Transcript Leadership Communication

Leadership
Communication
1
PROBLEM IN COMMUNICATION
“The single biggest problem in
communication is the illusion it has taken
place.”
• George Bernard Shaw
2
PROBLEM IN COMMUNICATION
“God gave us two ears and only one mouth .”
-Cicero
(Philosopher)
“The Biggest block to personal
communication is the inability to listen
intelligently, understandingly, and skillfully
to another person.
- Carl Rogers (Psychologist)
3
LACK OF SENDING AND RECEIVING DIRECTIONS
4
Communication
A process by which information
and understanding are transferred
between a sender and a receiver
5
Communication Goals
To change behavior
To get and give
Information
To persuade
To get action
To ensure understanding
Source: CGAP Direct
6
. 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
7
Barriers to communication
Noise
Inappropriate medium
Assumptions/Misconceptions
Emotions
Language differences
Cultural differences
Poor listening skills
Use of jargon
Distractions
8
. 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
9
. 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.
10
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.
11
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.
12
Open Communication
• Asking questions
– Leader-centered
– Follower-centered
• Listening
– Engaged listening
13
. 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
14
. 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
15
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.
16
. 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
17
Communication Champion
•
•
•
•
Establish credibility
Build goals on common ground
Make your position compelling to others
Connect emotionally
18
Communication Champion
•
•
•
•
Establish credibility
Build goals on common ground
Make your position compelling to others
Connect emotionally
19
Communication Apprehension
• An individual’s level of fear or anxiety
associated with either real or anticipated
communication with another person or
persons.
20
Forms of Communications
21
. 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
22
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
23
. 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.
24
. 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.
25
Do you use the correct channel ?
• http://www.youtube.com/watch?v=EoMkJ8
7uMBU
26
Communication
Across Continents
Informal Communication
• Leaders are watched (nonverbal
communication)
– Appearance
– Behavior
– Actions
– Attitudes
• Selection of communication channel
• Management by Walking Around
28
Non-Verbal Communication
• http://www.youtube.com/watch?v=P5EnO
oI-ePc&feature=related
29
Nonverbal Behaviors
•
•
•
•
•
•
Eye Contact
Facial Expressions
Gestures
Posture and Body Orientation
Proximity
Vocal (other than words)
30
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
31
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
33
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
34
Question #4
• ___ A. When I have a negative opinion
or comment, I just say it
•
___ 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
35
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
36
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
37
Benefits of Good Communication
Quicker problem solving
Better decision making
Steady work flow
Strong business relations
Better professional image
38