1. Becoming a Firm Leader By Rex Gatto, Ph.D. Gatto Associates, LLC 412-344-2277 Website:www.rexgatto.com Email: rex@rexgatto.com For New Partner and Experience Managers

2. Table of Contents  Introduction  Section 1 Leadership role of a partner  Section 2 Communication  Section 3 Giving Feedback

3. Learning Objectives I. Effectively utilizing leadership characteristics II. Effectively communicating with others III. Giving feedback to motivate staff

4. INTRODUCTION Ground Rules  Ask questions  Underline key points  Discuss how to apply feedback specifically in the firm

5. Section 2 COMMUNICATION pages 45-75; 143-158; 203-215

6. COMMUNICATION 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

7. Effective Listening Factors that affect listening:  Time  Ability to understand  Stress  Business environment  People involved  Who says it  Different communication styles and behaviors

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

9. BRIDGE THOUGHTS BUILD A BRIDGE TO CONNECT THOUGHTS

10. CONNECTION MAKE ACONNECTION

11. Shaping a Presentation

12. Four Styles of Communication gray booklet  Blunt  Sincere  Influencer  Detailed

13. 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.

14. 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.

15. 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.

16. 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.

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

18. “What we have here is a failure to communicate.” Cool Hand Luke. Dir. Stuart Rosenberg. Prod. Gordon Carroll and Carter De Haven Jr.. Perf. Paul Newman. WB/ Seven Arts, 1967. “What we have here is a failure to communicate.” Cool Hand Luke. Dir. Stuart Rosenberg. Prod. Gordon Carroll and Carter De Haven Jr.. Perf. Paul Newman. WB/ Seven Arts, 1967.

19. Significance of Problem  Communication failures Stress Stress loss of work loss of work redoing work redoing work  Efficiency Suffers = less income  Great employees aren’t being promoted  Misunderstood

20. Female Preferred Styles  Relationships  Considerate critiques  Conversational Rituals Equality, consideration for other’s emotions, down play speakers’ authority, don’t flex muscles Equality, consideration for other’s emotions, down play speakers’ authority, don’t flex muscles  Ask Directions  Questions = growth  Negotiating = conflict  Sit closer  Make eye contact  Retreat to talking Convey and gather information, think out loud, feel better and get it out, create intimacy Convey and gather information, think out loud, feel better and get it out, create intimacy - Babcock, Compton, Gatto, Gray, Laschever, Suzuki, Tannen

21. Male Preferred Styles  Get something done  Direct with critique  Conversational Rituals (banter, joking, playful put-downs, avoid one down position) (banter, joking, playful put-downs, avoid one down position)  Don’t ask directions  Too many questions = weak employee  Negotiating is normal  Don’t have to sit close  No eye contact doesn’t equal rude  Retreat to the cave think and find practical solution, stress reliever, find themselves think and find practical solution, stress reliever, find themselves - Babcock, Compton, Gatto, Gray, Laschever, Suzuki, Tannen

22. What we know now: How can females and males be effective communicators and leaders?  Business Communication Clear Clear Concise Concise Strong Strong Listen Listen Know your audience- adapt your style Know your audience- adapt your style Body Language Body Language  Not solely gender issue Culture Culture Religion Religion Personality Personality Generational Generational  CHANGE IS HERE Study by Elizabeth Aries, Ph.D Amherst College Study by Elizabeth Aries, Ph.D Amherst College College males set agenda, offer opinion, make suggestions College males set agenda, offer opinion, make suggestions College Females offer agreement, disagreement, and react College Females offer agreement, disagreement, and react

23. What is Conflict? (p. 5) Conflict: disagreement clash opposition incompatibility Resolution: consensus, decisions, answer to a problem

24. SECTION 2 Ways to Resolve Conflict

25. Ways to Resolve Conflict W ays to Resolve Conflict W ays to Resolve ConflictAgreement Understand others Focus on Issues Listen - Present Facts Present-future Personal Responsibility Develop a Plan-Meetings

26. Behaviorally Dealing with Conflict (pgs. 17-23) 1. Win/win 2. Attitude 3. Empathy 4. Appropriate Assertiveness 5. 5.Cooperative power 6. Managing emotions 7. Willingness to Resolve 8. Involve Right People 9. Alternatives 10. Negotiation

27. Communication in Action  Adapt your communication style  State your destination- goal  Listen carefully  Generate questions  Focus on benefits

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