9 Leadership Communication

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.

Communication A process by which information and understanding are transferred between sender and a receiver Motivation depends greatly on leader’s ability to communicate effectively Particularly, transformational and charismatic leadership Leadership is influencing people to bring about change towards a vision

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 Noise: individual differences, knowledge, values, attitudes backgrounds act as filters which may distort messages

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

The Leader as Communication Champion A manager is merely an “information processor” Leader: a communications champion who believes that communication is essential to building trust and gaining commitment towards achieving a vision

Creating an Open Communications Climate Means sharing all types of info thru’out the organisation (runs counter to traditional hierarchical organisations where info is the source of power Builds trust

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 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.

Active Listening Listening important to both leaders and followers Important, as good info may also flow from bottom to top Listening involves grasping and interpreting message’s genuine meaning Avoid concentrating too much on what you are going to say next, and instead, listen Be focused on the message

Ex. 9.4 Ten Keys to Effective Listening Nods; shows interest, positive feedback Is minimally involved5. Be responsive Challenges, anticipates, summarizes; listens between lines to tone of voice Tends to daydream with slow speakers 4. Capitalize on the fact that thought is faster than speech Fights distractions; tolerates bad habits; knows how to concentrate Is easily distracted3. Resist distractions Looks for opportunities, new learning Tunes out dry subjects2. Find areas of interest Asks questions; paraphrases what is said Is passive, laid back1. Listen actively Good ListenerPoor ListenerKeys

Ex. 9.4 (contd.) Uses heavier material as exercise for the mind Resists difficult material in favor of light, recreational material 10. Exercise one’s mind Works hard; exhibits active body state, eye contact No energy output; faked attention 9. Work at listening Listens to central themesListens for facts8. Listen for ideas Does not judge until comprehension is complete Has preconceptions; argues 7. Hold one’s fire Judges content; skips over delivery errors Tunes out if delivery is poor 6. Judge content, not delivery Good ListenerPoor ListenerKeys

Discernment Detect unarticulated messages hidden below the surface of spoken interaction, complaints, behaviors and actions

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

The Leader as a Communication Champion Four steps to practice art of persuasion  Establish credibility – based on knowledge/expertise/experience  Builds goals on common ground  Make your position compelling to others – by using symbols, metaphors and stories  Connect emotionally

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

Ex. 9.7 Dos and Don’ts 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 reader’s attention.

Ex. 9.7 (contd.) Don’t  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 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.

Use of Stories and Metaphors Storytelling is a powerful way of communicating – to influence and persuade others Helps people make sense of complex issues and inspires action Idea here is to create rich imagery when painting a verbal picture or vision of the future

Informal Communication Important how leaders live their lives (other than just what they say) Many people don’t realise they are communicating all the time thru body language, tone, etc

Communicating in a Crisis Four skills:  Stay calm, listen harder – leaders tailor their messages to reflect hope and optimism, while they acknowledge difficulties  Be visible – People need to feel that someone’s in control. Meet face-to-face to explain  Tell the truth – “get the awful truth out”; rumour control  Communicate a vision for the future – get back to work ASAP