Presentation on theme: "Leadership Communication"— Presentation transcript:
1Leadership Communication Chapter 9Leadership Communication
2Chapter ObjectivesAct 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.
3CommunicationA process by which information and understanding are transferred between a sender and a receiver
4Ex. 9.1 A Basic Model of the Communication Process Potential noise and distortionLeader encodes messageReceiver decodes messageChannelReturn message encoded and sentFeedback Loop
5Ex. 9.2 The Leader as Communication Champion Purpose DirectedDirect attention to vision/values, desired outcomes; use persuasionLeaderas Communication ChampionStrategic ConversationOpen climateListeningDiscernmentDialogueInternal and external sourcesMethodsUse rich channelsStories and metaphorsInformal communication
6Ex. 9.3 Why Open the Communication Channels? An open climate is essential for cascading vision, andcascading is essential because:Natural Law 1: You Get What You talk aboutA 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 aReflection of the LeaderA 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 aTimeA vision is neither understood nor accepted overnight. Communicating must be built into continuous, daily interaction so that over time followers will internalize it.
7Ex. 9.4 Ten Keys to Effective Listening Poor ListenerGood Listener1. Listen activelyIs passive, laid backAsks questions; paraphrases what is said2. Find areas of interestTunes out dry subjectsLooks for opportunities, new learning3. Resist distractionsIs easily distractedFights distractions; tolerates bad habits; knows how to concentrate4. Capitalize on the fact that thought is faster than speechTends to daydream with slow speakersChallenges, anticipates, summarizes; listens between lines to tone of voice5. Be responsiveIs minimally involvedNods; shows interest, positive feedback
8Ex. 9.4 (contd.) Keys Poor Listener Good Listener 6. Judge content, not deliveryTunes out if delivery is poorJudges content; skips over delivery errors7. Hold one’s fireHas preconceptions; arguesDoes not judge until comprehension is complete8. Listen for ideasListens for factsListens to central themes9. Work at listeningNo energy output; faked attentionWorks hard; exhibits active body state, eye contact10. Exercise one’s mindResists difficult material in favor of light, recreational materialUses heavier material as exercise for the mind
9Ex. 9.5 Dialogue and Discussion: The Differences ConversationLack of understanding, disagreement, divergent points of view, evaluate othersDialogueDiscussionReveal feelingsExplore assumptionsSuspend convictionsBuild common groundState positionsAdvocate convictionsConvince othersBuild oppositionsResultResultShort-term resolutionAgreement by logicOpposition beaten downMind-sets held ontoLong-term, innovative solutionsUnified groupShared meaningTransformed mind-sets
11Ex. 9.7 Dos and Don’ts of Electronic Mail (abridged) 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 reader’s attention.
12Ex. 9.7 (contd.)Don’tUse 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 don’t copy others on the message.Use to start or perpetuate a feud.Write anything in an you wouldn’t want published in a newspaper. with sensitive or potentially embarrassing information has an uncanny way of leaking out.