4. fortyninepercent
Less than half of all
employees understand the
steps their organizations
are taking to reach new
business goals.
Source: Watson Wyatt
5. Sixty percent of surveyed managers
listed getting people to work together as
the biggest hurdle they currently face.
American Management Association
8. Retraction in the Dallas Morning News:
“Norma Adams-Wadeʼs
June 15 column incorrectly
called Mary Ann Thompson-
Frenk a socialist. She is a
socialite.”
19. Leaders believe that, in every
instance, they understand
Listening Illusions their listening role.
Leaders believe speaking and
listening are separate activities.
Leaders believe they have
uncommon gifts for completing
several other tasks while they listen.
Leaders believe they can expedite the
listening process.
21. Which role?
Advisor Sounding Board
Expert Good Listener
Diagnose Absorb
Recommend a Solution Attend to Feelings
Best for Technical Problems Best for Relationship Issues
Differences in Knowledge Differences in Philosophy
Emergencies Long-Term Challenges
One Right Answer No Answer Needed
May Cause Over-Dependence Promotes Independence
22. “Seek First to Understand,
Then to Be Understood”
Stephen Covey
23. Wait your turn
“Many administrators
have blundered into
trouble by speaking
when they should
have been
listening.”
James T. Scarnati
24. “Silence and
listening are
the antibodies
that protect us
from the germ
of ignorance.”
James T. Scarnati
25. Leaders believe that, in every
instance, they understand their
Listening Illusions listening role.
Leaders believe speaking
and listening are separate
activities.
Leaders believe they have
uncommon gifts for completing
several other tasks while they listen.
Leaders believe they can expedite
the listening process.
27. The Four Quadrants of “Body Listening”
Opened
Engaged Thoughtful
Leaning forward, body Body open, but
and arms open; leaning back; appears
appears ready and attentive, is nodding or
eager. chewing on pen.
Forward Back
Combative Absent
Body forward, but Staring into space,
closed in defiant doodling, or checking
posture; tapping email; looking to flee.
fingers or toes.
Closed
28. The Four Quadrants of “Body Listening”
Opened
Engaged Thoughtful
Best time to make No time to force the
your point, assign issue; provide more
tasks, and sell your information and allow
ideas. listener to digest.
Forward Back
Combative Absent
Listener is paying Listener has stopped
attention, but paying attention and is
disagrees; steer trying to escape;
toward thoughtful change the subject.
mode.
Closed
29. Nonverbals
Words account for only 7
percent of communication
between two people. Body
language and voice tone
comprise the rest.
Source: Fatt, J. P. T. (1998). Nonverbal communication and
business success. Management Research News, 21(4-5), 1-10.
30. Leaders believe that, in every
instance, they understand their
Listening Illusions listening role.
Listeners believe speaking and
listening are separate activities.
Leaders believe they have
uncommon gifts for completing
several other tasks while they
listen.
Leaders believe they can expedite the
listening process.
33. Leaders believe that, in every
instance, they understand their
listening role.
Listening Illusions
Listeners believe speaking and
listening are separate activities.
Leaders believe they have
uncommon gifts for completing
several other tasks while they listen.
Leaders believe they can
expedite the listening
process.
41. Receiving the message is
the easy part. Decoding and
understanding the speaker’s
meaning are the challenges.
42. Elizabeth Newton
Asked subjects to tap out the rhythm of
a familiar tune for another person and
assess the probability that the listener
would identify the song correctly.
43. Tappers
predicted that
listeners would
be able to
recognize
the songs
50 percent
of the time.
44. 3
Listeners
were lucky if
they could
identify the
tunes at all.
PERCENT
45. The difference, of course, is that
the tappers could hear the music
in their heads as they tapped,
whereas listeners heard only a
series of intermittent taps.
46. When measuring our
expectations for others, we
use ourselves as the yardstick.
48. “ The biggest problem
with leadership communication is
the that it has occurred.
”
—Boyd Clarke and Ron Crossland, The Leader’s Voice
49. “Yeah-uhhh! Yo, yo dude.
What’s up dawg? How you
feelin’? You feelin’ alright?
Listen, man. I’ve got to give you
props. You’re doin’ your thing
and it was dope. I ain’t mad.”
56. JARGON
often includes euphemisms
used to substitute inoffensive
expressions for those
considered offensive.
57. These actions will
“align our resources
with market needs and
adjust the size of our
infrastructure.”
–Chad Holliday, DuPont CEO
announcing the elimination of 3,500 jobs
58. why jargon?
