Practical and Impactful Leadership Communication: Skills to bring out the greatness in you and your people
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Workshop for Catholic Care Services Hunter for the senior leadership team to support their leadership and communication development.
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Practical and Impactful Leadership Communication: Skills to bring out the greatness in you and your people
- 1. Skills to bring out the greatness in you and your people For Catholic Care Social Services Hunter June 2016 Heidi Alexandra Pollard CEO, UQ Power Practical and Impactful Leadership Communication
- 2. Focus for the workshop • Understanding your personal communication style and strengths • Expander leadership versus Container Management and the importance of your leadership vibe • Emotional Intelligence, resilience and leading for the long term
- 3. What makes a workplace great? (What do you see, hear and feel?) www.UQPower.com.au UQPower.com.au#StartWithU
- 4. What makes a workplace suck? (What do you see, hear and feel?) www.UQPower.com.au UQPower.com.au
- 5. As workplace futurists and culture architects, we get excited about the development of leaders and the creation of cultures that are adaptive and sustainable for the new world of work. This workplace culture is impacted by 3 key areas: We’re passionate about Work / play / living City based dwellers Massively mobile Constantly connected Cloud Computing Energy Disconnection Depression Generosity Economy Resilience Co-working Collaboration End of retirement Global nomads Questioning consumers High transparency Education reengineering Quadruple bottom line
- 7. www.UQPower.com.au UQPower.com.au#StartWithU What’s the differentiating factor between good companies and awesome companies?
- 9. The Awesome Ones have their House In Order The four keys to building an awesome business are: VISION – creating a truly differentiated strategy IQ – driving flawless execution BODY – having a solid brand and plenty of cash to weather the storms EQ – Attracting and keeping the right people
- 10. The Virtuous Circle Together these four quadrants create a circle of success: Vision – Guiding Philosophy IQ – Brand Promise BODY – Company Behaviour EQ – Customer Experience How you lead and communicate will determine how your company lives and delivers on the brand inside and out.
- 11. How to grow a business To successfully grow a business in a sustainable way and maintain your sanity you need to focus on 3 deliverables: 1 – Reduce by 80% the time it takes the top team to manage the business (operational activities) 2 – Refocus the senior team on market-facing activities 3 – Realign everyone else (onto the same page) to drive execution and results
- 12. YOU HAVE TO #startwithU AND GET YOUR HOUSE IN ORDER
- 13. EXPLORING YOUR SIGNATURE COMMUNICATION STRENGTHS Understanding your individual communication style strengths and the effect it may have on others.
- 14. • No right or wrong scores, no style is better than another. • One high score (4 pts or more) strong preference • Two high scores (within 2 pts) may lead with preferred style and can draw from others • Three close scores will lead with a preferred style, may have developed from experience • Equal scores in all four styles highly adaptable, may appear inconsistent to others PSCI Scoring
- 15. THE DIRECTING STYLE Liabilities • Impatient with those working too slowly • Lone ranger • Can be judgmental • Tendency to dominate others • Difficulty trusting others with work • Need to be in control causes frustrations Strengths • Fast paced, quick thinkers • Focus on action and results • Decisive • Takes responsibility • Natural leaders • Visionary, big picture Developed by CoachWorks International Dallas, Texas USA for Corporate Coach U International. Copyright 1995. Version 2005. All rights reserved.
- 16. THE PRESENTING STYLE Liabilities • May not always be taken seriously • Poor operational follow through • Easily bored • May overpromise and underdeliver • Would rather talk than listen • Does not manage time well Developed by CoachWorks International Dallas, Texas USA for Corporate Coach U International. Copyright 1995. Version 2005. All rights reserved. Strengths • Knows how to have fun • Always up, energetic • Communicates easily • Motivates others • Lots and lots of ideas • Enjoys/prefers new projects
- 17. THE MEDIATING STYLE Liabilities • Likes privacy, may be difficult to get to know • Focuses on people issues over business progress • Reluctant to correct difficult people problems • Doesn’t like risk taking • Doesn’t care for surprises • May avoid centre stage Strengths • Subtle, gentle, indirect and inclusive • Good listener • Expert • Loved by everyone • Champion of others • Encourages others through appreciation Developed by CoachWorks International Dallas, Texas USA for Corporate Coach U International. Copyright 1995. Version 2005. All rights reserved.
- 18. Strengths • Likes people, not large groups • Confident if facts are known • Likes to give advice • Very thorough • Fair and unbiased • Enjoys structure Liabilities • Difficult to stop pursuing perfectness • Fear of mistakes creates time consuming tasks • Tends to be critical • Worries a lot • Slow to embrace new THE STRATEGIZING STYLE Developed by CoachWorks International Dallas, Texas USA for Corporate Coach U International. Copyright 1995. Version 2005. All rights reserved.
- 19. Appreciating your style and others 1. The top three positive characteristics of my style are: 2. The three strengths I admire most in people with the opposite style are: 3. The strength of mine that drives others crazy is: 4. I feel most like myself, comfortable at work when: 5. I feel least like my style, out of my comfort zone at work when: 6. My preference for handling conflict and difficult conversations is: 7. My preference for how meetings are conducted at work is: 8. Draw a symbol that you believes best describes your style.
