Risk Communications: When Trust Is Low And Emotions Are High

1

Risky Communications

When Trust Is Low

& Emotions High

Name 3 traits of great

bosses & leaders. Put each

trait on a different sticky

note & post on wall.

12

Your Turn

Name traits of great

bosses/leaders

What observations

can you make?

Listener, friendly,

empathetic, leader

authentic, visionary,

communicator

3 Domains of Competency:

IQ, Technical & EQ

CHART:

The number of times

individuals who became

president or CEO displayed

EQ competencies,

compared with those who

were passed over.

EQ Competencies Frequency Shown

Self-control 7X


Self-control 7X

Empathy 3X


Self-control 7X

Empathy 3X

Teamwork 2.5X


Self-control 7X

Empathy 3X

Teamwork 2.5X

Self-confidence 2X


Self-control 7X

Empathy 3X

Teamwork 2.5X

Self-confidence 2X

Achievement

Orientation 2X

Cognitive Competencies

Frequency Shown

Analytical

Thinking 1.2X

Conceptual

Thinking 1.5X

Emotional Intelligence:

an ability or

capacity to

perceive, assess

and manage the

emotions of one's

self and of others

Emotional Intelligence:

Emotional

Quotient (EQ)

Leadership

Rests on 3 Core EQ

Competencies

Personal Leadership

EQ

Self-awareness

Personal Leadership

EQ

Self-awareness

Emotional Management

Personal Leadership

EQ

Self-awareness

Emotional Management

Emotional Connection

Personal Leadership

Our emotions have

the potential to get

in the way of our

most important

business and

personal

relationships.

A lack of

EQ is the

main

reason

promising

careers

derail.

A high critical level

of EQ is #1 reason

successful leaders

outperform the

average ones.

Nearly one-third of current

managers & executives are

severely lacking in EQ

management abilities.

(HRFocus)

Close your eyes & imagine

36

Your Turn

Fight

Flight

Our minds are hard-wired essentially as they

were in the Stone Age as we cope with the

world & its threats just as our ancestors did.

1. Can I eat it?

2. Will it eat me?

3. Can I mate

with it?

Fighting

Feeding

Fleeing

Reproductive behavior

Because of the furious pace of change in

business today, difficult to manage

relationships sabotage more business

than anything else - it is not a question

of strategy that gets us into trouble;

it is a question of emotions.

John Kotter, Harvard Business School

People who feel stress, threatened or put at risk

beyond their control,

People who feel stress, threatened or put at risk

beyond their control, lose up to 80% of their

ability to process information.

The remaining 20% is dedicated to personal

issues.

We react to perceived threats rather than reality.

Our level of stress during change is

proportional to our level of perceived threat.

In the article you read,

Communicating

Organizational Change,

what stuck with you, the most?

51

Your Turn

In the article you read,

Communicating

Organizational Change,

what stuck with you, the most?

52

Your Turn

What is a risk? Define risk.

53

Your Turn

Risk: possibility of suffering injury, harm

Experts: risk = risk assessment

Non-experts: risk = risk assessment +

factors of fear, outrage and loss

Our perception is reality, regardless

of the facts.

3 Key Messages For Communication

P = R


P = R

Perceptions = Reality

Information perceived as real has

real consequences.


real consequences.

Message received is message sent.


real consequences.

Message received is message sent.

Perceptions form quickly; beliefs

more slowly

Page Tips

Once formed, a

belief is very

difficult or

impossible to

change.

Hit Theory Of Belief Formation

Page Tips

Four

unanswered

credible hits =

belief.


Page Tips

Less than four

hits = opinion.


Page Tips

A hit from one

side can be

negated by a hit

from the other

side.


Page Tips

After first

significant hit,

48 hrs of active

information

search.


Perceptions, not reality, determine

the direction and intensity of one’s

reactions and behaviors.

Organizations should learn to

manage the perceptions they give.

Perceptions not reality determine the

direction and intensity of one’s

reactions and behaviors.

How does

Perceptions = Reality

impact your member messaging

when dealing with change?

70

Your Turn


P = R

G = T + C


G = T + C

Goal = Trust + Credibility

Goal is to produce informed stakeholders

that are involved, interested, reasonable,

thoughtful and solution oriented.