Speakers sometimes invoke workplace
jargon to impress others, or to establish
their membership in an elite faction.
Some use jargon to exclude or
confuse others, or to mask their
own inexperience or lack of
knowledge.
59. “Market-leading provider of
technology-enabled process-
optimization tools seeks position
in which I can apply my
experience reducing cycle time
across supply chains.”
61. Why Didn’t You Just Say So?
Out of Pocket. We used to just say, “I will be unavailable.”
Escalate. To tell someone more important than you that
something very bad is about to happen.
“I’ll Reach Out to You.” I’ll telephone, e-mail, text, or
otherwise communicate with you later.
“You Loop Back to Me.” You telephone, e-mail, text, or
otherwise communicate with me later.
Taking a bottomless sabbatical. Getting laid off.
Opening the Kimono. Exposing the truth—revealing what
you’ve been hiding all this time.
62. of employees are regularly confused about what their
20 percent colleagues are saying, but are too embarrassed to ask for
clarification
admitted using jargon deliberately—as a means
More than a third of either demonstrating control or gaining
credibility
found the use of jargon in office meetings both
40 percent
irritating and distracting
One
out of dismissed speakers using jargon as both pretentious and untrustworthy
ten
Source: Office Angels
63. A single voice.
A candid voice.
A genuine voice.
Your voice.
64. Communication and intellectual
is most effective areas of your
when you speak listeners’
to both the minds.
emotional
65. Stories
create the emotional
perspective listeners need
to connect with your
message.
66.
67. “It is impossible even
to think without a
mental picture.”
Aristotle
On Memory and Recollection
358 B.C.
69. Good leaders
have a vision.
They hold in Have a
their minds
pictures of Vision
what is
possible.
70. Great leaders
convince
others to share
Convince
their vision by
Others to articulating it
Share It in memorable
and
inspirational
ways.
71. “I have a dream
that onea dream that rise
“I have day one
this nationout the true
up and live will
day this nation will
rise up hold theseliveto
‘We and truths
meaning of its creed:
out the are created equal.’”
men true
be self-evident: that all
meaning of its Martin Luther King, Jr.
Delivered on the steps of the Lincoln Memorial in
creed: ‘We hold
Washington D.C. on August 28, 1963
72. If you think that conveying ideas
effectively is an innate ability—a talent
reserved for naturally gifted orators—
then you are probably neglecting your
role as a communicator.
73. “If you want to build a ship,
don’t drum up people to collect
wood and don’t assign them
tasks and work, but rather…”
75. “quote”
IF YOU CAN ARTICULATE
A VISION THAT MAKES
PEOPLE PASSIONATE,
THERE ARE SO MANY
AMAZING THINGS YOU
CAN DO. Sophie Vandebrock
Xerox Corporation
89. 74 percent
Managers who say their organizations persuade
workers to report bad news upward.
Source: Sirota Survey Intelligence
90. One in three employees believes that senior
management actually discourages workers from
passing information up the chain of command,
even—or especially—when it’s bad news.
Source: Sirota Survey Intelligence
91. “
In some companies,
a fear of retribution
may be at work.
”
Jeffrey Saltzman, Sirota CEO
92. “Employees who learned about improper corporate
feared senior
adjustments appear to have
management’s criticism or even
the loss of their jobs. It was
common for employees to be denigrated
in public about their work.”
Source: “Report of Investigation by the Special Investigative
Committee of the Board of Directors of WorldCom”
100. FEEDBACK FOCUSES ON
THE PAST
Reinforces personal stereotyping based
on giver’s history with recipient (“Do you
know what your problem is?”).
101. Future-oriented
Seen as positive because
“feed-forward” it focuses on solutions
Can come from anyone
who knows about the
topic
Cannot be taken
personally, since it
focuses on things that
have yet to happen
Less confrontational way
of offering advice
112. Individuals who take
failures personally
have an exaggerated
sense of their own
incompetence. They view
taking initiative as futile
since they expect to fail.
113. Sol√ e f∅r why
In 1968, 18 percent of American college freshman
had achieved an A average in high school.
By 2004, that figure was 48 percent.
During that same period, SAT scores decreased.
SOURCE: Twenge, J. M. (2006). Generation me: Why today’s
young Americans are more confident, assertive, entitled—and
more miserable than ever before. New York: Free Press.
