Leaders to Leader

Lessons from the Great American Leaders & How They Apply Now

Posts Tagged ‘communications

The Stronger the Personal Feelings, the Less Likely Any Agreement Will Occur

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conflict

The primary barrier to mutual communication is a person’s natural tendency to judge and approve or disapprove of what is being said by another person. Judging takes place because people tend to evaluate what they hear from their own personal point of view and reference. These evaluations short-circuit their ability to objectively think through, reframe and analyze responses.

Leaders not only have to communicate their own thoughts, ideas, and messages clearly, but are often responsible for facilitating better communication between groups and individuals with divergent points of view. Leaders must understand that communication is heightened when personal feelings and emotions are deeply involved. One rule of thumb always applies: the stronger the personal feelings of the involved parties, the less likely any mutual agreement between the two.

This is because two ideas, two sets of personal feelings and two sets of judgments exist completely disconnected from each other. When these are not laid aside, nothing remotely resembling communication occurs.

This is a serious consideration for leaders, as they are often placed in situations where a complete lack of communication exists. They can find themselves in an environment where communication has completely broken down due to the highly-charged emotional content of both parties’ arguments. Without an understanding of the factors directly affecting communications, leaders will find themselves unable to facilitate useful exchanges and discussions; the communication that does take place will produce aggravation, conflict and frustration for all parties.

Healthy communication occurs, and personal evaluations are avoided, when leaders are able to listen with a genuine sense of interest and understanding. This is a direct result of seeing an expressed idea or attitude from the other party’s point of view and developing a sense of how the other person feels. This allows leaders to achieve a personal frame of reference linked directly to an individual’s thoughts, perceptions and interpretations. When a leader is able to develop this understanding, he or she is able to facilitate better communication, assuage the other person’s fears, and establish more realistic and harmonious relationships.

Leaders can effectively apply this technique in a difficult environment by requiring each party to clearly restate the ideas and feelings of the previous speaker accurately to the speaker’s satisfaction. Only after this is accomplished does the second party state his or her viewpoint in response.

This should be done before anyone states their viewpoint or makes a response in a heated discussion, because it forces each party to pause and consider the other’s point of reference, helping the individual to identify what lies beneath the communicator’s thought process. This technique works because it immediately gives each party time to pause, think, analyze, evaluate, and remove the emotion from their statements.

This method requires an individual to achieve the other party’s frame of reference, so he or she can understand their thoughts and feelings well enough to summarize them accurately. This establishes real communication guaranteeing amicable solutions can be reached for two reasons. First, when understanding is achieved, it forces the other party to revise his or her own statements and thinking, to filter out emotions and subjectivity. Second, it reduces the differences between conflicting parties to reasonable disagreements that are both rational and understandable.

Leaders should know that complete understanding is often difficult to achieve because of the risks associated with challenging and altering one’s own thinking and views. Most are averse to this perceived threat.

Additionally, when emotions are at their peak, it is extremely difficult to achieve another’s frame of reference at the exact point when it is needed most to accurately interpret what is being said.

Leaders can easily overcome these barriers by assuming the role of neutral third party. In this capacity, they restate both individuals’ positions and points of reference to build clarity, introspection and understanding. This is an effective method for neutralizing potential miscommunication problems through active personal interaction. When individuals realize they are being understood clearly and accurately, and feel comfortable because their views are being mirrored, their statements grow less exaggerated and defensive.

Taking the position of a neutral third party allows leaders to handle any insincerities, exaggerations, lies and “false-fronts” that typically characterize communication breakdowns. This method leads to discovery of the truth and a realistic, objective appraisal of the barriers inhibiting two-way, interactive communication. The aim is to achieve “mutual” communication, focused on solving problems rather than attacking individual or group ideas, reasoning or appraisals.

Excerpt: Improving Communication in the Workplace: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 16.95 USD

Related:

Eight Ways to Improve Communication

Correctly Framing Problems Pinpoints the Right Solution

The Challenge of Handling Conflict

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2014 Timothy F. Bednarz, All Rights Reserved

Communication Must Be Personalized To Be Effective

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womenspeaking

Effective leaders know that communication must be personalized to be effective. Each situation encountered in the workplace needs to be addressed at a level comfortable for everyone involved. Leaders must communicate messages and gain feedback with confidence and care. As such, in order to be effective at conveying their message, leaders must pay close attention to individual differences and situations that provide them with a specific context to communicate in.

