WASHINGTON BANKERS ASSOCIATION EXECUTIVE DEVELOPMENT PROGRAM. Communications and Influencing Others

Transcription

1 WASHINGTON BANKERS ASSOCIATION EXECUTIVE DEVELOPMENT PROGRAM Communications and Influencing Others

2 Goals and Objectives Learn and begin to apply some fundamental principles of organizational effectiveness to our real world teams Gain awareness of our own Social Styles and improve the ability to work and communicate effectively with other styles Learn how to give and receive effective, developmental performance feedback Understand how to ensure clear, consistent communication for action Have Fun!

3 A B C D E

4 The only measure of a great team is whether it accomplishes what it sets out to accomplish -Patrick Lencioni Author, The Advantage

5 Tuckman s Stages of Group Development: Results Norms Purpose / Goals Roles / Strategies NORMING PERFORMING STORMING FORMING

6 The Waterline Model Structural Issues Group Issues Interpersonal Issues Intra-personal Issues The tendency is to try and fix the problem at the intra- and inter- personal levels (starting too deep in the water)

7 The 5 Dysfunctions of a Team Apathy To Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of trust

8 It s more important to know who you are than where you are going for where you are going will change as the world around you changes. Jim Collins Author, Built to Last

9 Apple Inc: To challenge the status quo, resist big brother and give people simpler alternatives NEXT: Television and Movie Industry??? Publishing Industry Phone Industry Music Industry Microsoft IBM

10 Who are you and why does your team exist? What is your next mountain to climb as you pursue your guiding star?

11 DETERMINING TEAM PURPOSE

12 Core Purpose Examples Bad example: To make cartoons for children Good example: To make people happy (Disney) Bad example: To sell hair and make-up products Good example: To give unlimited opportunities to women (Mary Kay Cosmetics) Bad example: To sell quality clothes at low prices Good example: To help people build independence (Goodwill)

13 Alignment vs. Agreement

14 ALIGNMENT: Creating so much clarity that there is as little room as possible for confusion, disorder and infighting to set in

15 CREATING CULTURE CHANGE

16 TEAMS COOPERATION COORDINATION WORKFLOWS ( + ) The Art of Transforming ( + ) corporate Mood Management Practices Ambition Trust Confidence Acceptance Distrust Resignation Resentment Arrogance Cynicism HIERARCHICAL C/C MGMT = SUPV ( - ) INCOHERENT Systems and Processes COHERENT ( + ) HP

17 The Results Pyramid RESULTS ACTIONS BELIEFS EXPERIENCES 2010, PARTNERS IN LEADERSHIP

18 SOCIAL STYLES

19 Learning Objectives Understand how others view your behavior Understand why you find some relationships more productive than others Develop insight about your behavioral strengths and weaknesses Make reliable assessments about others behavior Learn to communicate with others considering their behavioral needs and preferences Maximize the productivity of your relationships

20 Reference

21 Collaborative Team Model CONCEPTS THAT HELP MAINTAIN BALANCE: Shared Purpose High Level of Trust Effective Communication Skills Motivating Environment

22 Intent vs. Impact Perceived intentions strongly influence our judgments of others BMW vs. Ambulance

23 Intent vs. Impact Aware of Unaware of Give My intentions Other person s impact on me Other person s intentions My impact on other person Ask We tend to judge ourselves by our intentions and others by their impact on us.

24 Personality Pie STYLE: The crust of the personality pie is the part that can be seen. Observable behavior (say/do) PERSONALITY: Inner qualities attitudes, aptitudes, dreams, values, abilities

25 Say and Do Observable Behaviors Quieter Slower-paced More facially controlled Less inflected voice Less direct eye contact More casual posture Leans back Louder Faster-paced More facially animated More inflected voice More direct eye contact More rigid posture Leans forward

26 Social Values Achievement & Acceptance People who exhibit either of these patterns or actions are rewarded by society

27 Development of Behavior Patterns Behavioral Response B Tension Reduction C D A Tension Behavioral Response Reinforcement

28 Tension Productivity Model High Tension A force which stimulates activity PRODUCTIVITY Low Level Of Tension = Low Productivity Appropriate Level of Tension = High Productivity High Level Of Tension = Low Productivity Low TENSION High

29 Three Dimensions of Human Behavior 1. Assertiveness A measure of how we like to influence others by either asking or telling Ask Assertive vs. Tell Assertive 2. Responsiveness Extent to which one is perceived as displaying feelings or emotions and how they react to emotional displays or appeals Emote Responsive vs. Control Responsive 3. Versatility Extent to which one is perceived as adaptable Ability to accommodate others preferences

30 Assertiveness Behaviors Ask Assertive Verbal Behaviors Tell Assertive Slower Pace of Speech Faster Less Quantity of Speech More Quieter Volume of Speech Louder Asks Tells Relaxed Use of Hands Directive Lean Back Body Posture Lean Forward Indirect Eye Contact Direct Ask Assertive Non-Verbal Behaviors Tell Assertive

31 Responsiveness Behaviors Verbal Behaviors Controls Non-Verbal Behaviors More Controlling More Controlling Monotone Task Facts/Data Less Rigid Controlled Emotion in Voice Subjects of Speech Form of Descriptives Use of Hands Body Posture Facial Expression Inflection People Opinions/ Stories More Emoting Emotes More Casual Animated More Emoting

