Se ha denunciado esta presentación.
Se está descargando tu SlideShare. ×

2015-04-23 The Courage to Communicate - Effective Leadership

Próximo SlideShare
DISC Personalities at Work
DISC Personalities at Work
Cargando en…3

Eche un vistazo a continuación

1 de 81 Anuncio

Más Contenido Relacionado

Presentaciones para usted (20)


Similares a 2015-04-23 The Courage to Communicate - Effective Leadership (20)

Más de Raffa Learning Community (20)


2015-04-23 The Courage to Communicate - Effective Leadership

  1. 1. The Courage to Communicate: Effective Leadership Ann W. Rosser, CEO, Finding Resolution Thrive. Grow. Achieve. April 23, 2015
  2. 2. Ann Rosser, CEO, Finding Resolution Dealing With Conflict
  3. 3. Overview  Conflict in the Workplace  Symptoms of Conflict  Your conflict style  Influence on employee engagement  Building trust  Active listening
  4. 4. Conflict in the Workplace What causes it? How do you deal with it?
  5. 5. “The people to fear are not those who disagree with you, but those who disagree with you and are too cowardly to let you know.” Napoleon Bonaparte
  6. 6. Causes of Conflict  lack of defined roles,  lack of understanding of duties,  lack of time, tools,  or temperament to complete tasks and individuals’ agendas in opposition to organizational goals.
  7. 7. Conflict Left Unmanaged Leaves a business in a state of constantly dealing with issues rather than managing the organization’s goals. Hoping it will go away allows it to fester into a larger conflict, involve more co-workers than the original dispute and hurt the organizational culture.
  8. 8. Symptoms of Unresolved Conflict  Stress frustration and anxiety  Loss of Sleep  Strained relationships  Grievances and litigation  Employee turnover  Loss of productivity  Absenteeism
  9. 9. Recommendations for Conflict-Safe Work Environment  Never allow conflict to become personal  Reward, recognize and thank individuals willing to take a stand and support their position  Expect individuals to support with data and facts  Provide training in healthy conflict and steps in mediating a conflict
  10. 10.  Don’t play favorites. Not wrong to like some more than others. It is wrong to act on that in an unfair manner.  Talk to individuals one-on-one. See how things are going from their viewpoint.
  11. 11. One of the most common things that allows conflicts to grow and escalate is assumptions – that other people won't understand, won't be reasonable, don't want to resolve things, etc. The first step to resolution is asking questions with curiosity, rather than making assumptions.
  12. 12. Conflict  The goal of organizational leadership is not to eliminate conflict but to use it. Conflict is a predictable social phenomenon and should be channeled to useful purposes.
  13. 13. “A good manager doesn’t try to eliminate conflict; he/she tries to keep it from wasting the energies of his/her people. If you’re the boss and your people fight you openly when they think you are wrong –that’s healthy.” Robert Townsend CEO of Avis Rent a Car
  14. 14.  If there is conflict or dissention in your department, look at your own actions.  Do you, either verbally or non-verbally send messages that it is not okay to disagree or  Do you put individuals “on the spot” when they express their opinion?
  15. 15.  Observe closely the interactions among employees and what is going on  Ask individuals for how you are perceived handling conflict
  16. 16. Conflict Involves  Emotions – What you feel is important  Perceptions – What you see at stake  Behaviors – How you act with others
  17. 17.  Conflict Assessment for Natural Style
  18. 18. Accommodate Avoid Compromise Collaborate Compete
  19. 19. 1. A Accommodate B Avoid 2. A Collaborate B Compete 3. A Compromise B Avoid 4. A Avoid B Collaborate 5. A Compromise B Accommodate 6. A Collaborate B Compromise 7. A Compete B Avoid 8. A Collaborate B Compromise 9. A Accommodate B Compete 10. A Compromise B Avoid 11. A Collaborate B Accommodate 12. A Avoid B Accommodate 13. A Compete B Compromise 14. A Compete B Collaborate 15. A Accommodate B Compete
  20. 20. Styles  Accommodate (I Lose, You Win)  Avoid (I Lose, You Lose)  Compromise (We Both Win, We Both Lose)  Compete (I Win, You Lose)  Collaborate (I Win, You Win)
  21. 21. Accommodate (I Lose, You Win) Putting aside your needs and desires and acquiescing to the other person’s requests/demands. Appropriate: • When a high value is placed on your relationship with the other party. • When outcome is of low importance to you, but is of high importance to the other party.
  22. 22. Avoid (I Lose, You Lose) Side-stepping or withdrawing from the conflict situation. When you prevent/postpone conflict, it remains unresolved and neither party wins.
  23. 23. Compromise (We Both Win, We Both Lose) Resolving the conflict quickly and efficiently by seeking a fair and equitable split between the two positions. Each side concedes on some of their issues in order to win others. Both parties must be flexible and willing to settle for a satisfactory resolution of their major issue.