Leaders must rely on communication to resolve issues that negatively impact the workplace environment and their leadership image. By using persuasion, consultation and empowerment, managers can effectively lead people and positively influence the work environment. In order to successfully present their thoughts and ideas to subordinates, it is important for leaders to fully utilize these three basic communication styles.

How and when leaders apply the styles depends upon the particular situation and the motivation for using them. The three styles are discussed below in more detail.

Persuasive Communication

Persuasive communication is the cornerstone of motivation and task accomplishment. Leaders who use this style are influential in fostering positive change in the workplace. Part of persuasion entails utilizing motivational comments like, “This is great. Let’s do it!” Persuasive communication is most effective in the following situations:

  • Leaders often look to gain a commitment or agreement from their employees. This style works effectively for introducing new ideas, altering performance, deviating from an ineffective course of action, or adapting to various changes in the workplace. Persuasive communication focuses on influencing others in a positive and exciting way.
  • Leaders may need to complete a task or assignment in a given time frame or with particular outcomes. Persuasive communication helps define the importance of a given task or situation. A leader’s effectiveness at attaining employee cooperation depends upon the excitement imbued in the message and its delivery.
  • When leaders want to encourage a higher level of trust from their employees, they deliver a series of persuasive messages and actions that reinforce employee confidence, abilities and involvement.

Consultative Communication

Consultative communication is effective for building and maintaining involvement. It cements employee loyalty in the leader. This style utilizes open-ended questions like, “What do you think needs to be done here?” Such questions unearth hidden issues and personal agendas. This style helps define the direction to take related to the following circumstances:

  • Sometimes there is a need to shift an employee’s thinking away from a particular idea. Consultative communication can also help redirect an employee who is doing something that is not productive.
  • Employees need to know they play a key role in determining a direction, course of action, or outcome. Consultative communication is primarily used to build trust. It is also effective when defining goals, objectives, performance standards or specific expectations.
  • Leaders often want to increase their employees’ participation. This style is effective for securing involvement in a task or assignment that may be intimidating because of either change or the employee’s uncertainty about the abilities or skills that they need to complete a task.

Empowering Communication

The empowering style is effective when leaders want employees to accept responsibility. Leaders utilizing this style tend to use phrases such as, “do as you see fit” and “make decisions you think need to be made” along with words such as, “effectively” and “efficiently.” This style is best used in the following situations:

  • Leaders require cooperative efforts. When situations necessitate the employee work with little direction to complete a task, this style can be used to cement their confidence and help them attain self-motivation. At the same time it helps equalize employee workloads and instills the desire in people to achieve or surpass expectations.
  • Leaders may need to delegate. In this situation, the empowering style is especially effective when combined with the consultative style. Used together, leaders don’t defer responsibility, but acquire commitment to their goals and tasks by fostering respect and harmony between themselves and their subordinates.
  • Leaders demand improved outcomes and standards from employees. The empowered style works to motivate, amplify efforts and multiply results. It is very effective at gaining trust and respect while motivating people to perform at higher levels.

If you are seeking proven expertise and best practices on effective communication practices in the workplace to train or educate your employees to solve problems and improve their performance in this area, refer to Improving Communication in the Workplace: Pinpoint Leadership Skill Development Training Series.Click here to learn more.

Related:

Focusing Your Employees on Common Goals

Eight Ways to Improve Communication

Ten Steps You Need to Take to Effectively Sell Your Ideas

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2014 Timothy F. Bednarz, All Rights Reserved

Eight Strategies for Handling Disruptive Situations

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groupconflict

Within many workplace environments, leaders will find themselves in the role of team facilitator. In this capacity, leaders must direct and control team meetings and discussions in order to allow for the free-flow of ideas by all members of the team.

Within the team environment, leaders are dealing with a group of individuals who each has a personal agenda, bias and perspective. In many circumstances, leaders can effectively mold these individuals into a working team. In others, one or more members can stoutly resist the work of the team. These members may not agree with the purpose of the team or feel it threatens their personal position. Unfortunately, these individuals can be disruptive enough to prevent the team from functioning, frustrating leaders and members alike.