32 Assertiveness + Responsiveness = SOCIAL STYLE ANALYTICAL STYLE DRIVING STYLE More Controlling + More Asking Asks More Emoting + More Asking Emotes Controls More Controlling + More Telling Tells More Emoting + More Telling AMIABLE STYLE EXPRESSIVE STYLE

33 Assumptions About Personal Styles No best or worst style No pure styles Does not explain the whole person Much of the population is different than we are We all have goals to attain and results to achieve

34 Intent: Get Job Done Need: Control Orientation: Action Focus: Task Pace: Faster Relate to Others: To get things done Use of Time: Focus on present Decision Making: Facts and data; rational Action oriented

35 Intent: To be heard Need: Attention Orientation: Intuition or Spontaneity Focus: Relationships Pace: Faster Relate to Others: Want people to support their ideas Use of Time: Focus on future Decision Making: Opinions, hunches, intuitions Intuition oriented

36 Relationship oriented Intent: Get along Need: Harmony Orientation: Relationships Focus: Relationships Pace: Slower Relate to Others: Understanding and mutual respect Use of Time: Focus on present Decision Making: Impact on people

37 Intent: Get job done right Need: Accuracy Orientation: Thinking Focus: Task Pace: Slower Relate to Others: Cautiously Use of Time: Structured, predictable schedule Decision Making: Facts; avoids risks Thinking oriented

38 Backup Behavior ANALYTICAL STYLE DRIVING STYLE AVOIDS Asks ACQUIESCES Emotes Controls AUTOCRATIC ATTACKS Tells AMIABLE STYLE EXPRESSIVE STYLE

39 Versatility Behaviors Seen As Focusing on MY Tension Behaviors Seen As Focusing on OTHERS Tension VERSATILITY Low Medium High Versatility a measure of the level of support and respect given to an individual by others

40 Gaining Support and Earning Respect One step at a time Know Yourself: Know the impression you make on others; how your behavioral preferences can cause tension for others Control Yourself: Learn to be tolerant of other s behavior without becoming tense. Know Others: Observe other s behavior to learn about their tension, how they respond to you, and how you can to make your interactions more comfortable and effective for them Do Something for Others: Once you know what makes another comfortable, accommodate his/her preferences

41 Enhancing Your Versatility Style Intent Need Pace Focus Driver Get Job Done Control Fast Task Amiable Get Along Harmony Slow People Analytic Get Job Done Right Accuracy Slow Task Expressive Be Heard Attention Fast People

42 Activity Get in groups of like style Create flier to advertise a retreat like this one What are the strengths of your style? What are the challenges of your style? How to get best results with your style Song/slogan that describes your style

43 Interacting Effectively With Others Avoid Judgments Evaluations Analyzing Practice Observe behavior patterns Look for underlying intentions Flex your style to maximize the relationship

44 GIVING AND RECEIVING FEEDBACK

45 COMMITMENT BASED MANAGEMENT HUMAN POTENTIAL PROJECT HP2

46 Communication in the workplace has as its sole purpose the effective coordination of action

47 Basic Linguistic Moves Declarations Assertions Assessments Requests Promises Offers

48 Declarations Bring something new into being Generate action Set new directions Name things Require authority

49 Assertions Are true or false Imply a commitment to provide evidence Are oriented toward the past or the present

50 Assessments Are never true or false Are grounded or ungrounded Can be oriented toward the future Are only useful for designing action Open and close possibilities for action

51 Competence Domain specific Does not equal character

52 Grounded Assessments Are made for the sake of coordinating action Are restricted to a specific domain of action Are stated using standards shared by the community Are supported by assertions about the past Are validated by the authority of the speaker Are restricted to a specific time frame

53 Benefits of Grounded Assessments More confidence in the decisions we make Create more trust and certainty between people Open the possibility for shared understanding Establish a foundation of collaboration for mutually beneficial solutions

54 Formulating Grounded Assessments

55 Formulating Grounded Assessments 1. What is the assessment? 2. Domain of action? 3. Are you granted authority in the domain? 4. For what purpose are you making the assessment? 5. What possibilities does this assessment open and close? 6. Against what standard(s) are you making this assessment? 7. Provide 3 assertions to support your assessment. 8. Is your assessment grounded? 9. What new action can you design?

56 YOUR TURN

57 Giving Feedback Rules of Thumb 1. I am sharing my truth not The Truth. I won t confuse the two and act like I have The Truth. 2. I get permission to have the conversation. 3. I will speak from the first person and start all of the conversations with I as opposed to you. 4. I will state the reason why I am sharing the assessment 5. I will state my assessment first and then give some reasons for why I am holding that assessment. 6. I will be sure that any action requests are made clearly, and are agreed to by all parties. 7. I will complete with a thank you to all involved

58 Delivering Assessments 1. Ask permission 2. Private setting 3. State purpose 4. Share assessment 5. Ground assessment (provide assertionbased evidence to support) 6. Design action conversation

59 YOUR TURN

60 Elements of a Request, Promise or Offer Speaker Listener Something missing (that is possible to happen) Conditions for Satisfaction (mutually agreed upon) Time - by when

61 Owner

62 What Work Looks Like

63 Closing 1. What are you taking away? 2. What will you do differently?

64 Jason Swain & Associates, LLC 1679 North Winrock Street Liberty Lake, WA (509)