Professional Development Tool Box: Communication & Messaging

Jacqueline Coleman, M.Ed, MSM

February 28, 2012

Learning Objectives

MLP Participants will:– Learn the interdependent components of the Leadership

Paradigm– Identify the various skills utilized in effective communication– Recognize the various types of communication styles– Discuss enhancers and barriers to effective communication and

strategies to overcome barriers– Identify the distinction between communication and dialogue and

elements of crucial conversations– Understand the process of effective meeting facilitation

F ocus on S trengthsDevote 70%

on StrengthsWork in Your S trengths

F ocus on New thingsDevote 25%

on New ThingsWork on Your P riorities

F ocus on WeaknessDevote 5%

on A reas of WeaknessWork w / Your C ontemporar ies

P ROF E S S IO NA L DE V E L O P ME NTL evel 1

Work on Yourself

Professional Development

Communications 101

Overview

Communication– Styles– Types

Effective Communication– Skills

The Art of Dialogue Presentation Anxiety & Strategies to Overcome PowerPoint

Communication

To convey a message to someone else clearly and in a manner that everyone involved understands the same information.– Non-Verbal

Written Body language

– Verbal

Communication Styles

Guardians– Servers and protectors, cornerstones of society

Idealists– Concerned with personal growth, passionate

Rationals– Problem solvers

Artisans– Spontaneous, adaptable and competitive

Non-Verbal Communication

Written– Email– In-person

Body Language Eye Contact

Effective Communication

What examples of non-verbal communication have you experienced that significantly impacted the presentation?– What was the impact?

What are the enhancers or promoters to effective communication that you have experienced?

What are the barriers to effective communication that you have experienced?

Your Experiences with Communications Brainstorm

What are the enhancers or promoters to effective communication?

What are the barriers to effective communication?

Traits of Effective Communicators

Patient Knowledgeable Speaks Clearly Observant Prepared Flexible Aware of body language Non-judgmental

Communication Skills

Use of humor Active-listening Eye Contact Questioning Tone Pace

Learning How to Hold Crucial Conversations

Crucial Conversations

Four principles of turning ideas into action:– Master the content– Master the skills– Enhance your motive– Watch for cues

[Source: Patterson, 2002]

Style Under Stress Test

STYLE UNDER STRESS

This 33-question assessment allows you to see how you respond in crucial conversations in a specific relationship. The results indicate your natural tendencies to move toward silence or violence as well as the dialogue skills or tools you use well or need improvement in.

http://www.vitalsmarts.com/styleunderstress.aspx

Crucial Tip

Work on Me First

– "There's only one corner of the universe you can be certain of improving, and that's your own self.“

- Aldous Huxley

– A focus only on improving your own responses and reactions, will allow you to have the power to improve both your results and your relationships.

Making Effective Presentations

Presentation Anxiety

When you present or think of presenting, what makes you anxious?

Strategies to Overcome Anxiety

Master the four key elements of presenting– Audience– Content– Process/Delivery– Environment

10 Points to Consider

1. Once you have written your text, cut, cut, cut

2. Group similar ideas together and organize into thematic groupings

3. Make sure audience departs more informed

4. Involve audience in presentation where possible

5. For every hour of presentation, prep for 10 hours

10 Points to Consider

6. Research the audience

7. Test the microphone and other technology ahead of presentation

8. Open effectively, close memorably

9. Prepare yourself – think positively; believe in yourself

10.Visualize success

Audience

Who Expectations Agenda Welcome

Content

Prepare, Prepare, Prepare Select Key Points Be Clear Be Concise Use examples

Process/Delivery

Practice Follow a natural sequence Think through possible questions Anticipate Murphy’s arrival Manage the silence

Environment

Check out the space in advance Arrive early Ensure equipment is working Dress appropriately

Additional Tips

Practice relaxation techniques Smile Make eye contact Use excess energy…move

Preparing your Visual Aids

According to researchers, people retain:– 20% of what they hear– 30% of what they see– 50% of what they hear and see and;– 90% of what they see, hear, say and do

Use of PowerPoint

Strengths– Provides framework– Makes visual connection– Guides the presenter

PowerPoint Basics

Less is more Use contrasting colors Use phrases not complete sentences Use large font Proof your slides

No-No’s

Distracting animation Sound effects Too much text Too many photos, etc All CAPITAL LETTERS!