Leaders should understand that when individuals are given the opportunity to openly participate and make their views known, some will actively work against the leader and the progress of the team. As these individuals can be devious or openly hostile, it is essential that leaders recognize their behaviors for what they are. Once done there are specific actions leaders can take to handle these individuals or motivate the team to police themselves.

Due to the nature of group dynamics, leaders should anticipate and be prepared for the fact that an individual’s behavior might occasionally disrupt team discussions.

Anticipate and Prevent

When individuals organize into effective teams, most problems can be anticipated and prevented. This happens as members spend time getting to know each other, establishing ground rules and agreeing to norms of group behavior.

Group Problem

Many problems arise because individual team members allow or even encourage them in some manner. Leaders should examine each problem in light of what the team allows and encourages, and what it can do to facilitate more constructive behavior.

Control Reactions

Teams can exhibit a variety of behaviors: some minor occurrences that don’t inhibit team discussion and progress, others highly disruptive and even chronic.

Leaders must respond appropriately to the seriousness of the problem, ignoring fleeting disruptions while directly confronting chronic or seriously disruptive behaviors. Experienced leaders as facilitators develop a range of responses to typical problems.

Non-Intervention

There are times when leaders need not intervene, as individual team members will handle the offending behavior themselves. In this case leaders should be available to guide and direct discussions provoked when one member confronts another.

Minimal Intervention

Leaders can discuss the problem or situation outside of the group environment with disruptive team members. Constructive feedback should be given and solutions agreed to.

Impersonal Group Time

Leaders can discuss the problem with the entire team prior to their meeting in order to focus their attention on how they encourage the problem and what they can do differently to discourage it. The problem should be treated as a team issue, with discussions of personalities and personality issues avoided

Personal Confrontation

When other attempts have failed to rectify the offending behaviors in the team setting, leaders must become more assertive with the responsible parties. Direct action can be taken by the leader to remedy the situation.

Group Intervention

As a last resort and when all other approaches have failed, leaders may need to deal with offending behaviors in the presence of the team. In such an instance they expose the member(s) responsible for the offending behaviors to the open critique of the team.

This technique must be used sparingly, with leaders anticipating reactions and responses in order to minimize the hostility and defensiveness of offending team members.

Excerpt: Boosting Team Communication: Pinpoint Leadership Skills Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD

Related:

Seven Negative Roles & Behaviors Which Undermine Team Performance

Six Critical Issues To Consider When Solving Problems

Seven Proactive Steps to Take to Deal With a Problem Employee

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2014 Timothy F. Bednarz, All Rights Reserved

When Building Trust, By All Means Avoid These Six Behaviors

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smallgroup

One of the pillars of leadership is developing and fostering a deep sense of mutual workplace trust. One of the most vexing problems faced in organizations is a simple lack of trust between employees and their managers. For managers to experience successful growth and positive results in their respective department or unit, trust must be established on all levels. Without a deep sense of trust, their vision, goals and plans—as well as unified workplace cohesion—will be unobtainable.

Establishing trust is difficult, time-intensive work. It is earned when synergistic working relationships are established with individual employees. These relationships are characterized by active communication and listening, open and candid interactions, and a total acceptance of all persons as unique individuals. Trust also includes the manager’s personal involvement in ensuring employee as well as departmental success.

The fact that managers are granted authority over employees does not guarantee trust between both parties. Trust is based upon truth, which implies open, honest and direct communication free of personal or hidden agendas. For managers to become totally effective leaders trust must be earned and established. In the absence of trust, leadership principles will be of little consequence in the workplace.

Managers have a unique role within organizational workplaces. While they are responsible for individual employees and are required to guide and direct their activities, many are working on different assignments, projects and tasks in varying phases of completion. Many times it becomes impossible for managers to oversee everyone’s ongoing daily activities. This type of environment demands that high levels of trust are established and sustained.

Lack of trust in the workplace stems from areas managers can fall short in, including:

Establishing a Work Environment Free of Fear

Most managers are generally under extreme pressure to produce ongoing results. Many are focused on agendas that are able to secure or enhance their chances of organizational advancement. In the process, they often create zero-tolerance policies for mistakes and failures. This produces work atmospheres where employees become afraid to discuss problems or results in honest and open dialogue. Rather than trust their managers to support them, they hide pieces of information or mistakes that can hurt or jeopardize them in any way.