- 20. How does each style lead change? Type Approach Thrust Focus Director Directing Maximises output Dynamic, task Presenter Consulting Helps people adapt to change Dynamic, people Mediator Valuing Builds organisational commitment Static, people Strategist Informing Consolidates organisational processes and procedures Static, task
- 21. Shift happens. • Hyper-connectivity • Increased Demand for CSR • Accelerating Technology • People want tailored convenience
- 22. ““Heidi we’ve seen moreHeidi we’ve seen more change in the last 3 yearschange in the last 3 years than in the lastthan in the last 3030.”.”
- 23. Let’s take a walk in theLet’s take a walk in the Land of PossibilityLand of Possibility and see if you can be aand see if you can be a futurist too!futurist too!
- 24. Let’s take a walk in theLet’s take a walk in the Land of PossibilityLand of Possibility and see if you can be aand see if you can be a futurist too!futurist too!
- 25. www.UQPower.com.au PAIR SHARE - DISCUSS How many predictions did you guess? Which predictions surprised you the most? How do these future trends relate to your work? ?
- 26. The people who best handle challenging times of change are those with high emotional intelligence (EQ). There are five domains of EQ identified including: 1.Knowing your emotions 2.Managing your emotions 3.Motivating yourself 4.Recognising and understanding other people’s emotions 5.Managing relationships ie: managing the emotions of others. EQ – Emotional Intelligence
- 27. Expander Leaders Have High EQ UQPower.com.au#StartWithU ‘e’Download our free report 8 Signs of Strong Emotional Intelligence here www.uqpower.com.au/strong-eq
- 28. Why are some staff “Batteries Not Included” UQPower.com.au#StartWithU
- 29. And other staff are “Batteries Included” UQPower.com.au#StartWithU
- 30. Because some leaders are “Drainers” of energy These are CONTAINER MANAGERS UQPower.com.au#StartWithU
- 31. And other leaders are “Givers” of energy These are EXPANDER LEADERS UQPower.com.au#StartWithU
- 32. People join a company UQPower.com.au#StartWithU
- 33. But leave their manager UQPower.com.au#StartWithU
- 34. TIP: Lead with your body. Introduce yourself to someone: Like it’s a waste of your time You Can Raise Your Frequency
- 35. TIP: Lead with your body. Introduce yourself to someone: Like they are your long lost best friend You Can Raise Your Frequency
- 36. THE NAKED TRUTH • CHANGE IS MESSY • EVERY PERSON HAS DIFFERENT NEEDS • YOU CAN NEVER COMMUNICATE ENOUGH • THERE IS NEVER ENOUGH TIME, MONEY, SUPPORT • CHANGE IS ALWAYS UNCOMFORTABLE www.UQPower.com.au
- 37. - 7% of meaning is in the words that are spoken -38% of meaning is paralinguistic – the way we say it -55% of meaning is in body language & expression WHY YOU MUST BECOME FLUENT IN A SECOND LANGUAGE
- 38. - Speed of processing - Sound bytes - Lack of patience - Clarity of message - Checking for understanding Barriers to good communication
- 39. - Timing - Physical space - People present - Energy Barriers to good communication
- 40. Using the excuse that information is on a “Need to know basis” is old way of work. Future employees wont accept that. People will always fill __ the blanks. Tell them nothing and they’ll make it up. Communication provides a context for decision making and prioritisation. Leaders must help people see what they need to do to support the organisation and direction. Eg: danger if this isn’t done People expect the leaders of the business to know where they are going. What’s going on?
