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Leadership Communication

Leadership Communication. Communication. What is involved in communication?

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Leadership Communication

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  1. Leadership Communication

  2. Communication • What is involved in communication? • “Leaders communicate to share the vision with others, inspire and motivate them to strive toward the vision, and build the values and trust that enable effective working relationships and goal accomplishment.” (Daft, 2008, p. 259)

  3. Technological Concerns • Technology in communication: • Good & Bad? • Missing… • Affect outcomes? • People as ‘whole’ people? • Personal? • Quality of communication? • Lazy communication?

  4. Feedback Concerns • As followers we like to give feedback so why when we are leaders do we no longer want to hear feedback? • Why don’t coaches ask for feedback? • Feedback from assistants? • Top-down paradigms vs. inverted paradigms.

  5. Communication Process • Encoding & Decoding • Individual differences • Knowledge. • Values. • Attitudes. • Background. • Goal: Transfer information WITH shared meaning.

  6. Communication Types • Management Communication: directing the traffic of communication. Collecting pieces of the puzzle and determining who gets to see which pieces at which time. • Leadership Communication: using the ‘whole’ person approach and ensuring everyone can see the vision (the picture on the box of the puzzle) while striving to promote upward communication links. High use of purpose, ultimate vision and stories / metaphors.

  7. CommunicationChampion 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

  8. Open Climate • Sharing all types of communication across job descriptions (horizontal) and hierarchies (vertical). • Surveys show employees want good and bad information. Why don’t we, as leaders, give open and honest information? • Ownership in the text is akin to autonomy as we discussed in Motivation & Empowerment.

  9. 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. 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. 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.

  10. Asking Questions • Conditioned to have right answers and only give right answers. • Problems need answers… leaders must have and provide the right answer. • Think of school… • Ripple effect of a leader asking questions is…? • Leader centered vs. follower-centered. • Think about categories of leadership…

  11. Listening • Most folks are thinking of what to say next while they should be listening to what is actually being said. • Average retention rates of auditory information is around 25%. • Can listening be draining?

  12. Ex. 9.4 Ten Keys to Effective Listening

  13. Ex. 9.4(contd.)

  14. Discernment • Utilizing nonverbal and situational cues not verbalized during communication. • We are taught to be PC and speak words that are less likely to offend. Most of us aren’t taught how to behave while we are speaking. • Remember only 25% of our words are retained! • People watching… full time and not as a boredom quelling activity.

  15. Dialogue • Finding that shared meaning in the message and building upon that base layer by layer with a lack of right vs. wrong and judgments. • Discussions are taught and encouraged. • Debates, position statements, right vs. wrong. • Sports are huge for this. Sometimes called ‘bar room debates’. • Best 3rd baseman of all-time is…?

  16. Dialogue vs. Discussion 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. Communicate like a Champion: • Establish credibility: knowledge, expertise, relationships, track-record and demonstrating a ‘we’ mentality. • Build goals on common ground: show folks how what they do impacts the overall picture and that the overall picture benefits them. • Make your position compelling to others: use emotion to your advantage through symbols, metaphors and stories. • Connect emotionally: EQ and adapt to the situation to ensure followers are ready to listen.

  18. 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

  19. Channel Richness • The ability to handle multiple cues simultaneously. • The ability to facilitate rapid, two-way feedback. • The ability to establish a personal focus for the communication.

  20. Stories & Metaphors • The goal is to further emphasize the emotional connection. • Must consider the communication process still. • Information must be congruent with listeners abilities, knowledge base and/or experiences. • Select stories carefully as listeners only remember 25% anyway and the story is more likely to be in that 25% than the remainder of your verbalized information.

  21. Informal Communication • Part is the nonverbal communication (weighted higher than verbal) and the goal as the leader is to have our verbal and nonverbal match to enhance our credibility and further emotional connections. • Part is the setting. Informal conversations can dramatically influence the openness of an environment and the transfer of information. • Think school…

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