Communicating with Employees

Many managers have direct contact with their employees, but often fail to actively listen and engage in conversations that encourage interaction, feedback or input. Some are only interested in picking out certain information that they want to hear without thoroughly listening to anything else being said. Even though they fully believe they are communicating effectively, selective listening and targeted talk work to demoralize their employees and reduce their levels of trust and loyalty.

Interacting in Person

Many managers choose to communicate with their employees via email, written memos or posted messages. Very few efforts are made to interact directly with them on a regular and active basis. This becomes a major pitfall, as only when they make it a point to seek out employees to have open and free discussions and conversations can they become attuned to workplace problems, concerns, and attitudes and know which motivational methods need to be applied to whom.

All employees must be treated fairly, compassionately and honestly and be appreciated for their own particular characteristics and personalities. All have unique needs that must be addressed and met if they are to feel an important part of the organizational team. Since many tend to function with daily frustrations and pressures associated with their assignments and responsibilities, managers as leaders must become actively involved with them daily in order to encourage and sustain the motivation needed to assure they do not succumb to burnout and other psychological problems.

Specific Steps to Building Trust

If leaders wish to establish and build workplace trust, there are specific behaviors that must be avoided.

Criticism

Discussions concerning documented performance results and how to improve them are always necessary and appropriate as one of the manager’s primary responsibilities and functions. However, they must make it a point to avoid making unwarranted negative comments regarding an employee’s performance, attitudes and decisions, as they are directly perceived as personal criticisms, not constructive performance or work-related input.

Psychological Analysis

Managers as leaders must avoid assuming the role of amateur psychiatrist and analyzing employees’ motivations and behaviors. This includes resisting the urge to prejudge their circumstances, situations and actions.

Advice

Managers can easily provide solutions or advice without making the effort to seek employee input. As problems are often more complex than they appear, managers can short-circuit the learning process and alienate employees by not allowing them to identify why things happened, how ineffective solutions were reached, or the particular factors that contributed to inferior results. It is important that managers seek employee input in regard to specific problems in order to understand, analyze and learn from the facts and pertinent information they possess. Only then do they provide their advice, suggestions or solutions.

Command

Some managers tend to coerce, manipulate and force employees into completing assignments on time or accepting increased responsibility. As leaders, they need to avoid these types of actions, and instead motivate and encourage their employees to achieve desired results and/or increase their personal effectiveness and efficiency. They must know their employees well enough to be able to match the appropriate motivational strategy with each individual.

Control

Managers as leaders must avoid controlling actions and behavior through intimidation techniques and practices. Threatening employees with negative consequences does not motivate them. Employees need to be consistently and positively encouraged to produce results. Intimidation only serves to demoralize them.

Intense Questioning

Managers as leaders must avoid second-guessing and questioning employees on every decision, idea, recommendation or suggestion they make. Employees must be trusted to make decisions on their own without intense scrutiny and oversight. A barrage of suggestions or intense questioning as to their employees’ rationale or methods on every assignment only creates more obstacles to them doing their jobs properly, and sends a clear message that their manager thinks them untrustworthy and even incompetent.

Excerpt: Building & Nurturing Trust in the Workplace: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI, 2011) $ 16.95 USD

Related:

Eight Ways Others Evaluate Trust in Leaders

Five Strategies to Build Trust

Six Ways to Destroy Trust and Credibility

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2014 Timothy F. Bednarz, All Rights Reserved

Do These Four Common Pitfalls Undermine Your Meeting’s Effectiveness?

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smallgroup9

There is something about face-to-face meetings. They continue to perform much better and provide a greater usefulness than any other means. Today’s modern web casts, video conferences, online discussions and chats etc. have continually tried to replace or surpass them in terms of generating better outcomes, but have never succeeded. If no meetings existed, work related satisfaction as well as task attachment, and certainly, company loyalty, would be extremely limited or in some cases, non-existent. That is why it becomes imperative to avoid problems that can easily ruin potentially productive meetings, and spiral them into dismal, time-wasting ones.

Designated meeting times may be the only time you, the leader, will be viewed as a guiding force, rather than a task master that is associated with “simply doing your job”. That is why it is so important to plan for smoothness of operation and flow in order to take advantage of the opportunity a meeting provides.