- 42. Stand in 2 circles one inside the other •My life story… •I love working for our organisation because… •My favourite book / movie at the moment is… •My proudest achievement… A GAME OF FOCUS
- 43. If you only have a hammer Method Risks Benefits Energy Email Text Video Posters Newsletter Speech Conference Call Phone call Face-to-face
- 44. 1. You take care of the people. 2. The people take care of the service. 3. The service takes care of the customer. 4. The customer takes care of the profit. 5. The profit takes care of the re-investment. 6. The re-investment takes care of the re-invention. 7. The re-invention takes care of the future. (And at every step the only measure is EXCELLENCE.) By Tom Peters 7 steps to sustaining success
- 45. www.UQPower.com.au CHANGE IS GOING TO HAPPEN YOU CAN CHOOSE TO LET IT HAPPEN TO YOU OR YOU CAN Make It Happen AND LEAD THE WAY! UQPower.com.au#StartWithU
- 46. WHEN LEADERS FOCUS ON DEVELOPING THEIR PEOPLE AT WORK EVERY CULTURE AND BUSINESS METRIC IMPROVES Source: WorkHuman Research Institute at Globoforce
- 48. Stay in touch www.UQPower.com.au www.linkedin.com/in/heidialexandrapollard
Notas del editor
- 12.40pm
- From your pre- work sheet List your top three personal values (ie: things that must be in your life, relationships and work that are of importance to you. Eg: honesty, creativity):
- 9.35am It’s important to note before we get started that there are no right or wrong answers with this tool. The PCSI has been used with several thousand people who have validated its efficacy. Remember that it identifies the style you lead with as preferred but there is no correct style. I ask that you do not copy and distribute the PCSI tool/form as it is copyright and should not be duplicated without permission. Once we’ve completed the tool and you’ve added up your responses you will see if you have a strong preference for one or two styles. Knowing your style can help you to: Recognise your tendancies Build on your strengths Identify and appreciate the style of others, and Improve the way you communicate with each other. Let’s begin. Please turn to the page (3) with the four boxes identified as Parts 1-4 and follow the instructions. Once you have completed this process and added up all the checks or circles you have for each Part please wait before turning the page. This should only take you 5-10 minutes. How did you go? The highest total is usually the one that best describes you. Although your scores may be closer in more than one Part, most people find that they match just one or two types. Now take a look at the next pages and review the description of your preferred style. We all use all of these styles to some degree depending on the situation, but generally we have a clear preference for one or two. Choose the style that you have the highest score for, or if a couple are close, the one that feels most like you. Remember there is no correct style and we can all draw on all the styles. The PCSI recognises preferences, behaviours and emotions and can also be used to help to identify development gaps. It’s important to note before we get started that there are no right or wrong answers with this tool. The PCSI has been used with several thousand people who have validated its efficacy. Remember that it identifies the style you lead with as preferred but there is no correct style. I ask that you do not copy and distribute the PCSI tool/form as it is copyright and should not be duplicated without permission. Once we’ve completed the tool and you’ve added up your responses you will see if you have a strong preference for one or two styles. Knowing your style can help you to: Recognise your tendancies Build on your strengths Identify and appreciate the style of others, and Improve the way you communicate with each other. Let’s begin. Please turn to the page with the four boxes identified as Parts 1-4 and follow the instructions. Once you have completed this process and added up all the checks or circles you have for each Part please wait before turning the page. Now I ask you to take the PCSI and complete the adjective list as per the instructions. Check all answers that apply. Remember there are no right or wrong answers and it does not matter how few or many ticks you have Don’t think too long about each word, use your first thought this will yield the best result Use the scoring guidelines at the bottom of the page to determine your style. This should only take you 5-10 minutes. Write up everyone’s scores on the flipchart How did you go? The highest total is usually the one that best describes you. Although your scores may be closer in more than one Part, most people find that they match just one or two types. Now take a look at the next pages and review the description of your preferred style. We all use all of these styles to some degree depending on the situation, but generally we have a clear preference for one or two. Choose the style that you have the highest score for, or if a couple are close, the one that feels most like you. Remember there is no correct style and we can all draw on all the styles. Write up everyone’s scores on the flip chart
- Form into groups sort out how many (show of hands) break them into groups. In order for us to understand other people’s communication styles, we first need to understand our own. Hand out 3 handouts on spotting styles The most challenging relationships in a team are those that are diagonally opposite. Get groups to present back at about Each group 2 mins
- Form into groups sort out how many (show of hands) break them into groups. In order for us to understand other people’s communication styles, we first need to understand our own. Hand out 3 handouts on spotting styles The most challenging relationships in a team are those that are diagonally opposite. Get groups to present back at about Each group 2 mins
- 1.35pm Building Rapport and Engaging People The rapport phase is the opening of any successful facilitation or presentation. Quality interactions are only achieved when are truly engaging and building rapport with your audience. Building rapport and creating a climate of trust and understanding allows you to prepare the audience for the delivery of your content. Rapport is vital in all forms of communication and essential for conducting effective presentations and facilitating successful workshops, sessions, group work. In the role of facilitator, your task is to persuade and influence so the audience prefers your solution or idea over what they may have been doing in the past. John Grinder and Richard Bandler researched how expert communicators were able to build rapport. They found that people like people who are like themselves. Rapport is established by pacing. Pacing is the process of matching and mirroring the verbal, para-verbal and body language of the other person to create likeness and similarities which creates rapport. Being in rapport means being alike both verbally and non verbally. Professor Albert Mehrabian has pioneered the understanding of communications since the 1960s – today he spends his time researching, writing, and consulting as Professor of Psychology at UCLA. His work featured strongly in establishing early understanding of body language and non-verbal communications. His research provided the basis for the widely quoted and often much over-simplified statistic for the effectiveness of spoken communications. Here is a more precise (and necessarily detailed) representation of Mehrabian's findings than is typically cited or applied: 7% of message pertaining to feelings and attitudes is in the words that are spoken. 38% of message pertaining to feelings and attitudes is paralinguistic (the way that the words are said). 55% of message pertaining to feelings and attitudes is in facial expression (and body language). The main thing to remember is that the formula applies to communications of feelings and attitudes not just any communication. One of the best ways to build rapport if you don’t know the attendees is to use universals. Universals are statements that are ‘true’ for all members in the audience, general statements that are universally accepted. Here you are setting the scene or the big picture. For example: We live in a world that….. Have you ever found yourself in a situation where…..? Have you noticed how ……..is happening more often today?
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