Transcript Creating a Strategic Internal Communications Program

Leadership Communication, 4th edition by Deborah J. Barrett
Emotional Intelligence and
Interpersonal Skills for Leaders
Lectures Based on
Leadership Communication, 4th edition
By Deborah J. Barrett, Ph.D.
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Leadership Communication, 4th edition by Deborah J. Barrett
Discussion Topics
 Understanding emotional intelligence (EI)
 Appreciating personality differences
 Improving non-verbal communication skills
 Increasing listening ability
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Leadership Communication, 4th edition by Deborah J. Barrett
Defining Interpersonal Skills and
Emotional Intelligence
 Interpersonal skills are displayed and judged by
how well we interact with others both verbally
and non-verbally
 The ability to interact effectively depends on
emotional intelligence (EI), which is our ability
to identify and manage emotions in ourselves
and in others
 The relationship of EI to interpersonal skills
resembles that of IQ to the ability to
demonstrate problem solving acumen
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Leadership Communication, 4th edition by Deborah J. Barrett
EI Includes Understanding the
Self and Others
 Be aware of, understand, and express yourself
 Be aware of, understand, and relate to others
 Deal with strong emotions and control impulses
 Adapt to change and solve problems of a
personal or a social nature
Emotional Intelligence is the ability to identify and
manage emotions in ourselves and in others.
Source: R. Bar-On and J.D.A. Parker, eds. 2000. Handbook of Emotional
Intelligence. San Francisco: Jossey-Bass.
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Leadership Communication, 4th edition by Deborah J. Barrett
Discussion Topics
 Understanding emotional intelligence (EI)
 Appreciating personality differences
 Improving non-verbal communication skills
 Increasing listening ability
8-5
Leadership Communication, 4th edition by Deborah J. Barrett
Appreciating Personality Differences
Assists in Establishing EI
 Knowing your personality type and that of
others contributes to the EI needed to lead
others and contributes to better team
dynamics, personal development, and
conflict management
 The most frequently used personality profile
in business is the Myers-Briggs Type
Indicator (MBTI ®):
 Psychological profile based on Jungian
psychology and the analysis of preferences
 8 dichotomies in 16 combinations
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Leadership Communication, 4th edition by Deborah J. Barrett
The MBTI® Dichotomies
How we are
energized
How we interpret
the world
How we make
decisions
How we
approach life
and work
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Leadership Communication, 4th edition by Deborah J. Barrett
Extraverts vs. Introverts
(How we are energized)


 Breadth

 Interaction
 External Events 
 External
 Expressive






Gregarious

Blurt it out

People, things 
Speak to Think 
Do-think-do

Internal
Depth
Concentration
Internal
Reactions
Contained
Reflective
Keep it in
Thoughts, ideas
Think to Speak
Think-to-do
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Leadership Communication, 4th edition by Deborah J. Barrett
Sensing vs. iNtuiting
(How we interpret the world)
 The Five









senses
What is real
Present
Tangible
Using
established
skills
Utility
Step by step
Actual
Facts
Practical











The 6th sense
What could be
Novelty
Future
Conceptual
Insights
Theoretical
Fantasy
Ingenuity
General
Leaps about
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Leadership Communication, 4th edition by Deborah J. Barrett
Thinking vs. Feeling
(How we make decisions)
 Head
 Heart
 Logical
 Subjective