Selection is Key

To remedy meeting concerns before becoming real problems, it is crucial to identify potential pitfalls upfront. One key issue to consider is who should be selected to attend the meeting and addressing why the person’s attendance is essential for what the meeting is designed to achieve. To accomplish this purpose, the first step should include a careful scrutiny of potential participants. Keep in mind that any meeting tends to define a specific team, group of individuals or unit. Those who participate will belong to it. Those not invited or involved in its interaction never will become a component of its pool of shared knowledge, insight, experience, judgment and experience.

Consider the Meeting’s Collective Aim

A meeting needs to be the place where every participant learns the collective aim of the group. Its members must be able to define the way in which personal and collective work is able to contribute to outcomes that will characterize its overall success. The process needs to be used as a ‘commitment vehicle’ for the decisions being made through the group of its participants. It must also become a reinforcement tool for the objectives being pursued through it.

Newly Established Meetings Are More Challenging

An initial meeting gathering needs to be recognized and viewed as an “automatic status forum”. Initial encounters tend to evolve into an opportunity for its individual members to find out their relative standing within the group. Always expect some struggle for dominance and competition for top positioning, as well as some forceful attempts at intimidation to establish importance. Established meetings do not typically exhibit these same issues.

Focus on Maintaining Positive Discussions and Outcomes

One important function of a meeting is to become an interactive place where revisions, updates or additions take place to enhance and move forward its agenda or project etc., as well as what it knows as a group. It is necessary to allow this to take place within safe borders, well-defined standards and adhered to guidelines. Also remember that a meeting tends to establish its very own culture. This is why it is so important to give great consideration to what it is supposed to accomplish and how you want it accomplished.

Common Pitfalls:

Not Planning For the Total Process

Committee and subcommittee types of meetings including work groups, project teams and/or boards tend to constitute the greatest number of meetings taking place in today’s business environment. Distinctions other than those of size will directly affect their nature, so make it a point to include a meeting’s frequency, composition, motivation and problem solving process into your thinking and meeting development.

Not Establishing the Proper Size of a Meeting

Most meetings tend to become ineffective due to sizing problems. Positive outcomes tend to become seriously threatened when too many individuals are present at any one meeting. It is found to be best if four to seven people are assigned to attend an individual meeting. Some meetings can tolerate up to ten individuals, but then expect the number to slow the agenda and discussions down. Never expect to have a truly effective meeting with twelve or more attendees.

If numbers become a concern, there are several things you can try to get them down effectively.

Analyze Your Agenda

See if there is some way to segment the meeting time into various sections or segments. Perhaps you can arrange the agenda so that not everybody needs to be present for every item being listed on it. This may allow some individuals to leave at various points throughout the meeting, or provide a window for new ones to arrive for inclusion into certain points and topics of discussion, especially ones that are crucial for them to offer input or take away critical information.

Not Determining the Proper Number of Meetings

Determine if two or more separate but smaller meetings may be more effective in the long run than one larger span of time. Think through the agenda to notice where breaks in objectives occur. Perhaps multiple meetings may be the solution for enhancing outcomes and timetables. Most times these smaller ones tend to get more intense and as a result, get more done in a faster, meaningful way.

Not Carefully Examining Meeting Program Points

Scrutinize your meeting points and program. See if it can be arranged and broken into several meeting components, rather than simply following one continuous meeting flow? Is it possible to give various members selective informational or decision-making points or items of importance that directly affect their particular area(s) of responsibility or work areas at least one week in advance in order to discuss and thrash out the predetermined topics or items? Follow this by perhaps allowing them to select one representative to join the actual meeting. This person becomes the total group representative, spokesperson and liaison.

Related:

7 Ways to Use Change to Increase Performance

The Four Building Blocks of Intelligent Decision-Making

Six Critical Issues To Consider When Solving Problems

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2014 Timothy F. Bednarz, All Rights Reserved

Ten Steps You Need to Take to Effectively Sell Your Ideas

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Louis Gerstner - IBM

Louis Gerstner – IBM

Leaders have ideas and a personal vision of what they feel their organization is capable of accomplishing. Ideas and vision are meaningless unless a leader can effectively communicate them to others and win their approval.

When leaders introduce a new idea to an organization, they are not only selling that new idea, they are selling the concept of change.

In many organizations, the concept of change is not readily accepted and often takes time and patience to implement. This is where many leaders find their values and principles tested. Their ideas are often not accepted at first and they must present them over and over again until they are. However, during this period, each rejection causes the leader to reevaluate their position and refine their ideas until they find acceptance.