Goal is to enable two-way conversation

based on trust and open exchange of

dialogue.

Means organizations should learn to


Grounded on knowledge & understanding

of stakeholders’ perceptions.





Credibility is difficult to build and can be lost

quickly. Once lost, the most it can be

regained is 80%.





Credibility is difficult to build and can be lost

quickly. Once lost, the most it can be

regained is 80%.

Most important factor of credibility – can

source be trusted? If not, perception or risk

increases 2,000 times.

78

4 Primary Factors Impacting Trust &

Credibility

1. Caring/Empathy

79


Credibility

1. Caring/Empathy

30 seconds

80


Credibility

1. Caring/Empathy

30 seconds

Listening

81


Credibility

1. Caring/Empathy

30 seconds

Direct, face to face

Listening

82


Credibility

1. Caring/Empathy

30 seconds

Direct, face to face

Listening

Electronic can fail

83


Credibility

1. Caring/Empathy

2. Competence/Expertise

84


Credibility

1. Caring/Empathy


3. Honesty/Openness

85


Credibility

1. Caring/Empathy


3. Honesty/Openness

4. Dedication/Commitment

86


Credibility

87


Credibility

Caring/Empathy - 50%

88


Credibility


Competence

& Expertise

15%-

20%

89


Credibility


Competence

& Expertise

Honesty &

Openness

15%-

20%

15%-

20%

90


Credibility


Competence

& Expertise

Honesty &

Openness

Commitment

& Dedication

15%-

20%

15%-

20% 15%-

20%

Non-verbal communication

50%-75% of message content


when trust low & concerns high




Is intensely noticed





Is interpreted negatively





Is interpreted negatively

Overrides verbal communication

Answering difficult questions

1. Express empathy or concern



Males - 25% of answer




Females - 10% of answer




Females - 10% of answer

Enhanced by personal story



2. Provide facts



2. Provide facts

2a. Start with conclusion



2. Provide facts


Be positive, address underlying issue



2. Provide facts


Be positive, address underlying issue


12-15 word soundbite


2. Provide facts


2b. Provide two facts



2. Provide facts




1 involves 3rd party endorsement


2. Provide facts




1 involves 3rd party endorsement

Includes a story


2. Provide facts




2c. Repeat the conclusion


2. Provide facts




2c. Repeat the conclusion

Same as first conclusion


2. Provide facts

3. Describe future action



2. Provide facts


3a. Describe commitment to improve



2. Provide facts


3a. Describe commitment to improve


3b. How to get more info


2. Provide facts



Membership is upset that you’ve

changed requirements for

membership. How will you

address their concern?

114

Your Turn - A

We have no say in who gets

elected to the Board Of

Directors. It’s a scam and we

don’t get any vote!

115

Your Turn - B

The Executive Director just said

we have to cut our budgets by

30% or let people go! She/He

doesn’t care about my needs.

116

Your Turn - C


P = R

G = T + C

C = S


C = S

Communication = Skill


P = R

G = T + C

C = S

What Is Conflict? Why do

organizations have conflict?

120

Your Turn

C = S

Communication = Skill

Conflict is an emotional response to

differences of opinion.

Happens when 1, 2, or more, people are not

getting their needs, wants or expectations met.

Usually occurs when someone wants change to

happen.

Assumptions about conflict.


Not about right or wrong.


Not about right or wrong.

Conflicts & disagreements develop. It’s how

we understand, resolve and learn from

them that is important.


Some can be minimized.


Some can be minimized.

Using risk communication can prevent

conflicts from ballooning into unnecessary

and less manageable sizes.


There are many ways to resolve conflict.


There are many ways to resolve conflict.

A conflict’s resolution does not have to

result in a winner and a loser.

When is conflict constructive?

131

Your Turn

Conflict is constructive when it:

Clears up important issues.



Results in the solution to problems.




Increases a person’s involvement in issues.





Results in open communication.





Results in open communication.

Serves as a release to anxiety & stress.


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Risk Communications: When Trust Is Low And Emotions Are High

Business

Transcript of Risk Communications: When Trust Is Low And Emotions Are High