Understanding Effective Leadership Communication Strategies

 
 
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)
 
Technology in communication:
Good & Bad?
Missing…
Affect outcomes?
People as ‘whole’ people?
Personal?
Quality of communication?
Lazy communication?
 
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.
 
Encoding & Decoding
Individual differences
Knowledge.
Values.
Attitudes.
Background.
Goal: Transfer information WITH shared
meaning.
 
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.
 
Internal and
external
sources
 
Strategic
Conversation
Open climate
Listening
Discernment
Dialogue
 
Purpose Directed
Direct attention to
vision/values, desired
outcomes; use
persuasion
 
Methods
Use rich channels
Stories and metaphors
Informal
communication
 
Leader
 as
Communication
Champion
 
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.
 
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.
9
 
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…
 
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?
 
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.
 
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 3
rd
 baseman of all-time is…?
 
Reveal feelings
Explore assumptions
Suspend convictions
Build common
ground
 
Long-term, innovative
solutions
Unified group
Shared meaning
Transformed mind-sets
 
State positions
Advocate
convictions
Convince others
Build oppositions
 
Short-term resolution
Agreement by logic
Opposition beaten
down
Mind-sets held onto
 
Result
 
Result
 
Dialogue
 
Discussion
 
Conversation
 
Lack of understanding,
disagreement, divergent points
of view, evaluate others
 
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.
 
Low
channel
richness
 
High
channel
richness
 
Disadvantages
Impersonal
One-way
Slow feedback
 
Advantages
Provides record
Premeditated
Easily
disseminated
 
Advantages
Personal
Two-way
Fast feedback
 
Disadvantages
No record
Spontaneous
Dissemination
hard
 
Formal report
 
Memos,
letters
 
Electronic
mail, IM,
Web, intranet
 
Face-to-face
verbal
 
Telephone
 
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.
 
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.
 
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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Leaders rely on effective communication to share their vision, motivate teams, build trust, and achieve goals. This involves feedback, encoding and decoding messages, management versus leadership communication approaches, purpose-driven communication, and the importance of sharing open and honest information across all levels of an organization.


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  1. 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)

  2. Technology in communication: Good & Bad? Missing Affect outcomes? People as whole people? Personal? Quality of communication? Lazy communication?

  3. 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.

  4. Encoding & Decoding Individual differences Knowledge. Values. Attitudes. Background. Goal: Transfer information WITH shared meaning.

  5. 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.

  6. Purpose Directed Direct attention to vision/values, desired outcomes; use persuasion Leader as Strategic Conversation Open climate Listening Discernment Dialogue Communication Champion Internal and external sources Methods Use rich channels Stories and metaphors Informal communication

  7. 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.

  8. 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. 9

  9. 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

  10. 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?

  11. 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 Challenges, anticipates, summarizes; listens between lines to tone of voice Nods; shows interest, positive feedback 4. Capitalize on the fact that thought is faster than speech Tends to daydream with slow speakers 5. Be responsive Is minimally involved

  12. Keys Poor Listener Good Listener 6. Judge content, not delivery Tunes out if delivery is poor Judges content; skips over delivery errors Has preconceptions; argues Does not judge until comprehension is complete Listens to central themes 7. Hold one s fire 8. Listen for ideas Listens for facts 9. Work at listening No energy output; faked attention Works hard; exhibits active body state, eye contact Uses heavier material as exercise for the mind Resists difficult material in favor of light, recreational material 10. Exercise one s mind

  13. 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.

  14. 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 ?

  15. 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

  16. 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.

  17. 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 Advantages Provides record Premeditated Easily disseminated Disadvantages No record Spontaneous Dissemination hard Memos, letters Telephone

  18. 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.

  19. 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.

  20. 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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