  24. 24. Compete (I Win, You Lose) Seeking to win your position at the expense of the other party losing theirs. Appropriate when only one party can achieve their desired outcome. Best used when outcome is extremely important and relationship is of low importance.
  25. 25. Collaborate (I Win, You Win) Cooperating with the other party to try to resolve a common problem to a mutually satisfying outcome. When you join with the other party to compete against the situation, instead of each other. Each side must feel that the outcomes gained through collaboration are better than they could achieve on their own.
  26. 26. Style Most Advantageous Based on: Importance of relationship Importance of outcome
  27. 27. What Does This Mean?  Dependent on importance to you or organization to “R” or “O” ----  You may have to choose styles that are beyond your “comfort area” default style.
  28. 28. Five Conflict-Handling Styles Collaborate I Win, You Win Accommodate I Lose, You Win Compromise We Both Win, We Both Lose Avoid I Lose, You Lose Compete I Win, You Lose HIGH MEDIUM LOW HIGHMEDIUMLOW Importance of outcome Importanceofrelationship
  29. 29. Conflict Gaps  In most workplaces because skills not there for collaboration  Ideal mix of styles in healthy workplaces: 75% Collaborate No more than 25% for Compete, Compromise, Accommodate and Avoid
  30. 30. How To Achieve Better Outcomes  Build Trust….. gradually  Avoid Assumptions  Determine Expectations  Better Listening ---passive, active, questioning  Motivation --- underlying interests
  31. 31. Building Trust  Let people know what is expected of them.  Decide on the limits of your trust.  Lead the way.  Build trust gradually.
  32. 32. Listening Errors  Failure to hear clearly  Failure to communicate clearly  Failure to “hear between the lines”
  33. 33. Listening Strategies  Passive listening  Active listening  Questioning  Looking for inconsistencies or underlying interests
  34. 34. Interests & Concerns  What are their core concerns?  What is their motivation?  How can their interests be satisfied?
  35. 35. Creativity Creativity helps to:  Think of new and different alternatives  Think of new strategies to advance your cause  Redefine the situation
  36. 36.  Self-awareness - What is your default style?  What do you have to do to change?  What is your motivation?  Are you making assumptions?  Have you gathered the facts?  Are you establishing trust?
  37. 37.  Conflict resolution in the workplace and creating a safe place for debate can be:  complicated  time-consuming  exasperating
  38. 38.  However, when correctly:  worthwhile  productive  expanding
  39. 39. What Are You Going To Do Differently?
  40. 40. Employee Engagement
  41. 41.  People don’t quit jobs. They quit bosses.
  42. 42. Coaching  Coaching – rather than “telling”: - Motivates - Leads to better teamwork - Greater engagement – ownership - Uncovers potential
  43. 43. Engagement  Communication  Listening  Feedback  Dealing with conflict  Empathy
  44. 44. “Our success is due, in part, to not just an ability but a willingness to look at things differently” Michael Dell
  45. 45. Leading Yourself 1. Attitude 2. Self-Awareness 3. Specifics of Goal Achievement
  46. 46. “Attitude is a little thing that makes a big difference” Winston Churchill
  47. 47. Your attitude is the foundation for your success in any area. What you do is influenced by how you think, and your thoughts reflect your most basic attitude.
  48. 48. One of the things that allow an individual to become successful is his or her attitude. Successful people don’t have any fewer problems than unsuccessful people; they just have a different mindset in dealing with them.
  49. 49. Self-Awareness  Communication  Styles of Communication  DISC D – Decisive I - Interactive S - Stabilizing C - Cautious
  50. 50. “ The art of communication is the language of leadership.” -James Hume, professor, speechwriter
  51. 51. Successful Communicators  Identify difficult situations  Are aware and understanding  Other person’s point of view, filters  Adapt their style and messaging
  52. 52. “The single biggest problem in communication is the illusion that it has taken place” George Bernard Shaw
  53. 53. The first step to getting what you want is to communicate your thoughts so you are understood.
  54. 54. Most problems at work are a result of poor communication.
  55. 55. Communication is an Art, Not a Science There is no absolute right or wrong way to communicate effectively. What is most important is that you communicate in a manner and style most comfortable and effective for the situation and results.
  56. 56. Effective communication is a two-way process in which there is an exchange and progression and ultimately understanding of ideas toward a mutually accepted direction or goal. Basic Elements: Speaker Listener Message Medium Feedback/Reply
