The Leader as a Communicator

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Brianna Garrison
6 years ago
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1 The Leader as a Communicator Chris Maxwell, PhD Chris Maxwell, PhD 1

2 Road Map Communicating optimism and positivity matters Tell me about the best at work Active-Constructive Responding (ACR) Four Communication Styles Five Negotiating Styles Feedback/Feedforward Chris Maxwell, PhD 2

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The Broaden and Build Theory Negative emotions narrow our thoughts and actions to those that promote survival If positive emotions don t promote survival, what

4 The Broaden and Build Theory Negative emotions narrow our thoughts and actions to those that promote survival If positive emotions don t promote survival, what good are they? Positive emotions broaden our mindset (exploring), scope of attention and cognition, and build enduring resources for the future Chris Maxwell, PhD

5 The best at work In your squad Exchange information about a time at work when you felt most happy and positive and proud to work at your institution How much time do you spend talking about what works at work, and how do you say it? Leaders set the background music Chris Maxwell, PhD 5

6 Active-Constructive Responding Shelly Gable, PhD Active listening a nice way to make people feel heard Active-Constructive Responding an even better way You have a conversation with an acquaintance. As you say goodbye, your acquaintance says to herself That s the smartest person I ever met! OR He made me feel like I m the smartest person he ever met! Be active (interested and ask questions) and constructive (build up their points) Chris Maxwell, PhD 6

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8 Practice Active-Constructive Responding Share some good news with a partner Practice ACR Then, experience how it feels to communicate with someone who is not being active or constructive Chris Maxwell, PhD 8

9 Communication Styles Chris Maxwell, PhD 9

10 Low Expressiveness High Expressiveness May tell High Assertiveness Direct Spirited May control emotions May display emotions Systematic Considerate Low Assertiveness May ask 10

11 Direct (High Assertiveness, Low Expressiveness) (may tell; may control emotions) DECISIVE DIRECT SPEECH DOESN T STOP TO SAY HELLO SPEAKS QUICKLY LOUD TONES FORMAL SPEECH DIRECT EYE CONTACT FIRM HANDSHAKE KEEPS PHYSICAL DISTANCE WORK SPACE SUGGESTS POWER DISPLAYS PLANNING CALENDARS 11

12 Spirited (High Assertiveness, High Expressiveness) (may tell; may display emotions) GENERALIZES PERSUASIVE EXPRESSES OPINIONS READILY LOUD TONES ANIMATED LOTS OF VOICE INFLECTION QUICK ACTIONS LOTS OF BODY MOVEMENT ENTHUSIASTIC HANDSHAKE CLUTTERED WORKSPACE LIKES CLOSE PHYSICAL SPACE 12

Considerate (High Expressiveness, Low Assertiveness) (may display emotions; may ask) LISTENS PERSONAL LANGUAGE SUPPORTIVE LANGUAGE SPEAKS SLOWLY SOFT

13 Considerate (High Expressiveness, Low Assertiveness) (may display emotions; may ask) LISTENS PERSONAL LANGUAGE SUPPORTIVE LANGUAGE SPEAKS SLOWLY SOFT TONES PATIENT SPEECH SLOW MOVEMENT LIKES HUGGING GENTLE HANDSHAKE FAMILY PICTURES IN WORKSPACE LIKES SIDE-BY-SIDE SEATING CARRIES SENTIMENTAL ITEMS 13

14 Systematic (Low Assertiveness, Low Expressiveness) (may ask; may control emotions) PRECISE LANGUAGE AVOIDS EMOTIONS FOCUSES ON SPECIFIC DETAILS EVEN DELIVERY BRIEF SPEECH LITTLE VOCAL VARIETY POKER FACE AVOIDS TOUCHING CONTROLLED MOVEMENT STRONG SENSE OF PERSONAL SPACE PUTS CHARTS, GRAPHS IN OFFICE TIDY DESK 14

15 Direct Spirited Considerate Systematic Verbal What you say communicates meaning Paraverbal How you say it also communicates meaning Body Language Facial expressions, gesturing, touch Personal Space Includes personal appearance and workspace 15

16 Direct UPSIDE Takes charge, decisive and thrives on competition. DOWNSIDE Likes to get things done quickly, can overlook fine details that may lead to mistakes. Spirited Enthusiastic and friendly, thrives in the spotlight. Tends to intensify verbal behavior, can exaggerate or gloss over details that might diminish support. Considerate Values warm relationships, is a good listener. Tends to avoid change, dislikes conflict, may tell others what they want to hear. Systematic Accurate and objective, favors facts over emotions. Needs facts and data to make decisions, less comfortable with emotions. 16

17 Exercise Partner Task Which style seems to be your dominant style? What are the upsides and downsides of this style for you? Squad Task Using what you know about communication styles, (and ACR), come up with five creative ways to enhance communication in the workplace Chris Maxwell, PhD 17

18 Negotiation Styles Chris Maxwell, PhD 18

19 Research indicates there are five key negotiating styles. High Competing Collaborating Compromising Low Low Avoiding Accommodating Cooperativeness High Chris Maxwell, PhD 19

20 Pros and Cons of the five negotiating styles Competing when quick action is vital, when you know you are right, when issue is important but unpopular Consequences - partner may respond aggressively Compromising when goals are only moderately important, for temporary settlements, for expediency Consequences - sacrifice of own goals for quick fix Accommodating when the issue is more important to others, when being competitive might damage your cause Consequences may damage credibility and influence Collaborating good for integrative solutions Consequences responsibility/ownership diffused Avoiding when more important issues are pressing Consequences issues fester, caution is contagious Chris Maxwell, PhD 20

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22 What s the process most negotiators use when bargaining? Chris Maxwell, PhD 22

23 Successful negotiation focuses on basic interests, mutually satisfying options, and fair standards PEOPLE Separate the people from the problem INTERESTS Focus on interests, not positions OPTIONS Generate a wide variety of possibilities CRITERIA Results must be based on some objective standard Chris Maxwell, PhD 23

24 Your personal style is a critical variable in bargaining. The best negotiators also exhibit some key habits of thought that can improve results Determine your basic style preferences Assess your range of effective action A willingness to prepare Do the research High expectations People who expect more generally get more Patience to listen Information is power Personal integrity Reliable, consistent, values Chris Maxwell, PhD 24

25 How to give and receive feedback Chris Maxwell, PhD 25

26 The desire to genuinely help the other person as well as the working relationship is the foundation of managing interpersonal feedback Specific Direct Mutual Timely Descriptive Actionable Chris Maxwell, PhD 26

27 Feedforward Identify one area for interpersonal improvement I want to be a better listener I am overcommitted I want to be better organized Objectives Learn as much as you can Help as much as you can Rules Only about the future Nothing about past performance Chris Maxwell, PhD 27

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