Summary

Recognize the various styles of communication

Identify skills used in effective communication

Overcome anxiety through preparation Keep your presentation simple

Quiz on Presentation Effectiveness

Issue Strategy To Address

1.Small audience

2. Large audience

3. Bored audience

4. Equipment failure

5. Meeting delayed/Limited time

6. Dealing with Q/A session

7. Other

8. Other

The Art of Facilitation

What is Facilitation?

The art and science of managing meetings and group processes, facilitation involves guiding meetings and groups while using a specific set of skills and tools.

Facilitation

An effective facilitator smooths the way for group members to:– Brainstorm options– Identify viable solutions– Develop and implement action plans

The Skills

Making everyone feel comfortable and valued

Encouraging participation

Preventing and managing conflict

Guiding the group Ensuring quality

decisions Ensuring outcome-

based meetings Listening and observing

Facilitator’s Main Task

Keep the group on task Assess the group’s concentration and engagement Clarify confusing discussions Provide feedback to the group Enforce group rules

The Art of Dialogue

What is Dialogue ?

– di-a-logue or di-a-log (n) The free flow of meaning between two or more

people.

A Model of Dialogue

[Source: Patterson, 2002]

Crucial Conversation Tip

"If an issue is so serious that we find ourselves acting it out instead of talking it out, we need to hold the conversation with the person in question."

- Al Switzler, coauthor of Crucial Conversations

How Does it Work?

Fill the pool of shared meaning Start with heart

– Work on you first – you’re the only person you can control Focus on what you really want

– Ask: what does my behavior tell me about what my motives are?

– What do I really want for myself?– For others?– For the relationship?

[Source: Patterson, 2002]

How Does it Work?

Open yourself to change Search for the elusive And

– Avoid the Sucker’s choice– Watch to see if you are making yourself choose

between peace and honesty, winning and losing, right or wrong

– Break free and search for And– Clarify what you don’t want, add to what you want and

ask your brain to search for healthy options

Professional Development

Tools & Resources

My Development Plan-Grid For Success

Context Professional Personal

Strengths

New Things

Areas of Development

Organizational Quiz

Making meaningful change to improve products, processes or organizational effectiveness

Results in improved services to clients and stakeholders

How well a process or measure addresses its intended purpose

Organization’s greatest areas of expertise

Desired future state of your organization

Accumulated intellectual resources of your organization

Consistency of plans, processes, information, actions, results to support organization-wide goals

1. Knowledge Assets

2. Effective

3. Core competencies

4. High performance work

5. Alignment

6. Innovation

7. Vision

The 7 Habits of Highly Effective Managers

1) Know your limits

2) Listen first before speaking

3) Ask ‘Why?’ not ‘What?’

4) Be decisive

5) Be responsive

6) Communicate frequently

7) Manage passion

Competency Best Practices

Communication (effectively express to and receive information from individuals and diverse groups)

Conflict management (communicating performance feedback in a timely and effective manner, using resistance, and receiving criticism)

Competency Best Practices

Coaching (developing clear individual goals and implementation plans for team members, developing trust, and supporting, motivating and reinforcing individual performance in support of their own and organizational goals)

Competency Best Practices

Focus (establishing a clear vision, values, and mission to drive and sustain a customer-centered, strategic change)

Team development (establishing team processes that support diverse professionals to work together for the joint mission)

[Source: Change Central, 2001]

Leadership Empowerment Rules

Rule # 1 – Do one or two things well and avoid the rest.– The first 90 percent of a project takes 90 per cent of

the time. The last 10 percent takes the other 90 percent of the time. -Anonymous

Rule # 2 – Avoid straightjacket thinking.– No one is less ready for tomorrow than the person

who holds the most rigid beliefs about what tomorrow will contain. -Watts Wacker, The Visionary’s Handbook

Leadership Empowerment Rules

Rule # 3 – It is easy to forget that you are supposed to be an innovative, creative, cutting-edge sort of manager.– Consider how you would view the job, dept. and team

if you were a stranger Rule # 4 – Every job is a self-portrait of the person

who does it. Autograph your work with excellence. Rule #5 – Train them to bring you solutions, not just

problems.

Leadership Empowerment Rules

Rule #5 – Train them to bring you solutions, not just problems

Rule #6 – Create a good atmosphere Rule # 7 – Hold effective meetings – no, really

effective– Meetings have 4 purposes:

To create and fuse a team To impart information To brainstorm ideas [and make decisions] To collect information [and make decisions]

Leadership Paradigm

References

Patterson, K., Grenny, J.; McMillan, R.; & Switzler, A. [2002]. Crucial conversations: tools for talking when stakes are high. New York, NY: McGraw Hill.

Templar, R. [2005]. The rules of management. London: Pearson Education Limited.