Effectively Communicating within Your Firm By Rex Gatto, Ph.D. Gatto Associates, LLC

Thought Provoking Books “ Smart Mangers FAQ” by Gatto The 21 Indispensable Qualities of a Leader” by Maxwell “Management Challenges for the 21st Century” by Drucker “Leading Change” by Kotter “First Break All The Rules” by Buckingham and Coffman “Winning” by Welch “Where did all the Leader Go” by Iacocca

Communication Model

Learning Objectives I.Effectively utilizing Communication characteristics II.Effectively listening III.Holding effective meeting and

Pages 45-75; ; Smart Manager's FAQ COMMUNICATION

COMMUNICATION Communication is: Communication is: The application, demonstration and expression of your knowledge through verbal and non verbal expression The application, demonstration and expression of your knowledge through verbal and non verbal expression

COMMUNICATION

Building Relationship Communication is: Communication is: 6 most important words 5most important words 4most important words 3most important words 2most important words 1 most important words 1 least important words

Effective Listening Factors that affect listening: TimeTime Ability to understandAbility to understand StressStress Business environmentBusiness environment People involvedPeople involved Who says itWho says it Different communication styles and behaviorsDifferent communication styles and behaviors

Great Communicator Throughout his career Regan displayed an uncommon ability to connect and communicate with people Reagan’s message from the 1980 Election Family, Work, Neighborhood, Freedom and peace

Your Message Simplify your message – what and how See the person - focus on the person Credibility- believe what you say Seek a Response – something to think - feel - remember

Communication TAKE ONE BITE AT A TIME! TAKE ONE BITE AT A TIME!

BRIDGE THOUGHTS BUILD A BRIDGE TO CONNECT THOUGHTS

CONNECTION MAKE ACONNECTION

Shaping a Presentation

Communicators at your Organization Successful Communicators Unsuccessful Communicators

The Johari Window The Johari Window tool can also be used to assess and improve a group's relationship with other groups. Johari window four regions (1 and 2) 1.what is known by the person about him/herself and is also known by others - open area, open self, free area, free self, or 'the arena’ 2. what is unknown by the person about him/herself but which others know - blind area, blind self, or 'blindspot’

The Johari Window The Johari Window tool can also be used to assess and improve a group's relationship with other groups. Johari window four regions (3 and 4) 3. what the person knows about him/herself that others do not know - hidden area, hidden self, avoided area, avoided self or 'façade’ 4. what is unknown by the person about him/herself and is also unknown by others - unknown area or unknown self

The Johari Window Known to self Known to others ARENA Not know to self Known to others Blind Spot Known to self Not known to others Façade/Hidden Not known to self Not Known to others Unknown

Johari Window

Four Styles of Communication Column 1 Direct Brief To the point Challenging Column 2 Sincere Cooperative Collaborative Responsive Column 3 Expressive Descriptive Persuasive Influencing Column 4 Detailed Logical Organized Systematic

Four Styles of Communication Column 1 Blunt Direct Brief To the point Challenging Column 2 Sincere Cooperative Collaborative Responsive Column 3 Influencer Expressive Descriptive Persuasive Influencing Column 4 Detailed Logical Organized Systematic

Four Styles of Communication BluntBlunt SincereSincere InfluencerInfluencer DetailedDetailed

Four Styles of Communication Blunt Speaker is in charge. Likes to be challenged. Tends to be brief. Poor listener. Wants quick results. The effective aspect is that you quickly give out and respond to information. Thought … realize that some people may interpret this style as uncaring and impersonal. Poor listening may result because this person usually goes on to another thought and/or is quick to respond or rebut ideas without letting others finish their statements. Concentrate on what is said. You may want to take notes to accurately collect information and not respond too quickly.

Four Styles of Communication Influencer Speaker is persuasive. Likes popularity. Talks too much. The effective aspect is that you give a lot of information. The question is, “Is all the information needed?” Thought … when speaking, know what you want to say. Do not repeat or oversell every idea. Create a structure. Write notes or an agenda and stick to it. Do not embellish or editorialize.

Four Styles of Communication Sincere Speaker is sincere. Likes to be a team player. Needs too much personal attention. Turned off by aggressiveness. The effective aspect is that by communicating with others you give and seek personal attention. Thought … remember that because others are brief, do not be put off by their style of quickly moving through information. Keep in mind that not everyone needs the same sense of belonging or affiliation as you.

Four Styles of Communication Detailed Speaker is thorough and structured. Leaves little unsaid. Logical. Detail oriented. Likes to ponder. The effective aspect is that you leave little information out. The question is, “Does everyone need to hear it?” Thought … simplify what you say. At times, provide the big picture instead of great detail. Too many details often confuse the issue instead of clarifying it.

Four Styles of Communication Detailed

How to Address Questions ListenListen AddressAddress ClarifyClarify

Question With No Answer ListenListen Ask another questionAsk another question Say you don’t knowSay you don’t know

Listening Zone. How can you get into the Listening Zone? Break the conflict cycle of not listening You don’t listen     You don’t feel heard I don’t feel heard You don’t feel heard I don’t feel heard     I don’t listen I don’t listen

Listening Zone. How can you get into the Listening Zone? You ask I respond You ask I respond     You feel heard I feel heard You feel heard I feel heard     You listen

Listening Zone.

Breaking the Listening Cycle Be willing to consider the other perspectiveBe willing to consider the other perspective Imagine how the other might feelImagine how the other might feel Try to demonstrate an understandingTry to demonstrate an understanding Restate the other person’s perspectiveRestate the other person’s perspective

When Someone Feels Heard Feels more in control of selfFeels more in control of self Becomes clearer about what to doBecomes clearer about what to do Becomes aware of concerns and needsBecomes aware of concerns and needs Becomes aware of optionsBecomes aware of options Feels more capable of solving problems.Feels more capable of solving problems.

Communication That Influences What is the goal?What is the goal? What issues should be addressed?What issues should be addressed? What is the presentation strategy?What is the presentation strategy? How do you phrase to have influence?How do you phrase to have influence?

Communication in Action Adapt your communication styleAdapt your communication style State your destination-goalState your destination-goal Listen carefullyListen carefully Generate questionsGenerate questions Focus on benefitsFocus on benefits

Meeting Agenda Sample

Subject Line (be specific and clear) Subject Line (be specific and clear) Purpose of the —brief overview What is to be accomplished—brief statement Topic—bullet points Response time frame Write your comments—General to specific. Open probes—How? What? Why? Summarize—identify follow-up action. Salutation (Best regards,) Sign your . Be: Specific Brief Clear Summarize Be: Specific Brief Clear Summarize

Communication Action plan S

Summary You are going through a developmental leadership process; challenge yourself To be the best version of a leader that you can