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Leadership Leadership

CommunicationCommunication

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PROBLEM IN COMMUNICATIONPROBLEM IN COMMUNICATION

“The single biggest problem in communication is the illusion it has taken place.”

• George Bernard Shaw

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PROBLEM IN COMMUNICATIONPROBLEM IN COMMUNICATION

“God gave us two ears and only one mouth .”

-Cicero (Philosopher)

“The Biggest block to personal communication is the inability to listen intelligently, understandingly, and skillfully to another person.

- Carl Rogers (Psychologist)

LACK OF SENDING AND RECEIVING DIRECTIONS

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CommunicationCommunication

A process by which information and understanding are transferred between a sender and a receiver

Communication GoalsCommunication Goals

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To change behavior

To get action

To ensure understandingTo persuade

To get and giveInformation

Source: CGAP Direct

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ExEx. . 9.1 9.1 A Basic Model of the A Basic Model of the Communication ProcessCommunication Process

Leader encodes message

Receiver decodes messageChannel

Return message encoded and sent

Feedback Loop

Potential noise and distortion

Barriers to communicationBarriers to communication

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NoiseInappropriate mediumAssumptions/MisconceptionsEmotionsLanguage differencesCultural differencesPoor listening skillsUse of jargonDistractions

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ExEx. . 9.29.2 The Leader as Communication The Leader as Communication ChampionChampion

Internal and external sources

Strategic ConversationOpen climate ListeningDiscernmentDialogue

Purpose DirectedDirect attention to vision/values, desired outcomes; use persuasion

MethodsUse rich channels Stories and metaphorsInformal communication

Leader as

Communication Champion

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ExEx. . 9.3 9.3 Why Open the Communication Why Open the Communication Channels?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.

Natural Law 2:Natural Law 2:

The Climate of an Organization is aReflection of the Leader

– A leader who doesn’t embody the vision and values doesn’t have an organization that does.

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Natural Law #3Natural 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.

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Open CommunicationOpen Communication

• Asking questions– Leader-centered– Follower-centered

• Listening– Engaged listening

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ExEx. . 9.4 9.4 Ten Keys to Effective ListeningTen Keys to Effective Listening

Keys Poor Listener Good Listener

1. Listen actively Is passive, laid back Asks questions; paraphrases what is said

2. Find areas of interest Tunes out dry subjects Looks for opportunities, new learning

3. Resist distractions Is easily distracted Fights distractions; tolerates bad habits; knows how to concentrate

4. Capitalize on the fact that thought is faster than speech

Tends to daydream with slow speakers

Challenges, anticipates, summarizes; listens between lines to tone of voice

5. Be responsive Is minimally involved Nods; shows interest, positive feedback

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ExEx. . 9.49.4 (contd.)(contd.)

Keys Poor Listener Good Listener

6. Judge content, not delivery

Tunes out if delivery is poor

Judges content; skips over delivery errors

7. Hold one’s fire Has preconceptions; argues

Does not judge until comprehension is complete

8. Listen for ideas Listens for facts Listens to central themes

9. Work at listening No energy output; faked attention

Works hard; exhibits active body state, eye contact

10. Builds for long term relationship

Resists difficult material in favor of light, recreational material

Does not interrupt or try and sell ideas – uses influence

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Open CommunicationOpen 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.

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ExEx. . 9.59.5 Dialogue and Discussion: The Dialogue and Discussion: The DifferencesDifferences

Reveal feelingsExplore assumptionsSuspend convictionsBuild common ground

Long-term, innovative solutionsUnified groupShared meaningTransformed mind-sets

State positionsAdvocate convictionsConvince othersBuild oppositions

Short-term resolutionAgreement by logicOpposition beaten downMind-sets held onto

Result Result

Dialogue Discussion

Conversation

Lack of understanding, disagreement, divergent points of

view, evaluate others

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Communication ChampionCommunication Champion

• Establish credibility

• Build goals on common ground

• Make your position compelling to others

• Connect emotionally

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Communication ChampionCommunication Champion

• Establish credibility

• Build goals on common ground

• Make your position compelling to others

• Connect emotionally

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Communication ApprehensionCommunication Apprehension

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

Forms of CommunicationsForms of Communications

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ExEx. . 9.69.6 A Continuum of Channel A Continuum of Channel RichnessRichness

Low channel richness

High channel richness

DisadvantagesImpersonalOne-waySlow feedback

AdvantagesProvides recordPremeditatedEasily disseminated

AdvantagesPersonalTwo-wayFast feedback

DisadvantagesNo recordSpontaneousDissemination hard

Formal report

Memos, letters

Electronic mail, IM,

Web, intranet Face-to-face verbal

Telephone

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Effective Use of Electronic Effective Use of Electronic Communication ChannelsCommunication Channels

• Combine high-tech with high-touch

• Consider the circumstances

• Read twice before you hit the “send” button

• Know what is off limits

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ExEx. . 9.79.7 Dos and Don’ts of Electronic Dos and Don’ts of Electronic Mail Mail (abridged)(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.

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ExEx. . 9.79.7 (contd.)(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.

Do you use the correct channel ?Do you use the correct channel ?

• http://www.youtube.com/watch?v=EoMkJ87uMBU

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Communication Communication Across ContinentsAcross Continents

Communication Communication Across ContinentsAcross Continents

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Informal CommunicationInformal Communication

• Leaders are watched (nonverbal communication)– Appearance– Behavior– Actions– Attitudes

• Selection of communication channel

• Management by Walking Around

Non-Verbal CommunicationNon-Verbal Communication

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

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Nonverbal BehaviorsNonverbal Behaviors

• Eye Contact

• Facial Expressions

• Gestures

• Posture and Body Orientation

• Proximity

• Vocal (other than words)

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Stories and MetaphorsStories 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

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

Question 1

Question # 2Question # 2

• ___  A.  I make eye contact while conversing

•___  B.  I sometimes make eye contact while conversing

•___  C.  I never make eye contact while conversing

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Question #3Question #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

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Question #4Question #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

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Question 5Question 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

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Peter Northouse’s states:Peter Northouse’s states:(( Peter Guy Northouse, is Professor of Communication at Western Michigan Peter Guy Northouse, is Professor of Communication at Western Michigan

University )University )

• “ When Leaders and Followers have good exchanges, they feel better, accomplish more and the organization prospers”-Northouse

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Benefits of Good CommunicationBenefits of Good Communication

Quicker problem solvingBetter decision makingSteady work flowStrong business relationsBetter professional image

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