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Weeks on using the Neutral ‘no’. Don’t be overly harsh Know your triggers Practice. Communicating in virtual teams. Communicating in a Virtual Team: The Big Picture. Establish a Communications Framework Consider visuals Clarify Clear Roles Build a Decision-Making Process.
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Weeks on using the Neutral ‘no’.... • Don’t be overly harsh • Know your triggers • Practice
Communicating in a Virtual Team:The Big Picture • Establish a Communications Framework • Consider visuals • Clarify Clear Roles • Build a Decision-Making Process.
Communicating in a Virtual Team:Swapping Words • ‘Go around the room’ regularly. • Ask for emotional clarification. • Allow time for different personal tempos • Spell out your intentions.
Larry EllisonCEO & Director, OraclePlaying the Anti Geek Best Communication Asset: Looking like a leader Tip:Pay attention to what you wear
Lying Clues • Gesture less with your hands • Talk in a higher pitched voice • Take a longer time than normal to answer questions
Richard Branson:Chairman, Virgin GroupLavisher of Praise Best Communication Asset: Generosity with PraiseTip:Lavish appropriate praise on staff & clients
Identity:1. Who somebody is or what something is2. The set of characteristics that somebody recognizes as belonging uniquely to himself or herself and constituting his or her individual personality for life.
‘I’ve grown certain that the root of all fear is that we’ve been forced to deny who we are.’ Frances Moore Lappe
Communications Challenge • Ms. Max, a manager of 50 employees, is sent to you - Director of Leadership Development - by her boss. You are to be her management mentor or coach. Previously, she was a highly successful, cooperative senior chemist.
All is not well... • Ms. Max has headed the department now for just over a year and her people are unhappy. They are fighting more than ever, replicating each other’s work in some areas, missing deadlines. Senior Management is starting to take notice.
Public Denial.... • Proud, introverted, task-focused, used to a history of achievement, Ms. Max hasn’t discussed these team issues at all with her boss. When he’s approached her about what is going wrong, she’ll only say that the team is getting better and she is on top of it.
Private Angst... • Whenever the boss questions her leadership skills, she gets defensive and points to her history of achievement. What the boss doesn’t see is her utter panic & sleepless nights when she goes home. Now, as a mentor, her boss has asked you to help change her management style.
Your Turn • When you ask Ms. Max about her management style, she says emphatically: ‘it’s not my management style. It’s the team. It’s weak. We have the most trouble-makers in the organization. I don’t need to change; they do.’
No time to waste... • The clock is ticking. The Boss who referred Ms. Max wants to see a change in her managerial style. It’s clear that if she can’t change, she’ll have to be demoted and - given her personality - she’ll likely quit. Nobody wants this....
Your Change Action Plan... What is the Desired Change Here?
To what extent is the behaviour in question correlated with this person’s identity?
Change Assets Which resources, people, strengths can you access in order to ease the flow of change?
Change Hurdles What are the most powerful things working against you as you try to institute change?
Action..Person 1 = Division DirectorPerson 2 = Chris Blott, Line ManagerPerson 3 = The Wise Observer.Chris’ employees find him rude and dismissive. Clients love Chris, though, and he makes a lot of money for the company. The Division Director needs to help Chris change the way he or she treats employees.
Restrictive Framing happens when... • you picture relevant events before meeting • decide which information to discuss • define a solution before talking • become frozen in your response
Open Framing • Here, you are considering alternate explanations before jumping to conclusions.
People will be more willing to accept feedback from you if: • they think you are reliable and have good intentions towards them • you have collected relevant information • you pay attention to their input
People will be more willing to accept feedback from you if... • you apply consistent standards when delivering criticism • you support them despite disagreements • you respect them
1. In guiding others through change,start with yourself. • Manage your own Expectations. • Avoid the Self-Fulfilling Prophecy.
2. Analyze your Differences. How might these flavour your interaction?
Then move to Them..... 5. Start with Self-Affirmation
7. See if there is anything you, as a leader, are doing to cause their unwanted behaviour.
8. Look for Situational Variables that may be aggravating the behaviour.
9. Remember Talk is Cheap and Behavioural Dictates are short-lived.
Check the Attitude-Behaviour Link 10. Is the behaviour you are trying to help them change a reflection of their True Attitudes or is there a disconnect between how they are intending to behave and how they are actually behaving?
Attitude-Behaviour Link... True Attitude? Tap into Cognitive Dissonance
Cognitive Dissonance Feelings of tension that arise when we experience inconsistencies between our thoughts, attitudes and behaviours. This leads us to feel pressure (dissonance) which encourages us to take actions to restore consistency by, for instance, changing one of our attitudes.
Attitude-Behaviour Link.. • Disconnect between Intentions & Actions?Focus on Self Awareness. • Video & role-play are 2 options. Can you get 360 feedback?
11. Focus on 1 Behaviour @ a time. Model the desired behaviour then have them try it.
Your Top 3 Communication Strengths • What are they? • How do they help you as a leader? • What is 1 concrete action you can take to better tap into these communication strengths &, in so doing, become a stronger leader?
