Transcript Leadership and Communication

Becoming a Firm
Leader
For New Partner and Experience Managers
By Rex Gatto, Ph.D.
Gatto Associates, LLC
412-344-2277
Website:www.rexgatto .com
Email: [email protected]
Table of Contents

Introduction

Section 1 Leadership role of a
partner

Section 2 Communication

Section 3 Giving Feedback
Learning Objectives
I.
Effectively utilizing leadership characteristics
II.
Effectively communicating with others
III.
Giving feedback to motivate staff
INTRODUCTION
Ground Rules
 Ask questions
 Underline
 Discuss
key points
how to apply
feedback specifically
in the firm
Section 2
COMMUNICATION
pages 45-75; 143-158; 203-215
COMMUNICATION
Communication is:
The application, demonstration and expression of
your knowledge through verbal and non verbal
expression
Effective Listening
Factors that affect listening:
 Time
 Ability to understand
 Stress
 Business environment
 People involved
 Who says it
 Different communication
styles and behaviors
Communication
TAKE ONE
BITE AT A
TIME!
BRIDGE THOUGHTS
BUILD A
BRIDGE TO
CONNECT
THOUGHTS
CONNECTION
MAKE
A
CONNECTION
Shaping a Presentation
Four Styles of
Communication
gray booklet
Blunt
Sincere
Influencer
Detailed
Four Styles of Communication
Blunt
Speaker is in charge. Likes to be challenged. Tends
to be brief. Poor listener. Wants quick results. The
effective aspect is that you quickly give out and
respond to information.
Thought … realize that some people may interpret this
style as uncaring and impersonal. Poor listening
may result because this person usually goes on to
another thought and/or is quick to respond or rebut
ideas without letting others finish their statements.
Concentrate on what is said. You may want to
take notes to accurately collect information and
not respond too quickly.
Four Styles of Communication
Influencer
Speaker is persuasive. Likes popularity. Talks too much.
The effective aspect is that you give a lot of
information. The question is, “Is all the information
needed?”
Thought … when speaking, know what you want to say.
Do not repeat or oversell every idea. Create a
structure. Write notes or an agenda and stick to it.
Do not embellish or editorialize.
Four Styles of Communication
Sincere
Speaker is sincere. Likes to be a team player.
Needs too much personal attention. Turned
off by aggressiveness. The effective aspect is
that by communicating with others you give
and seek personal attention.
Thought … remember that because others are
brief, do not be put off by their style of quickly
moving through information. Keep in mind
that not everyone needs the same sense of
belonging or affiliation as you.
Four Styles of Communication
Detailed
Speaker is thorough and structured. Leaves
little unsaid. Logical. Detail oriented. Likes to
ponder. The effective aspect is that you
leave little information out. The question is,
“Does everyone need to hear it?”
Thought … simplify what you say. At times,
provide the big picture instead of great
detail. Too many details often confuse the
issue instead of clarifying it.
Communication That
Influences
 What
is the goal?
 What issues should be addressed?
 What is the presentation strategy?
 How do you phrase to have influence?
“What we have here is a
failure to communicate.”
Cool Hand Luke. Dir. Stuart Rosenberg. Prod. Gordon Carroll and
Carter De Haven Jr.. Perf. Paul Newman. WB/ Seven Arts,
1967.
Significance of Problem
 Communication



failures
Stress
loss of work
redoing work
 Efficiency
Suffers = less income
 Great employees aren’t being promoted
 Misunderstood
Female Preferred Styles



Relationships
Considerate critiques
Conversational Rituals

Equality, consideration for other’s emotions, down play speakers’ authority, don’t
flex muscles


Ask Directions
Questions = growth
 Negotiating = conflict
 Sit closer
 Make eye contact
 Retreat to talking

Convey and gather information, think out loud, feel better and get
it out, create intimacy
-Babcock, Compton, Gatto, Gray, Laschever, Suzuki, Tannen
Male Preferred Styles



Get something done
Direct with critique
Conversational Rituals







(banter, joking, playful put-downs, avoid one down position)
Don’t ask directions
Too many questions = weak employee
Negotiating is normal
Don’t have to sit close
No eye contact doesn’t equal rude
Retreat to the cave

think and find practical solution, stress reliever, find themselves
-Babcock, Compton, Gatto, Gray, Laschever, Suzuki, Tannen
What we know now:
How can females and males be effective communicators and leaders?

Business Communication

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
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


Not solely gender issue

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Clear
Concise
Strong
Listen
Know your audience- adapt your style
Body Language
Culture
Religion
Personality
Generational
CHANGE IS HERE

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Study by Elizabeth Aries, Ph.D Amherst College
College males set agenda, offer opinion, make suggestions
College Females offer agreement, disagreement, and react
What is Conflict? (p. 5)
Conflict:
disagreement
clash opposition
incompatibility
Resolution:
consensus,
decisions, answer
to a problem
SECTION 2
Ways to Resolve
Conflict
Ways to Resolve Conflict
Ways to Resolve Conflict
Agreement
Understand others
Focus on Issues
Listen - Present Facts
Present-future
Personal Responsibility
Develop a Plan-Meetings
Behaviorally Dealing with
Conflict (pgs. 17-23)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Win/win
Attitude
Empathy
Appropriate Assertiveness
5.Cooperative power
Managing emotions
Willingness to Resolve
Involve Right People
Alternatives
Negotiation
Communication in Action
 Adapt
your
communication style
 State your destinationgoal
 Listen carefully
 Generate questions
 Focus on benefits
Meet in g Age n d a S a mpl e
Title of M eeting: ________________________________________________
Time began
Date: _____________
Start your meeting off the hour, 1:15 or 1:45 p.m. (Too many things occur on the
hour)
Time concluded ________________________________
________________________________
_______________
Place ________________________________
________________________________
_______________________
People in attendance________________________________
________________________________
____________
Purpose ________________________________
________________________________
_____________________
Expected results (W hat is to be accomplished?)________________________________
_______________________
________________________________
________________________________
____________________________
Level of imp ortance (Crisis, Very Important, Important)
1.
Topic: _______________________________ Decision(s) ________________________________
_____
Time to discuss: _______________________
________________________________
______________
Discussion led by: ______________________ Action(s) to be taken ______________________________
- Notes:
Follow-up questions:
________________________________
______________
Time frame to accomplish__________________________
________________________________
______________
A.
What do we agree on (from right column)?
B.
How do you feel about it?
C.
What is your level of agreement?
2.
_____
Topic: _______________________________ Decision(s) ________________________________
Time to discuss: _______________________
People involved (responsibilities) ____________________
________________________________
______________
________________________________
______________
Discussion led by: ______________________ Action(s) to be taken ______________________________
- Notes:
Follow-up questions:
A.
What do we agree on (from right column)?
B.
How do you feel about it?
C.
What is your level of agreement?
________________________________
______________
Time frame to accomplish__________________________
________________________________
______________
People involved (responsibilities) ____________________
________________________________
______________
Summary
You are going through a
developmental leadership process;
challenge yourself
To be the best version of a leader that
you can