1. The Consulting Contract T im Kowols E mily Hock N icole Marquardt D an Kelly L attana Sanavongsay S o What?

2. Agenda  Case Description  Known Facts  Perceptions/Observations  Actual Case  Communication Plan / Goals  Tactics  Timeline  Rejected Ideas  Summary

3. Case Description Senior Management Sees Customer Service and Software Development Managers as ineffective communicators and has hired us to conduct a 2-hour introductory seminar on “Communicating For Managerial Effectiveness Senior Management C.S. Managers S.D. Managers Case Description

4. Known Facts  Company size = 500 employees  Our contact: 28 yr old VP  Employees to be trained: 6 Managers of Customer Service department 6 Managers of Software Development dept. Have never participated in this kind of training Are unaware that management views them as ineffective Are under 35 yrs old Known Facts

5. Perceptions & Observations  Our contact (VP) seems introspective.  There are paintings by Rene Magritte in his precisely organized room.  Our initial meeting started and ended right on time.  Top management says that if this training is successful, our firm will be hired for a major contract Perceptions & Observations

6. Actual Case  Define communication effectiveness  Create a communication plan to educate the three different audiences as to what effective communication is and how to achieve it in a 2-hour seminar. Actual Case

7. Define Effectiveness  What is Not Effective Communication? Arrow managers believe:  Effective Expression = Effective Communication Circuit manages believe:  Understanding = Effective Communication  What is Effective Communication? A continuous process of recognizing and reducing destructive patterns while establishing and reinforcing constructive ones. Actual Case

8. Communication Plan  Analyze the three audiences  Present in relation to the different contexts  Present Arrow and Circuit approaches Define ‘Effectiveness’ to an Arrow Manager Define ‘Effectiveness’ to a Circuit Manager Communication Plan

9.  Get the Managers to recognize which approach they are using.  Present the Dance approach Define ‘Effectiveness’ to a Dance Manager  Provide a contact ‘help-line’ for questions Communication Plan

10. Communication Goals  Dance Managers Communication Plan

11. Audience Analysis  Senior Management Contact (VP)  Customer Service Managers  Software Development Managers Communication Plan

12. Senior Management Contact (VP)  Assumptions: Ineffective communicator Organized Thinker Visual person Meyers Briggs Score: INTJ  Why Communication Plan

13. The VP – So What?  Show him an outline of the presentation, with a brief summary of what will be covered (should only take a few minutes to go through).  Begin and end the seminar on time  Stick to the schedule, and stay on topic. Communication Plan

14. The VP – Context  “Communication ineffectiveness can’t be fixed in 2-hour seminar, but we can show some weaknesses of current approaches, and present an alterative approach.” Communication Plan

15. CS Managers - Analysis  Fact: Degrees in Management  Assumption: Use Circuit Approach Focus on people’s feelings Meyers Briggs Score: ENFP  Why Communication Plan

16. CS Managers – So What?  During the detailed presentation include some ‘real-life’ stories that specifically relate to customer service.  Include plenty of visuals in presentation to keep their interest, and engage them in discussion as much as possible.  Ask them for examples that illustrate communication problems they’ve experienced. Communication Plan

17. SD Managers - Analysis  Fact: Degrees in Computer Science Assumption: Use Arrow Approach Meyers Briggs Score: ISTJ  Why Use technical jargon Communication Plan

18. SD Managers – So What?  During presentation include the numbers and statistics alongside any charts, graphs, and diagrams.  Give them a detailed hardcopy of the presentation to take notes on, and include the follow-up contact number or email address. Communication Plan

19. The Dept. Managers - Context  “Being managers, you know some things about communicating effectively, and certainly you’ve seen examples of some in- effective communication. Here are some pitfalls to watch out for, and a new approach to try which may work better.”  As each approach is discussed, point out the positive as well negative aspects! Communication Plan

20. Tactics  Distribute memo to those involved in seminar  Distribute seminar materials  Host seminar in conference room Group introduction Future seminars focus on smaller groups  Host feedback session to discuss the seminar Tactics

21. Pre-Seminar Memo  Sent out 1 week ahead  Brief Outline of Topics to be discussed. Tactics

22. Seminar Outline  Introduction  What is Effective Communication? Definition  The Arrow Manager Approach Discuss & Evaluate  The Circuit Manager Approach Discuss & Evaluate Tactics

23. Seminar Outline  Self-Assessment Exercise What management style do you use most?  Communication as a Dance Manager  Where to go for more information  Question & Answer Session Tactics

24. Seminar Brochure/Handout  Top page is an outline of the seminar Organizes what will be covered for the VP  Page two is summary for CS Managers An overview, but not too much detail Shows them the main idea and possibilities  Rest of Handout is a printout of the slides Area for taking notes for the SD Managers Tactics

25. Timeline  Distribute memo to those involved in seminar 1 week before seminar  Host seminar on a Wednesday  Host feedback session to discuss the seminar 2 days after seminar Timeline

26. Rejected Ideas  Breaking the managers up into groups  Distributing handouts to the Managers before the seminar  Short break during seminar  Off Site location Rejected Ideas

27. Summary  Host a 2 hour seminar on “Communicating for Managerial Effectiveness”  Defining Effectiveness  Guiding managers to Dance Managers Summary