Presentation on theme: "1 Chapter 9 Leadership Communication. 2 Chapter Objectives Act as a communication champion rather than just as an information processor. Use key elements."— Presentation transcript:
1 Chapter 9 Leadership Communication
2 Chapter Objectives Act as a communication champion rather than just as an information processor. Use key elements of effective listening and understand why listening is important to leadership communication. Recognize and apply the difference between dialogue and discussion. Select an appropriate communication channel for your leadership message. Use communication to influence and persuade others. Effectively communicate during times of stress or crisis.
3 Communication A process by which information and understanding are transferred between a sender and a receiver
4 Ex. 9.1 A Basic Model of the Communication Process Leader encodes message Receiver decodes message Channel Return message encoded and sent Feedback Loop Potential noise and distortion
5 Ex. 9.2 The Leader as Communication Champion 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
6 Ex. 9.3 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 doesnt embody the vision and values doesnt have an organization that does. Natural Law 3: You Cant 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.
7 Ex. 9.4 Ten Keys to Effective Listening KeysPoor ListenerGood Listener 1. Listen activelyIs passive, laid backAsks questions; paraphrases what is said 2. Find areas of interestTunes out dry subjectsLooks for opportunities, new learning 3. Resist distractionsIs easily distractedFights 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 responsiveIs minimally involvedNods; shows interest, positive feedback
8 Ex. 9.4 (contd.) KeysPoor ListenerGood Listener 6. Judge content, not delivery Tunes out if delivery is poor Judges content; skips over delivery errors 7. Hold ones fireHas preconceptions; argues Does not judge until comprehension is complete 8. Listen for ideasListens for factsListens to central themes 9. Work at listeningNo energy output; faked attention Works hard; exhibits active body state, eye contact 10. Exercise ones mindResists difficult material in favor of light, recreational material Uses heavier material as exercise for the mind
9 Ex. 9.5 Dialogue and Discussion: The Differences 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 DialogueDiscussion Conversation Lack of understanding, disagreement, divergent points of view, evaluate others
10 Ex. 9.6 A Continuum of Channel Richness 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
11 Ex. 9.7 Dos and Donts of Electronic Mail (abridged) Do Use to set up meetings, to recap spoken conversations, or to follow up on information already discussed face-to-face. Keep messages short and to-the-point. Many people read on handheld devices, which have small screens. Use 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 to transmit standard reports. Act like a newspaper reporter. Use the subject line to quickly grab the readers attention.
12 Ex. 9.7 (contd.) Dont Use 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 – and especially dont copy others on the message. Use to start or perpetuate a feud. Write anything in an you wouldnt want published in a newspaper. with sensitive or potentially embarrassing information has an uncanny way of leaking out.