system
Objective
Reason
Laws
Firm but fair
Just
Clarity
Critique
Detached
 Mercy
 Empathy
 Compassionate
 Circumstances
 Humane
 Harmony
 Appreciate
 Involved
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Leadership Communication, 4th edition by Deborah J. Barrett
Judging vs. Perceiving
(How we approach life and work)
 Control
 Flow
 Run one’s life
 Adapts
 Set goals
 Let life happen
 Decisive
 Wait & See
 Resolved
 Flexible
 Organized
 Scattered
 Structured
 Open
 Definite
 Tentative
 Scheduled
 Spontaneous
 Product focus
 Process focus
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Leadership Communication, 4th edition by Deborah J. Barrett
Discussion Topics
 Understanding emotional intelligence (EI)
 Appreciating personality differences
 Improving non-verbal communication skills
 Increasing listening ability
8-12
Leadership Communication, 4th edition by Deborah J. Barrett
Types of Non-Verbal Communication
Non-verbal communication includes the following:
1. Appearance – looks, dress, grooming
2. Paralanguage – vocal cues that accompany speech, such
as volume, pitch, and rate
3. Kinesics – body movements, such as gestures, posture,
head movement
4. Occulesics – eye movement, such as eye contact or
looking away
5. Proxemics – where you stand in relationship to others
6. Facial expressions – smiles, frowns, sneers
7. Olfactics – smells
8. Chronomics – the way time is used
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Leadership Communication, 4th edition by Deborah J. Barrett
Body Language Affects Trust
 Communication is 60 to 80% body language,
including 35% voice
 Words and body language need to be
consistent to build trust and relationships
 For some cultures, body language is more
important than in others, but in all, it can help
or hurt communication
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Leadership Communication, 4th edition by Deborah J. Barrett
Be Aware of Non-Verbals that Hurt Ethos
1. Smiling too often or when not appropriate or
not smiling at all
2. Using gestures not consistent with message
3. Standing or sitting small or crouching
4. Sitting back from the table
5. Tilting your head, raising your eyebrows
6. Not maintaining eye contact or maintaining it
too aggressively
7. Placing your computer or bag on the table
8. Not touching web to web in a handshake
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Leadership Communication, 4th edition by Deborah J. Barrett
Discussion Topics
 Understanding emotional intelligence (EI)
 Appreciating personality differences
 Improving non-verbal communication skills
 Increasing listening ability
8-16
Leadership Communication, 4th edition by Deborah J. Barrett
Levels of Listening
Level 2 – “Hearing
words, but not
really listening”
Level 3 –
“Listening
in spurts”
Level 1 –
“Emphatic
listening”
Source: Madelyn Burley-Allen. Listening: The Forgotten Skill.
17
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Leadership Communication, 4th edition by Deborah J. Barrett
Five Tips for Empathic Listening
1. Provide undivided attention. Avoid “multi-tasking” or
“rapid refocus.”
2. Be non-judgmental. Don’t minimize or trivialize the
speakers’ issues.
3. Read the speaker. Observe emotions behind words. Is
the speaker angry, afraid, frustrated, or resentful.
Respond to emotions as well as words.
4. Be Quiet. Don’t feel you must have an immediate reply.
Often if you allow for some quiet after the speaker has
vented, he or she will break the silence and offer a
solution.
5. Test your understanding. Ask clarifying questions and
restate what you perceive the speaker to be saying.
Source: http://www.lifehack.org/articles/communication/5-tips-for-empathetic8-18
listening.html
Leadership Communication, 4th edition by Deborah J. Barrett
Approaches to Indicating Listening
Approach
Non-verbal attending
Verbal attending
Action
 Eye contact
 Body language
 Use of silence
 Minimal encouragers
Asking questions
 Open questions: how?
what? could? would?
 Closed questions: is?
are? do? did?
 Why questions: open
and closed
Source: Adapted from Interactive Skills Program, Dalva Hedlund and L. Bryn
Freedman, Cornell University Cooperative Extension Service. Retrieved from
www.thenearestshore.org/ReflectiveListening/Active%20Listening.DOCNovember
2006.
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Leadership Communication, 4th edition by Deborah J. Barrett
Approaches to Indicating Listening (continued)
Approach
Focusing
Action
 Determine if it is speaker, topic,
other person, listener



Summarizing 
Reflecting
Reinforce and support the speaker
Clarify meaning of communications
Reflect factual or feeling content
Recapitulate for easier remembering
Show relationship of main points
 Go to beginning of discussion
 Summarize in mid-discussion
 Draw together main points at end
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Leadership Communication, 4th edition by Deborah J. Barrett
Discussion Summary
 Transformational leaders understand and
demonstrate emotional intelligence
 Understanding personality differences
enhances a leader’s ability to lead and
work with others
 Effective leadership
communication requires
non-verbal skills
listening ability
strong
and
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