  57. 57. Communication Goals To get and give information To persuade To ensure understanding To get action To change behavior
  58. 58. Information Richness & Media Type Face-to-face communication Verbal communication electronically transmitted Personally addressed Written communication Impersonal written communication High Richness Low Richness
  59. 59. Engagement Model  Ask questions  Ask for feedback  Provide detailed feedback  80/20  Listen
  60. 60. Empathy  Not sympathy  Does not show weakness  Have to listen  Reframe  Understand/Acknowledgement
  61. 61. Listening Tips  Paraphrase the message to the speaker in order to confirm your understanding.  Repeat the message to help you remember what was said.  Probe for missing information.  Remember the most important points of the message for future application.  Act upon the message as necessary.
  62. 62. Types of Feedback • Formal—documented annual/semiannual performance review • Informal—day-to-day communication and feedback about performance
  63. 63. Levels of Feedback • None at all • Negative only • Positive only • Balanced
  64. 64. The Default Performance Feedback System “If you don’t hear anything, you are doing just fine but if you screw up we’ll let you know!”
  65. 65.  Lack of effective feedback is one of the biggest reasons for lack of engagement  What causes lack of effective feedback?
  66. 66. Engagement Model More  Trust  Openness  Ownership  Versatility  Influence  Action
  67. 67. Engagement Model Less • Control • Channels • Routine • Position power • Analysis • Bureaucracy
  68. 68. Causes of Conflict at Work Miscommunication  The employee either did not receive the message or received only part of a message, or the message was delivered in a way that may have been misinterpreted. Different Interpretations  The employee believes that adherence to rules, policies, or procedures should be carried out in one way, while the actual intent or the rule, policy, or procedure is something else entirely. Different Values  The employee has less regard than others for a specific task or duty and does not attach importance to its value. Opposing Goals  The goals of the company or supervisor are directly opposed to those of the employee.
  69. 69. Conflict Strategies Win/Win—Collaboration • Both parties achieve their goals o Example: Working together, an acceptable resolution is reached that helps everyone concerned regarding a conflict. Win/Lose—Competition • One person is defeated • Example: Employee’s request or complaint is denied without reason.
  70. 70. Conflict Strategies (Cont.) Lose/Lose—Avoidance  Neither parties achieves its goals.  Example: Employee quits because of perceived problems at work. Lose/Win—Give in  One person gives in.  Example: Supervisor not enforcing rules.
  71. 71. Reasons for Poor Performance • Lack of communication leads to: • Lack of trust • Lack of respect
  72. 72. Basic Rules About Managing Performance 1.Set Expectations 2. Always expect excellent performance. 3. Never let poor work go unnoticed or performance issues go unchallenged.
  73. 73. Team Leader’s Responsibilities • Train team members to work together • Identify potential obstacles • Suggest procedures or ideas for solving a problem • Help get information • Give input • Help the team progress • Monitor progress • Recognize and reward results
  74. 74. Types of Difficult Team Members • The reluctant team member • The defiant team member • The dominant team member • The absentee team member • The vacationer team member
  75. 75. Characteristics of an Engaged Team Player 1. Openly shares feelings, opinions, thoughts, and perceptions about problems and issues relating to the team. 2. When listening, attempts to hear and interpret communication from sender’s point of view. 3. Utilizes resources, ideas, and suggestions of other team members. 4. Trusts and supports other team members, encouraging their growth and development. 5. Understands and is committed to team objectives.
  76. 76. Characteristics of an Engaged Team Player (Cont.) 6. Acknowledges and works through conflict openly, by respecting and being tolerant of individual differences. 7. Makes decisions based on information only, rather than being influenced by peer pressure. 8. Provides ideas and suggestions to the team leader that are helpful to the team. 9. Always strives for a win/win solution. 10. Strives for consensus on team decisions.
  77. 77. Key To Change Desire Reinforced by conviction that goals and priorities are correct
  78. 78.  Fern, please make this slide – Slide no. 21 from the “Famous” slide set in drop box. Pls. do not include text at bottom. Just picture and quote.
  79. 79. Fern – Please make this slide using Slide #24 from Invest In your Future set of slides. IT is the picture of the ocean with the first word “Focus”
  80. 80.  What Are You Going To Do Differently?
  81. 81. Ann Rosser, CEO, Finding Resolution 703-536-6915