of mind
Posture
Leaning in, slumped
Attitude
Gestures
Handshake, wave
Intentions, feelings
TACTILE
Touch
Pat on the back
Approval
Gentle touch on an arm
Support and concern
VOCAL
How things are said
Loudness, pitch, rate
Different meanings
Vocal intonations
Rhythm, pitch, clarity
Sarcasm, disapproval
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What else communicates?
What messages do you send by
action or inaction
?
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DCDR/VCDR Showing
up to Flotilla meetings –
FC going to other FL
meetings
Starting meetings on
time and maintaining
control
Preparation for
meetings & classes
You uniform
Helping set up/break
down
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Visiting members in the
field
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Roles
Content
Methods
CONTENT
METHODS
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Audience
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Your Roles
Many roles:
Content
Methods
Audience
In person: 1 on 1
Your Members
Vision/Intent
In person: groups
Policy
Meetings
Opportunities
Email
Unit activities
Reports
Praise/Recognition
Newsletters
Course correction
Web site
News
Social media
Unit Leader
Staff
Member
Mail/notes/cards
Your Staff
Division
Leadership/Staf
f
Public
Active Duty
Feedback
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Partners
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Competence
Enthusiasm
Content
Integrity
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Respect
21
Barriers
exercise
CC photo: woodleywonderworks
Five W’s
Who is doing what,
where, when and why
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Five W’s
Who is doing what,
where, when and why
+2 W’s
with what?
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The chain
Chain of leadership & management
Flotilla
Members
Division
Flotilla
Leaders
Division
Leaders
Flotilla
Staff
Division
Staff
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District
District
Captains
National
DIRAUX
Chief
Director
District
COMO/C
OS
National
Leaders
District
Staff
National
Staff
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Adding value via the chain
Read and
understand
the message
Tell why it is
important
& add what’s
missing
Flotilla
Members
Localize
Division
Flotilla Leaders
Division Leaders
Flotilla Staff
Division Staff
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Carry your
key
messages
too…
Predict
Questions &
Concerns
District
District Captains
National
DIRAUX
Chief Director
District COMO/COS
National Leaders
District Staff
National Staff
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Adding value – FC > Members
Shipmates,
The following message was sent from ….. It is about…. This is why it
matters… this is what we are doing… We have prepared tools/plan
training/etc….
Thank you for your service. Be safe out there and look to the safety of your
shipmates.
Via: DCDR, DCAPT-S, COS D-13
…..original message…
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Adding value – FC > DCDR >…
DCDR,
I have received an inquiry from a member/FC regarding….
My understanding is the policy/standard is…
The member is asking for…
I recommend…
V/r, Daren
….original message…
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The fine art of the CC in the chain
Never a
weapon
or use if
the chain
is
“broken”
Used to
help
avoid
surprises
up &
down
Don’t go
beyond
one more
step up
or down
unless
critical
Use
sparingly
Read & understand the clarifications in the new
AUXMAN
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Reflect the core values
Model respect from the start
Shipmates
DCDR
District Captain
Chief of Staff
Commodore
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Model respect from the start
Reminds me and sets
the stage for the
communication/convers
ation
Sets the standard for all
participants in the
communication/convers
ation
Reminds all participants
of their roles and
responsibilities
Honors each of member
for their contributions
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There will be decisive
moments
Be ready
“This is nuts!”
“What are they thinking?”
“That isn’t fair!”
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The critical question…
“This is nuts!”
“What are they thinking?”
“That isn’t fair!”
“Am I ready to put it all on the line over this
issue or is what we’ve built over decades
and what we accomplish every day more
important?”
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Putting it all together…
Leading Others: Effective Communications
Coast Guard leaders communicate effectively in both formal and
informal settings. Good listeners, they reinforce the message
they convey with supportive mannerisms. Leaders express facts
and ideas succinctly and logically, facilitate an open exchange of
ideas, ask for feedback routinely, and communicate face-to-face
whenever possible. They write clear, concise, and organized
correspondence and reports. Successful leaders prepare and
deliver effective presentations. In situations requiring public
speaking they deliver organized statements, field audience
questions, confidently communicate with the media and other
external entities, and distinguish between personal
communication situations and those as a Coast Guard
representative. Competent coaches, supervisors, followers,
performance counselors, interviewers, and negotiators, leaders
know how to approach many situations to achieve organizational
goals.