As facilitators of change, leaders will encounter many barriers and obstacles within their organization. It requires time, persistence and the ability to organize and effectively communicate new ideas and concepts. A true leader will not give up on their vision and the ideas and concepts that define it. They are convinced of the merit of their ideas and remain focused until they are able to see them implemented.

Leaders must use effective communication methods to implement their ideas including the following steps:

Evaluate

Before a leader can present and sell their idea to others, he or she must take the time to make sure it is carefully conceived and thought through. It is not sufficient to simply state an idea and then hope the organization implements it. Rather, before presenting a new idea or concept, the leader must examine it from all aspects, perspectives and viewpoints. He or she must determine if the idea is feasible in terms of time, money, personnel and other available resources.

A poorly conceived idea or proposal has little hope of a fair hearing, much less being approved.

Substantiate

A leader can best move an idea or concept forward by taking the time to research whether or not the idea has worked elsewhere. If it was tried at another company location or within the industry, there may be results and statistics that can be used for validation.

Leaders can substantiate their conclusions with impartial documentation cited in trade journals, magazines, newspapers, books and industry research papers. Naysayers will find it difficult to dispute a well-documented and conceived idea.

Develop Scenarios

Before formally presenting a new idea or concept, leaders should take the time to develop a best- and worst-case scenario. Typically, neither the best- nor worst-case scenario will occur. Actual results will normally fall somewhere between the two extremes, but before a final decision is made it is important to identify the exposure to the organization.

It should be noted that when leaders develop scenarios, the assumptions on which they are based are critical. The more realistic and substantiated the assumptions, the more reliable the scenario. Faulty assumptions can produce a skewed, unrealistic and therefore unreliable scenario.

Solicit Feedback and Support

Before making a formal presentation, astute leaders will solicit feedback from allies and associates. This provides an initial forum to test their ideas and concepts while gathering additional feedback in order to make modifications and improvements before a formal presentation is made. It also allows leaders to build the internal support they need to move their ideas and concepts forward.

Link Benefits to Idea

Individuals will support a new concept or idea when they grasp the benefits to be derived from it. Everyone wants to know, “What’s in it for me?”  Leaders can use this reality to their advantage by clearly outlining and communicating the benefits of their idea to the organization, employees and customers. This allows leaders to build internal support as individuals realize the personal benefits they will experience from the idea once it is implemented.

Review Timing

New ideas and concepts can be welcomed at certain times and ignored at others. If the organization is dealing with many other issues or it is the end of the budget, new ideas and concepts may not be received or tabled until circumstances change. These circumstances can affect whether a new proposal is even reviewed.

Leaders must be aware of the timing of their presentation so that it is well received. They understand the priorities of their organization and wait until they know their ideas will be received and allocated the time and resources to fully evaluate them.

Communicate with Passion

The creation of new ideas and concepts are part of a leader’s vision for the organization. They must communicate their ideas with passion and paint a vivid picture of their vision in order for the audience to appreciate the positive changes that will come with it. A lackluster presentation makes for lackluster results.

Anticipate Objections

An effective communicator will anticipate objections to their idea(s). Rather than passively wait for these negative comments to occur, he or she will immediately address them at the beginning of the presentation with documented facts and figures. By anticipating and addressing objections up front, fewer objections will occur later. Problems arise when leaders attempt to hide and mask negative information, problems and implications. This renders their presentation suspect and subject to more intense scrutiny.

Identify Best Communications Method

Depending upon the scope and complexity of a new idea or concept, there may be multiple ways to present an idea to superiors, associates and employees. Leaders must determine what will be the most effective manner of communicating their ideas, whether it be a memo, report or a physical presentation to a group or committee. The optimal mode of communication will vary, but leaders should consider that which will best convey their new idea or concept to the decision making individual or body.

Request an Evaluation

When leaders encounter resistance to the implementation of an idea or concept, they request a controlled evaluation to be conducted on a limited basis. This provides the decision maker(s) with concrete facts on which to base their final decision.

