COMMUNICATE EFFECTIVELY AS A LEADER

1. COMMUNICATE EFFECTIVELY AS A LEADER

2. REFERENCE • FM 22-100 ARMY LEADERSHIP • 158-F-0010 WRITE IN THE ARMY STYLE • 158-G-0020 CONDUCT A MILITARY BRIEFING • 158-D-1140 COMMUNICATE EFFECTIVELY IN A GIVEN SITUATION

3. PURPOSE It is important as an military leader to keep soldiers informed and ensure that they understand what they are to do, under what conditions, and how. Your communication skills are critical to your success as a leader and the welfare of your soldiers.

4. OUTLINE • Analysis of robbery exercise • Johari window research • Analysis of soldier in Johari Window Research • Determine how leadership style affects communication

5. PRACTICAL EXERCISE • Why did the group members have different responses to the exercise statements? What caused these differences? • Many people don’t perform very well on this exercise. Why?

6. QUESTIONS?

7. QUESTIONS? • In your own words, how does incomplete information interfere with the communication process? Some of the information is filled in by the receiver based on his/her personal experience.

8. QUESTIONS? • How can you, as a leader, ensure that your communication efforts are complete? Make sure that you include all of the needed information.

9. QUESTIONS? • What was the most important point covered in this material we just covered? Responses will vary.

10. JOHARI WINDOW RESEARCH

11. JOHARI WINDOW RESEARCH Interpersonal communications is the term often used to describe how communication flows. When we communicate, the communication takes place on a person-to person level regardless of whether the setting is individual or group. How well the leader communicates his/her message depends to a large degree on how well he/she relates to two important components of the communication process-the sender and the receiver.

12. INTREPERSONAL COMMUNICATIONS MODEL KNOWN UNKNOWN KNOWN BY OTHERS KNOWN BLIND SPOT ARENA EXPOSURE UNKNOWN BY OTHERS UN KNOWN FACADE UNKNOWN KNOWN UNKNOWN BY SELF BY SELF

13. ARENA The area is most effective for communications. When communicating in this pane, the source and the receivers know all of the information that they need to effectively communicate. This is the region of shared information. For communication to occur in this region, all participants must share the same feelings, data, assumptions, and skills.

14. ARENA (continue) When we are communicating in the arena quadrant of the window, we are referring to behavior, feelings, and motivation known to self and to others. This pane represents willingness to question and be questioned.

15. QUESTIONS?

16. QUESTIONS • I am functioning in the arena pane. • If I am the leader of this group and • you are subordinates, what are some • examples of knowledge that we • might share? Course materials, rank, etc.

17. QUESTIONS How do you expect a leader who has a large arena to react with his/her subordinates? The individual tends to be open to others. There is an openness in both feedback and exposure. As a consequence there is less tendency for others to fill in the missing information.

18. BLIND SPOT Contains information that we do not know about ourselves. However, the group does know this information. this occurs when we communicate all kinds of information to the group of which we were not aware. This information may be in the form of verbal cues, mannerism or the way we say things.

19. QUESTIONS?

20. QUESTIONS What does this pane tell you to expect from the leader who has a large blind spot? or How would you expect the leader with a large blind spot to react with his/her subordinates?

21. ANSWER You are at a disadvantage when you interact through a large blind spot. through the way that you talk, your mannerism, or the style through which you interact with others, you provide your subordinates information about yourself that you may not know about yourself.

22. ANSWER (continue) Additionally, there is a tendency for you to lash out or criticize others believing that your behavior is open and above board. This makes you appear to be insensitive. Because of the way you come across, others are hesitant to give you feedback.

23. LARGE FACADE

24. QUESTIONS? How would a leader who operates through a large facade interact with subordinates? Then describe how subordinates would react in each situation

25. ANSWERS Interaction with subordinates: solicits feedback, but does not participate in exposure. Tends not to commit self until knows how others stand. Tends to resort to superficial conversation. Does not open up to subordinates. Reaction of subordinates: Subordinates tend to distrust the leader because they know that he/she is holding back own ideas

26. LARGE UNKNOWN

27. QUESTIONS? How would a leader who operates through a large unknown interact with subordinates? Then describe how subordinates would react in each situation.

28. ANSWERS Interaction with subordinates: The leader tends to be the observer. Tends to provide little information. Tends to be not interested in subordinates. May exhibit hostility and anxiety. Reaction of subordinates: Subordinates do not communicate with leader to lose creativity. They do not know where they stand with the leader.

29. QUESTIONS?

30. WINDOW REPRESENTING ME IN THIS CLASS

31. WINDOW REPRESENTING PLATOON SITUATION

32. QUESTIONS?

33. SUMMARY • Analysis of robbery exercise • Johari window research • Analysis of soldier in Johari Window Research • Determine how leadership style affects communication

34. QUESTIONS?

35. CONCLUSION It is important as an military leader to keep soldiers informed and ensure that they understand what they are to do, under what conditions, and how. Your communication skills are critical to your success as a leader and the welfare of your soldiers.