1. Facilitator Notes Leaders as Communicators Enhance your communication style to engage and inspire

2. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Contents Facilitator Preparation Pre-event Activity Session and Timings Summary Introduction Our Inspiration Personal Impact and Influence Communications Styles and Influence Communicating a Purpose Engage for Success Applying your Learning Close 2

3. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Facilitator Preparation These notes include information about how to deliver the training, including key learning points, activities, session timings, questions and discussion points. Please read all the information in this pack and complete any preparation or research you personally require to deliver the training successfully. Audience: Focus on developing candidates who need to build their ability to create an inspiring and engaging communication style as a leader. Aim: This training sets out the responsibility managers have in being effective communicators as part of their leadership role. We will explore how to set the right vision and purpose for their teams and effectively engage them to deliver results. 3

4. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Pre-event activity You will need to ensure that you have sent candidates the Candidate Notes at least three weeks before the training and follow up with a couple of reminder emails. At least one week prior to the event: Familiarise yourself with the aims of the training and be aware of the pre-learning activity asked of candidates. At least three days prior to the event: Send out the final reminder email to candidates. Review the facilitator notes in detail. Familiarise yourself with handouts (bring enough copies for all candidates), activities and videos. Ensure you have a clear understanding of the links between the training activities and the pre-learning activities. Have a clear idea of how you will support any candidates who have not completed the pre-event activity – without disrupting those who came fully prepared. 4

5. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Pre-event activity Equipment You will need to provide your own laptop and have printed enough copies of relevant handouts. You will also need a flipchart, pens, post-it notes and printed copies of this year’s Civil Service people survey results. Please check the video clips work and the sound quality is good. Participant numbers Minimum number: 8Maximum numbers: 16 Room Layout Cabaret Style – maximum of 4 x tables of 4 candidates. Or, where smaller groups are in attendance then horseshoe chair arrangement 5

6. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Pre-event activity Arriving in advance to facilitate: Ensure room layout is correct and allows for safe and easy movement. Prepare handouts and other materials for ease of distribution during the session. If you are not automatically briefed, ask about the fire evacuation procedure, confirm whether a drill is due to be carried out that day and familiarise yourself with the nearest exits and location of the meeting point if evacuation is necessary. After the event: The candidates will complete a feedback form, please return them to Civil Service Learning. 6

7. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Session and Timings Summary Timing Session Number and Title Slides and Resources 10 minutes Our inspiration Slide 2 Show video from CSLive link https://www.gov.uk/government/ publications/civil-service-leadership- https://www.gov.uk/government/ publications/civil-service-leadership- statement/civil-service-leadership- statement 40 minutes Personal impact and influence Slides 3-7 10 minuteComfort break 40 minutes Communicating a purpose Slides 8-12 30 minutes Engage for Success Slide 13-17 45 minutes Applying your learning Slide 18 5 minutes Close Slide 19 7

8. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Introduction Facilitator input Introduce yourself and explain that you will be getting them to introduce themselves in a while. Welcome the candidates Training outline The aim of today’s training is to focus on the key challenges we all have as leaders in communicating effectively with our people. As part of the pre-course work you were asked to undertake some reading and complete an Emotional Intelligence self-assessment, which we will be asking you to discuss as part of the training today. We also asked you to bring a communication or engagement challenge that you will work through in small groups. Check whether anyone had any problems with this If so, reassure them that they will still be able to take part. Ask if there are any questions. Objective: By the end of this introduction, candidates will understand why communication is essential for effective leadership. Timing: 10 minutes 8

9. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Our Inspiration Facilitator input There is plenty of research that shows how investing your time in communication ultimately saves you time and creates a more productive, engaged, motivated and results driven team. Let’s celebrate the work we started in 2015 on the Leadership Statement. In 2015 we embraced the Leadership Statement. It is something to be proud of. It makes clear who we are and what we stand for so that everyone feels part of one Civil Service. Why does the Civil Service need a Leadership Statement? What does it really mean to us? Empirical evidence, independent reports and best practice from the private sector show that strong leadership is critical to the culture of high-performing organisations. 9

10. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Our Inspiration Show the video from CS Live on peoples’ thoughts about what makes a great leader https://design102.wistia.com/medias/c9j905o9z2 What did you think? Does anything you heard relate to your personal leadership style? Answers could include: The majority of comments were about valuing good communication from their leader. Communication is the most important skill required to engage others. People really value their leader spending time keeping them informed and translating priorities into practical actions. It’s important to explain decisions. They listen to what I have to say. 10

11. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Our Inspiration Summarise that good communication requires us to: Invest time in the beginning, but delivers you more benefits in the long term. Understand that developing teams through engaging, confident communication doesn’t get in the way of your everyday work. On the contrary it is critical to it and will help you achieve your goals more efficiently and effectively. See communications as an essential part of our role to lead by example to others that you may manage or work alongside. By doing this you will influence their behaviour and contribute to the culture of ‘how things are done around here’. 11

12. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Our Inspiration Facilitator input Show the first slide We have used a number of models in our course that have been researched and developed by thought leaders of today. They have been our inspiration and we encourage you to read at least one of the books shown here. Kevin Murray the author of ‘The Language of Leaders’ and ‘Communicate to Inspire’ has worked with leaders from across a wide range or organisations and identified the elements that help to engage and inspire people. In today’s training we will touch on a number of these and look at some of the key challenges you face and how communications can help. 12

13. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Our Inspiration Today we will cover: Creating a first impression Understanding our communication preferences and how this can affect how well our message is received Emotional intelligence – the importance of being self-aware and interpreting others’ emotions Facilitating discussions then engaging others Creating a compelling vision and purpose for people Looking at your personal communication challenge and how you can overcome it. 13

14. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Personal impact and influence Objective: Candidates will: Have considered the importance of creating a good first impression. Understand why effective communication is important and how their own communication style impacts others. Understand how emotional intelligence is important to help them communicate well. Understand why a team needs a shared purpose and how they communicate and engage others in it. Understand how they deliver a verbal message when put on the spot and how they could do it differently. Timing: 40 minutes. 14

15. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Personal impact and influence Facilitator input Introduction to the session So lets now explore how you can overcome some of the barriers and difficulties you have shared, through your own impact and influence. By the end you will understand why effective communication is important and how your own communication style impacts on others. Creating a good first impression Lets start by looking at how we come across when we first meet someone. You haven’t yet had a chance to find out much about each other so we are going to get you to introduce yourself without saying anything about your job or the work of your team. Exercise – Candidates to pair up with someone they don’t know (where possible). 15

16. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Personal impact and influence Show and ask candidates to read through slide 3 then hide the slide (so they focus on engaging with the other person), and ask them each to introduce themselves. Strict 2 minutes each person. Remind them at the two minute mark to swap round. Now ask delegates to consider how the other person delivered their introduction and the impact they made. Tell candidates… you are now going to give some feedback to your partner on how they came across. Allow a maximum of 2 minutes each. Ask candidates in their same pairs to feedback on… What was your first impression? What did you notice about what they said, their tone, their body language? How did you feel about them when they had finished their introduction? Bring the group back together. 16

17. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Personal impact and influence Facilitator asks What helped create a positive first impression? Expect to get back: How enthusiastic, positive and engaging they were Clear and succinct messages Their body language? (friendly, open, good eye contact) Conclusion of the exercise… You and your colleagues are more than your work. You are valued as people and good leaders tell stories to bring information to life. 17

18. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Personal impact and influence Facilitator input We all know people who are in full control of their emotions – they can be calm in crisis, and they can make decisions sensitively however stressful the situation. We have all seen how someone who expresses their emotions immediately without considering the audience can have a detrimental effect on the relationship. People like this have high emotional intelligence. They have strong relationships, and they manage difficult situations calmly and effectively. They are also resilient in the face of adversity. As a leader you have a responsibility to deliver key messages to individuals and teams using the most appropriate and effective methods. However, just as important is understanding the role that our emotions have in communication. When people are upset about the message you are giving they find it hard to listen, equally when you are nervous you may not put across what you want to say as clearly as you could. While we have a natural level of ability, we are all able to develop our skills further. Psychologist Daniel Goleman identified five elements that make up emotional intelligence. Two dimensions in particular are important for us as leaders. 18

19. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Personal impact and influence Understanding and managing your own emotions Understanding others’ emotions Explain Self-awareness – The ability to recognise and understand our own moods, emotions and drives, as well as their effect on others. Self-regulation – The ability to control or redirect disruptive impulses and moods, and the propensity to suspend judgment and to think before acting. Motivation – Specifically internal motivation which is a passion to work for internal reasons that go beyond money and status (external rewards). This could include a clear vision of what is important, a joy in doing something and a curiosity in learning. You may have heard people talk about when they are in a ‘flow’ that comes with being immersed in an activity. Empathy – The ability to understand the emotional makeup of other people. A skill in understanding and adapting how we behave to treat people differently according to their emotional reactions. It is important to note that empathy does not necessarily imply compassion. 19

20. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Personal impact and influence Social Skills – Proficiency in managing relationships and building networks, and an ability to find common ground and build rapport. Facilitator input Lets explore your answers to the Emotional Intelligence questionnaire you completed before you came here today. Exercise In pairs ask them to review their results and discuss. What were your strengths? What areas do you need to develop? Now ask candidates to go back to their seats and individually make commitments on how they are going to change these patterns in their Candidate Notes, page 10. 20

21. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Personal impact and influence Facilitator input Communicating is not just about the words you use but also about your body language. This non-verbal language will affect how we act and react to others and how they react to us. This includes movements and gestures (hands, head, legs...) and also posture, eye contact, even peoples’ breathing rate. A growing body of research (Amy Cudd, Harvard Business School) suggests the way to influence – and to lead – is to begin with warmth. Warmth is the conduit of influence: It facilitates trust and the communication and absorption of ideas. Even a few small nonverbal signals – a nod, a smile, an open gesture – can show people that you’re pleased to be in their company and attentive to their concerns. Prioritising warmth helps you connect immediately with those around you, demonstrating that you hear them, understand them, and can be trusted by them. Listening is also an important part of communication. Research shows that we only remember 25-50% of what we hear so that’s something we need to improve. If we only remember half a conversation, we’re likely to miss out on some really important points. By listening better, you’ll be able to improve productivity, and your ability to influence, persuade and negotiate. The way to do this is to practice active listening. 21

22. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Personal impact and influence Ask… In your introductions, how did the other person show they were listening to you? You should get back that they noticed good eye contact or they were nodding. How do you feel when someone isn’t listening (carefully enough) to you? You will probably get comments such as annoyed, upset or frustrated. Facilitator input Conclusion of the exercise… Communication starts the minute you meet someone and before you have even started to speak. We have started to see how even when we think we have a one way communication such as a presentation, it is really still a two way process. Any questions? 22

23. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Communications styles and influence We are now going to look at our communication style and how that can help or hinder our ability to influence. Part of your role as a manager is effective communication with your team and colleagues and it is essential in developing relations with people and working collaboratively. Every interaction you have with them contributes to your success with both. We all have our personal communication styles and preferences, and we need to understand how these are helping or hindering us. Facilitator input In your Candidate Notes you will have seen a list of communications approaches frequently used in the workplace. What do you think are the most common forms of communication? [Write up on flip chart the most common communication approaches] 23

24. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Communication styles and influence Phone calls 1-2-1 Email Social media Face to face discussions with individuals Team Meetings Teleconference Ask the group which of these they identified was the most used. In most departments the email will be at the top. Now write your name on a post it and place this on the flipchart which shows your top preference (not necessarily the most used). Facilitator input Summarise back the results (e.g. the majority style for this group is) and compare to the most used. Ask Why might these not match? 24

25. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Communication styles and influence Ask them to pair up (ideally) with someone with a different style and discuss... How they think their preferred approach helps them? When they think this gets in the way? Allow 3 minutes to discuss and then bring the group back together. Refer to the Candidate Notes, page 11-13 on ‘Ways to communicate with your team’ for examples. Facilitator input We are now going to look at when these could be useful. Exercise – turn to slide 7 Split the group into 4. Allocate each group to look at one of the two scenarios. Give them 5 minutes to discuss each scenario and ask that one of them presents back to the group. What communications approach would you take in these challenges and why? (see challenges overpage) 25

26. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Communication styles and influence Ask the group to reflect, then in their groups discuss: A time when they could have communicated something better. A time when a better channel of communication could have been used. Now ask them to share any examples of what they have just discussed. 26 1 Given the gravity and potentially sensitive nature of the content of this communication, then a face-to-face team meeting would be appropriate, with an offer of individual one-to-ones as a follow-up to speak about individual concerns/worries. 2 Private face to face meeting (wherever possible). If geography is an issue, and the person agrees to it, then a telephone call (offering the person the opportunity in advance to find a private place to have it). Scenario 1 Inform your team of a change in roles and responsibilities Scenario 2 Address a performance challenge with a member of staff Facilitator Asks Each group to give their recommendations and why. You should get back this type of answer:

27. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Communication styles and influence Facilitator to summarise We have seen there are a wide range of different types of communication available and they have a different impact depending on the circumstances. We have also seen that we can sometimes default to our preferred approach or what is easiest. For example, people will often choose email as a fast way to communicate and it enables them to evidence what they have done. However it can be very impersonal, cold and hard to see how our message is received. 27

28. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Communicating a purpose Three common types of purpose: 1.Task: feeling that work isn’t futile can have a significant impact on our performance. Feeling that we’re making progress can further multiply that effect. 2.Collective: strong bond with team and shared purpose and commitment to work hard. Top performing organisations are 20 times more likely to have every manager’s goals aligned to company strategy. 3.Social: Those who are more inclined to see their work as a ‘calling’ are significantly more likely to be satisfied with job, work life balance and be more productive at work. 28

29. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Communicating a purpose Exercise Ask them to get into pairs. Ideally working with people from a different area of the business and not the same as the first exercise. Tell them they are going to present a pitch to each other on the vision they have for their team (can be a personal vision for their role if they don’t have a team). Give three minutes for them to think and prepare the pitch. The vision should be engaging, inspirational, future focused, appealing to the audience’s heart, making use of metaphors and be memorable. Take into account what you feel will most appeal to your team. Now ask each candidate to present their vision to each other (3 minutes each) with NO discussion once they have finished. 29

30. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Communicating a purpose Facilitator input Next ask each of them to give honest feedback. (2 minutes each) My understanding of your team vision is… I noticed that your vision linked to the business objectives… One thing to improve your communication would be… You know your team is engaged because… Your tone of voice and body language was… 30

31. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Engage for success Objective: Candidates will have an awareness of four broad drivers that are cited as being critical to employee engagement across different organisations. Timing: 40 minutes Facilitator input An introduction to Engage for Success In your pre-work you looked at the research of MacLeod who reveals how engaged organisations are more productive, their employees are more creative, and they have lower levels of absenteeism and turnover. Ask What they found particularly useful or interesting from this report? (extract in the pre-work) 31

32. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Engage for success Most successful and engaged organisations have a powerful employee voice and it is the people within them that make an organisation a success. If people feel part of the major decisions of the organisation and are contributing to its success then there is more likelihood that they will work hard at making it work. One approach that supports this is the ‘Engage for Success’ movement which is committed to the idea that there is a better way to work, a better way to enable personal growth, organisational growth and ultimately growth for Britain by releasing more of the capability and potential of people at work. They share evidence, case studies and points of view, about how employee engagement drives performance and productivity, and demonstrates how communication is not just about ‘sending stuff out’ and telling people your vision or cascading news but very much a two-way listening process. The movement is widely supported across the UK, involving the public, private and third sectors in the belief they can learn a lot from each other. Organisations supporting the movement account for more than 2 million people and increasing as employers recognise the link between engagement and delivering results. 32

33. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Engage for success Facilitator input Spend time describing the six negative listening patterns: 1. The Faker: all the outward signs are there: nodding, make eye contact and giving the occasional uh huh. However, the faker isn’t concentrating on the speaker. His mind is elsewhere. 2. The Interrupter: they don’t allow the speaker to finish and don’t ask clarifying questions or seek more information from the speaker. They are too anxious to say what they want to say and are have little interest in the speaker. 3. The Intellectual or Logical Listener: they always try to interpret what the speaker is saying and why. They are judging the speaker’s words and trying to fit them into their logic box. They rarely ask about the underlying feeling or emotion attached to a message. 33 In building trust and developing good two way communication it is important that people feel they are listened to. The ability to listen attentively and without judgement or giving advice is one of the most difficult and prized skills for leaders to master. Explain to the group that listening to employees is critical to forming strong bonds and developing an open and friendly environment conducive to creativity, productivity and high quality. However, negative listening habits can hinder a leader’s ability to build these high trust bonds. Six negative listening habits are often at the root of the inability to listen.

34. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Engage for success 4.The Dominant Speaker: the Dominant Speaker uses the speaker’s words only as a way to get to his message. When the speaker says something, the dominant speaker steals the focus and then changes it to their own point of view or story. E.g.: Oh that’s nothing, here’s what happened to me...’ 5.The Rebuttal Maker: this listener only listens long enough to form a rebuttal. Their point is to use the speaker’s words against them. At their worst, they are argumentative and want to prove you wrong. At their least, the person always wants to make the speaker see the other point of view. 6.The Advice Giver: giving advice can be helpful, however, this behaviour can sometimes interfere with good listening because it doesn’t allow the speak to fully articulate their feelings or thoughts and doesn’t help the speaker solve their own problems or vent and could prevent them from sharing more with you. A copy of this is in your Candidate Notes. Ask candidates to spend one minute reflecting on whether they have any of these negative habits, noting in their Candidate Notes what they may do differently. 34

35. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Engage for success Any questions? Current People Survey results show how people in the Civil Service are not as engaged as we should be for an effective organisation to thrive. Facilitator note Either use the Civil Service People Survey results or your department results as background for this briefing exercise. Exercise Split the group into teams of 5 Facilitator to randomly select one person from each group to be the ‘team leader’ (perhaps those that haven’t spoken very much so far?), and explain that they are now going to each give a ‘team briefing’ to the other people. Use Handout 1 to provide the team leader with instruction for the team brief. Give the team leader a summary sheet on ‘team briefings’ and explain they are going to give the others in the group a briefing. They have to imagine they are briefing their team at work and to think about how they will deliver the briefing and engage the others in the discussion. 35

36. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Engage for success Team Brief Exercise Handout 1 – People Survey results The People Survey results have just been released. You have a copy of them to share with your team. The senior management team has asked that you share the results with your team and consider what actions should be taken. This is the first team meeting since the results were published on the website. Your aim is to get the team’s views of these results and what action could be taken. You may like to explore what motivates people and what inspires them to do their best. 36

37. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Engage for success Facilitator input Bring the group back and ask for some feedback… How did the leader think their briefing went? The group members? Were they sharing information or simply delivering information in their approach? How did he/she ensure the ‘team’ felt included and consulted? Ensure that they reflect how well they felt listened to and what helped them feel their contributions were valued. Any other observations or comments? Now ask candidates to go back to their seats and individually make commitments on how they could enhance their approach to team briefings, in their Candidate Notes, page14. 37

38. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Applying your learning Facilitator asks Ask the group to split into threes and identify one action they want to take as a result of today (5 minutes) Explain that after 5 minutes, the kush ball will be thrown at random to people in the group When you catch the ball, describe your action before throwing the ball to someone else They can write their actions in the Candidate Notes, page 19. 38

39. Facilitator Notes:Leaders as Communicators Workshop – Enhancing your communication style to engage and inspire Close Thank candidates for their participation Ask candidates if they enjoyed the day. Timing: 2 minutes Facilitator Input For those of you who want to further your knowledge in this area, there are a few books listed in your Candidate Notes. Facilitator asks: Please can candidates fill in the evaluation form. 39