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START
Today!
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Leading change module
Components of a change strategy
Vision
+
Skills
+
Incentive
+
Resources
+
Action Plan
= Results/Change
Ambrose 1987, Managing Complex Change
What happens when a component is missing
Vision
+
Skills
+
Incentive
+
Resources
+
Action Plan
= Results/Change
Vision
+
Skills
+
Incentive
+
Resources
+
Action Plan
= Confusion
Vision
+
Skills
+
Incentive
+
Resources
+
Action Plan
= Anxiety
Vision
+
Skills
+
Incentive
+
Resources
+
Action Plan
= Resistance
Vision
+
Skills
+
Incentive
+
Resources
+
Action Plan
= Frustration
Vision
+
Skills
+
Incentive
+
Resources
+
Action Plan
= False start
Ambrose 1987, Managing Complex Change
Understanding emotional responses
Confusion
Anxiety
Resistance
Frustration
False start
Understanding, preparing
for, and responding to
emotional responses is key
to leading change
…our people are not robots
Vision
Vision
+
Skills
+
Incentive
+
Resources
+
Action Plan
= Confusion
Vision = a compelling future state which provided direction and
a sense of unity
Lack or failure of Vision = leaves people feeling confused
“Why?”
“What are they thinking?”
“Here we go again?”
Skills
Vision
+
Skills
+
Incentive
+
Resources
+
Action Plan
= Anxiety
Skills = to change we must move into new territory which often
requires new skills
Lack of Skills or Training = without the skills, or the promise of
skills from a source we trust, we will feel anxiety…
“I can’t”
“I don’t know how”
“Will there be a place for me?”
Incentive
Vision
+
Skills
+
Incentive
+
Resources
+
Action Plan
= Resistance
Incentive = what’s the value? what’s in it for me?
Lack of Incentive = why do the work if there is no value, no
consensus is built
“Don’t waste our time”
“I just want to do the job, not deal with all this…”
Resources
Vision
+
Skills
+
Incentive
+
Resources
+
Action Plan
= Frustration
Resources = what do I have to work with?
Lack of Resources = without the physical and emotional
resources to accomplish the change people will be frustrated
“They ask the world and give us nothing to work with”
“How can they expect us to do…?”
Action Plan
Vision
+
Skills
+
Incentive
+
Resources
+
Action Plan
= False start
Plan = do we have a clear, manageable, measurable plan
Lack of a Plan = without a plan it is impossible to gain traction
“We keep talking but nothing is happening”
“We are going in circles”
National Flotilla Leadership
Course Communications
Theory
WHY IS COMMUNICATION
IMPORTANT?
• FC and FSOs can’t make an informed
decision without all of the relevant
information.
• Once a decision is made it must be
communicated to those in charge of
implementing it and to the members.
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COMMUNICATION
• Orally – speeches, meetings, phone calls.
• Non-verbally – touch, facial expression,
tone of voice.
• In writing – memos, reports, manuals.
• Electronically – e-mail, voice mail, fax.
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UNDERSTANDING WHAT IS MEANT
VERBAL/WORDS 7%
NON-VERBAL
BODY LANGUAGE
55%
Understanding
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VOICE
INFLECTION
/TONE 38%
52
Non-verbal Communication
Components
Examples
Meanings Communicated
VISUAL
Image
Clothing, hygiene
Values, competence
Facial Expressions
Frown, smile, sneer
Unexpressed feelings
Eye Movements
Looking away, staring
Intentions, state of mind
Posture
Leaning in, slumped
Attitude
Gestures
Handshake, wave
Intentions, feelings
TACTILE
Touch
Pat on the back
Approval
Gentle touch on an arm
Support and concern
VOCAL
How things are said
Loudness, pitch, rate
Different meanings
Vocal intonations
Rhythm, pitch, clarity
Sarcasm, disapproval
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COMMON COMMUNICATION PROBLEMS
• Words mean different things to different
people.
• The initiation of a message provides no
assurance it has been received.
• Communications often become distorted
as they are transmitted.