124. the three attitudes of hardiness
Commitment: the Control: the Challenge: the
belief that stressful conviction that perception that
events are not individuals can change is both
threatening, but actively influence expected and
interesting and life’s events. stimulating.
meaningful.
Source: Suzanne Kobasa and Salvatore Maddi, The Hardy Executive: Health Under Stress
125. Commitment
People who are committed to and
involved in their work are more apt to
perceive chaos as interesting.
126. Control
People adapt to change best when
they understand the control they
have over their environments.
127. Challenge
When chaos is welcomed, we can
perceive it as stimulating, if not a
hidden opportunity for personal
development.
131. The average length of time
11min. 4 sec.
we work on a task before being interrupted
SOURCE: Gloria Mark, Victor M. Gonzalez, & Justin Harris
“No Task Left Behind? Examining the Nature of Fragmented Work”
132. On average, it takes
more than 25 minutes
to resume what we
were doing before
being interrupted.
SOURCE: Gloria Mark, Victor M. Gonzalez, & Justin Harris
“No Task Left Behind? Examining the Nature of Fragmented Work”
133. “Engaging in multiple
activities appears to be
related to the scope of work;
as the scope increases so
does multi-tasking.”
Mark, Gonzalez, and Harris
137. Giving away our authority is a
personal challenge. It involves
sharing influence, prestige,
and applause, while forcing
us to deal with our personal
insecurities.
138. “ A basic function of
leadership is to produce
more leaders, not more
”
followers.
Ralph Nader
140. “The class of 2007 is the first in Ohio which must pass
all five Ohio Graduation Test sections to receive a diploma.”
The Blade, May 22, 2007
141. When we force people
to strive for proficiency in
everything, we miss the
opportunity for them to
achieve greatness in the
one area where they may,
indeed, achieve just that.
142. strivingforimprovement,
most of us do the same thing:
we take our strengths for granted,
and concentrate all our efforts on
conquering our weaknesses
143. Not surprisingly,
the vast majority of organizations
appear to believe that the best
way for individuals to grow is to
eliminate their weaknesses.
144. Identifying each person’s strongest
talents permits everyone the opportunity
to contribute what they do
BEST.
148. Social facilitation is the tendency for people
to be aroused into performing better in
the presence of others than they perform
when they are alone.
152. distractionconflicttheory
The presence of
others actually
creates a conflict
between attending to
the task at hand and
navigating through
the group process.
154. “Team after team can be sunk by
‘team destroyers’…people whose
brilliance in individual tasks is
matched by their incapacity for
collaborative work.
Suzy Wetlaufer
”
“The Team That Wasn’t”
Harvard Business Review (Nov/Dec 1994)
159. “The biggest men and women
with the biggest ideas can be
shot down by the smallest men
and women with the smallest
minds. Think big anyway.”
Dr. Kent M. Keith
Anyway: The Paradoxical Commandments
169. “
WHAT WE FOUND IN
OUR INVESTIGATION OF
ADMIRED LEADERSHIP
KOUZES & POSNER
QUALITIES IS THAT MORE
The Leadership Challenge THAN ANYTHING, PEOPLE
WANT TO FOLLOW
LEADERS WHO ARE
CREDIBLE.”
170. “Credibility is the
foundation on
which leaders and
constituents will
build the grand
dreams of the
future.”
Kouzes & Posner
183. Dictionary: attribute (uh-trib-yoot)
-verb (used with object)
1. to think of something as caused by a particular circumstance.
2. to consider as a quality or characteristic of the person.
Origin: 1350-1400; Latin attribūtus
188. I’m late because
my alarm clock didn’t
go off.
External I’m in trouble for being
late because my boss
Attributed to outside is a jerk.
agent or force
She only got her
promotion because they
needed to fill a quota.
189. I’m the type of person
who always likes to
be on time.
I earned my promotion
Internal
by working harder than Attributed to
everyone else did. personality factors
He’s behind in that project
because he’s an idiot.
193. “This is the neatest classroom. You must be very
neat students who really care about their room.”
194. REINFORCEMENT TRAINING: “I’m proud of
you and pleased with your progress.”
PERSUASION TRAINING: “Try harder. You
should be getting better grades in math.”
ATTRIBUTION TRAINING: “You work hard and
seem to know your math assignments very well.”
195. Students who received attribution
training scored one to two points
higher (out of twenty) than those
receiving persuasion and reinforcement.
196. Rewards and punishments
are external factors and, as
such, they prevent workers
from forming the internal
attributions that bring about
those behaviors that you’re
attempting to encourage.