Leadership Communication

1. Leadership Communication

2. PROBLEM IN COMMUNICATION “The single biggest problem in communication is the illusion it has taken place.” • George Bernard Shaw

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

6. Ex. 9.1 A Basic Model of the Communication Process Potential noise and distortion Leader encodes message Receiver decodes message Channel 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. Ex. 9.2 The Leader as Communication Champion Purpose Directed Direct attention to vision/values, desired outcomes; use persuasion Leader as Communication Champion Strategic Conversation Open climate Listening Discernment Dialogue Internal and external sources Methods Use rich channels Stories and metaphors Informal communication

9. Ex. 9.3 Why Open the Communication Channels? 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. Ex. 9.4 Ten Keys to Effective Listening

14. Ex. 9.4(contd.)

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. Ex. 9.5 Dialogue and Discussion: The Differences Conversation Lack of understanding, disagreement, divergent points of view, evaluate others Dialogue Discussion Reveal feelings Explore assumptions Suspend convictions Build common ground State positions Advocate convictions Convince others Build oppositions Result Result Short-term resolution Agreement by logic Opposition beaten down Mind-sets held onto Long-term, innovative solutions Unified group Shared meaning Transformed mind-sets

17. Communication Champion • Establish credibility • Build goals on common ground • Make your position compelling to others • Connect emotionally

18. Communication Apprehension • An individual’s level of fear or anxiety associated with either real or anticipated communication with another person or persons.

19. Forms of Communications

20. Formal Communication Strategy • Who: Source/Audience • What: Content • When: Delivery & Effective Date • Where: Impacts/Contacts/Additional Information

21. Ex. 9.6 A Continuum of Channel Richness Electronic mail, IM, Web, intranet Face-to-face verbal Formal report Disadvantages Impersonal One-way Slow feedback Advantages Personal Two-way Fast feedback High channel richness Low channel richness Disadvantages No record Spontaneous Dissemination hard 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. Ex. 9.7 Dos and Don’ts of Electronic Mail (abridged) 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. Ex. 9.7(contd.) Don’t • Use e-mail to discuss something with a colleague who sits across the aisle or down the hall from you. Take the old-fashioned 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=EoMkJ87uMBU

26. Communication Across Continents

27. 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

28. Informal Communication • Leaders are watched (nonverbal communication) • Appearance • Behavior • Actions • Attitudes • Selection of communication channel • Management by Walking Around

29. Non-Verbal Communication • http://www.youtube.com/watch?v=P5EnOoI-ePc&feature=related

30. Nonverbal Behaviors • Eye Contact • Facial Expressions • Gestures • Posture and Body Orientation • Proximity • Vocal (other than words)

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

32. 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. Communicating in a Crisis • Stay calm; listen harder • Be visible • Tell the truth • Communicate the vision for the future

38. Benefits of Good Communication • Quicker problem solving • Better decision making • Steady work flow • Strong business relations • Better professional image