• Click here to read about specific
communication problems.
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THE INTERPERSONAL
COMMUNICATION PROCESS
• Effective communication occurs when the
sender transmits completely and the
receiver interprets exactly as the sender
intended.
• Efficient
communication uses
less time and less
resources.
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BASIC INTERPERSONAL
COMMUNICATION SKILLS
•
•
•
•
•
•
Avoid Barriers to Communication.
Send Understandable Messages.
Actively Listen.
Utilize Non-Verbal Signals.
Give and Solicit Meaningful Feedback.
Adapt to Diversity of Communication
Styles.
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BARRIERS TO COMMUNICATION
• The most common barriers to good
communications are:
• Misunderstanding information needs—If
the Flotilla leadership doesn't understand
the information needs of members, there's
little chance of information being
disseminated consistently to the people
who need it and in the appropriate format.
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BARRIERS TO COMMUNICATION
• Using media improperly—It is critical to
select suitable media for sending
information. For example, using e-mail for
distribution of the newsletter when not all
members have access to or know how to
use the necessary equipment.
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BARRIERS TO COMMUNICATION
• Isolating decision makers—
Communications are hampered when
decision makers isolate themselves or
when other members don't respond to
their requests for information.
• Misapplying policies and procedures—
Members who don't follow
communications policies and procedures
create confusion.
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BARRIERS TO COMMUNICATION
• Underestimating the importance of
teamwork—Some members are not
sensitive to the need for teamwork.
Working in isolation, not following through
on information distribution responsibilities,
and not participating in team-building
activities are indicators that this might be a
problem.
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PRODUCTIVE COMMUNICATION
• Productive communication is the process
of identifying the desired result,
streamlining the message, and
communicating with finesse.
o Be Congruent.
o Simplify Your Language.
o Maintain Credibility.
o Obtain Feedback.
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GIVING FEEDBACK
• Give feedback when the member is open
to accepting it.
• Check to ensure the validity of your
statements.
• Include only things the member can do
something about.
• Don’t overwhelm the member with more
than can be handled.
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GIVING FEEDBACK
• Make sure your comments are intended to
help the other person.
• Speak directly and with feeling.
• Describe what the member is doing and
the effect the member is having.
• Don’t be threatening or judgmental.
• Be specific, not general (use clear and
recent examples).
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RECEIVING FEEDBACK
•
•
•
•
•
•
•
Don’t be defensive.
Seek specific examples.
Be sure you understand (summarize).
Share your feelings about the comments.
Ask for definitions.
Check out underlying assumptions.
Be sensitive to sender’s nonverbal
messages.
• Ask questions to clarify.
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KEEPING PEOPLE INFORMED
• Develop routine communications with
VFC.
• Encourage Staff communications to the
members, to other Staff Officers, to the
FC, and to their Division Officers.
• Follow the Chain of Leadership.
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DO YOUR PAPERWORK
• Promptly read, endorse/sign, and forward
mail, as appropriate.
• Review your calendar and send reports in
a timely manner.
• Plan in advance for monthly/yearly events
and let members know dates early.
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LEAD BY EXAMPLE
• Attend all activities sponsored by the
Flotilla.
• Be on time.
• Dress in the appropriate uniform.
• Communicate by:
o
Acknowledging…Thanking…Rewarding.
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SPECIAL COMMUNICATIONS
• Unit Officers Report 7007 by 15
December.
• Unit Financial Report 7025 by 31 January.
• Change of Officer Report 7006—as
required.
• Death of a member(active and retired).
• See USCGAUX Forms Home.
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SPECIAL COMMUNICATIONS
• Completion of 1st specialty course.
• Completion of last specialty course.
• FC letter of certification—VE, IT
qualification.
• Medical “return to work” certification.
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What we will learn
•
•
•
•
•
•
•
•
•
FL
Why we communicate
Some communication theory
Five W’s
Practical Flotilla/Division communication
The role of the leader
Personal tools
Team tools
Mental models
Decisive moments
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Div
Things
•
•
•
•
•
•
•
What to communicate
Division – work through
Add value and preempt questions
Promote respect for the offices
Minimize work for large numbers of folks
Brevity and action orientation
The decisive moments
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