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The 3 C’s of Leadership: Coach Communicator Cross-cultural leader

The 3 C’s of Leadership: Coach Communicator Cross-cultural leader. Relationship / Communication. What if all of life were speaking and listening? Vincent Ferrari canceling AOL... http://www.kbcafe.com/iBLOGthere4iM/?guid=20060624080314 What went wrong?. The Leadership Pyramid™.

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The 3 C’s of Leadership: Coach Communicator Cross-cultural leader

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  1. The 3 C’s of Leadership:CoachCommunicatorCross-cultural leader

  2. Relationship / Communication • What if all of life were speaking and listening? • Vincent Ferrari canceling AOL... http://www.kbcafe.com/iBLOGthere4iM/?guid=20060624080314 • What went wrong?

  3. The Leadership Pyramid™

  4. Leadership Checklist [Handout: Self-Assessment Checklist.] • Rate yourself in each competency from 1 (worst) to 10 (best). • Your 3 strong-suits? • Your 3 top priorities for growth and development?

  5. Text and Subtext (Schulz von Thun)

  6. The Matterhorn of Masterful Listening™

  7. Phrases: It sounds as if you… In other words… Am I right in assuming that…? I’m wondering if… You seem to feel… Tell me if I’m wrong, but… I have the impression that… You seem to feel… From my standpoint… Questions: Avoid closed (yes/no) questions. Avoid alternative (either/or, this/that) questions. Ask “W” questions (who, what, when, where, why, which, how): What do you think about…? What is your assessment of…? How will this impact you? Be careful with “Why” questions – they can make people defensive. Active Listening: Phrases/Questions

  8. Responding to ontological pollution… • Come up with a constructive response to each message: • “Why don’t you ever let me finish a sentence! The next time you want to tell me something, I’ll keep interrupting you and you’ll see what it’s like.” • “Why are you asking me again if I’m sure I didn’t notice the mistake earlier? How many times do I have to apologize?” • “It’s none of my business but shouldn’t you pay more attention to your appearance?” • “You have no idea what you’re talking about. You weren’t even there. I was so I should know what happened.” • “Stop acting like a baby. That won’t help us get out of this mess.” • “You want time off? Forget about it. Who will do the work in the meantime? As if we didn’t have enough problems already.”

  9. Poor feedback • You are crude and disgusting.  Good feedback: I find your suggestive stories embarrassing. • Stop being so rude and inconsiderate.  ? • You’re trying to exclude me.  ? • You are a wonderful person.  ? • Do you enjoy putting people down?  ? • You don’t care about anyone but yourself.  ? • You ran the meeting all wrong.  ? • You never approve of my ideas.  ?

  10. Feedback: Practice • A gives feedback to B: 1. Ask for permission to give feedback: “Do you have a moment? I need to tell you something.” 2. What happened: “Every time I take inventory, you remind me of the importance of absolute precision…” 3. The consequences: “… which distracts me from what I’m doing…” 4. The feelings: “… and makes me feel patronized and not trusted.” 5. A asks B if B is willing to work out a solution together.

  11. Decoding any culture: onion model • Founders and their values? • Heroes and their values? • Villains and the values they violate? • Defining moments and the decisions they prompted? • Proverbs? • Discussion: example?

  12. Global Integrator Eight Dimensions: 1. Time 2. Space 3. Rules 4. Change 5. Status 6. Leadership 7. Credibility 8. Communication

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