Excerpt: Improving Communications in the Workplace: Pinpoint Leadership Skill Development Training Series. (Majorium Business Press, Stevens Point, WI, 2011)$ 16.95 USD

Related:

Five Critical Steps to Maximize Performance

Execution: Six Action Steps

Performance Plans Create Results and Maximizes Performance

Objectives Allow Managers to Focus on Obtaining Results

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2014 Timothy F. Bednarz, All Rights Reserved

Employing an Effective Feedback Process

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smallgroup12

For feedback to be useful and productive, coaching managers need to pay close attention to possible consequences that can occur once it has been provided. Constructive feedback tends to enhance employee relationships by generating higher levels of trust, honesty, and genuine concern for another person’s welfare, professional development and growth.

Feedback continually needs to be checked in order to determine its degree of agreement, which is referred to as “consensual validation.” This consensual validation is what tends to define feedback’s value to both the sender and receiver.

If the receiver of feedback is uncertain as to the giver’s motives or intent, the uncertainty itself constitutes feedback. This is why detailing the need for feedback should be revealed before multiple problems begin to occur. It is always important to check one’s feedback for message content, sequencing, structure, and factual data to ensure that clear communication is taking place. One way of doing this is to ask the receiver to rephrase the feedback. Remember, regardless of feedback intent, it still remains potentially threatening and is subject to a great deal of distortion or misinterpretation.

Predicting How the Feedback Receiver Will React Is Part of the Process

As a coaching manager it is important to be aware of various types of negative responses to feedback in order to react to them appropriately when they surface. Following specific guidelines for offering effective feedback can go a long way to limit many kinds of negative reactions to it, especially critical or necessary intervention types of criticism.

Managers as coaches can expect numerous employees (as well as themselves) to automatically react in a negative manner to what they feel is intimidating, hostile or threatening feedback. This reaction can take various forms, such as:

  • Doubting the giver’s intentions or motives
  • Selectively receiving or perceiving the feedback message in a biased manner according to how the person feels it is intended
  • Rejecting or contradicting the facts or validity of the data that is applied or used within the feedback
  • Reducing, lessening or diminishing the feedback’s impact
  • Arguing, criticizing or verbally attacking the individual that is offering the feedback

Steps for Receiving Feedback in a Positive Manner

The first step to receiving usable, reliable feedback is to solicit it. As part of the process make certain to:

  • Maintain your self-confidence and self-esteem when listening to feedback
  • Maintain good rapport with the individual giving the feedback
  • Apply active listening during the feedback discussion, such as paraphrasing and stating your understanding of what you are hearing
  • Make sure to summarize the information and data
  • Give a good example of how to effectively receive and accept feedback

Key Strategies to Help Give and Get Effective, Reliable Feedback

There are several key strategies that tend to enhance the productive feedback process:

Focus the discussion on the information needed. For example, when bringing a situation to the attention of an employee, begin the coaching process by saying something like: “Samantha, I’ve noticed in the past several weeks that you’ve fallen behind on keeping the project assignment schedule up-to-date. Let’s figure out what we both can do to get the scheduling process back on track.”

Always remember to apply open-ended questions as they work best to continually expand the discussion. Ask something like: “You have always done an exceptional job of maintaining the schedule correctly and up to the minute—until about two weeks ago. Why has there been such a change?”

Use closed-ended questions to prompt for specific responses, such as, “What other projects are you currently working on that are taking away valuable time from working on this project?” When taking this approach remember that closed-ended can end up disguised as open-ended inquiries, like: “Are you going to struggle or have a problem when it comes to the completion of this project?”

Promote ongoing dialogue through eye contact and positive facial expressions. The process involves nodding in agreement, raising the eyes, smiling, leaning forward more closely toward the other person, and making verbal statements in order to acknowledge that what is being said or stated, is heard.

State your understanding of what you are hearing by briefly paraphrasing what the other person is saying. After the key points have been summarized, try to get some agreement on the next steps. In addition, make certain to show appreciation for the effort made so far.

Best Practices for Offering Feedback

The following suggestions should be employed when offering feedback:

  • Make it a point to reveal and describe your own reactions or feelings as the feedback process progresses
  • Make certain to describe objective consequences that have or will occur
  • Stay clear of accusations
  • Focus on specific behavior the feedback is intended for, not the person
  • Make certain to present data to support your input
  • Be prepared to discuss additional alternatives
  • Rephrase comments to sound less intense, critical or insensitive
  • Take into account the needs of both the receiver and giver of feedback
  • Make certain that feedback is directed toward a behavior or action that the receiver can do something about or has control over

Avoid These Feedback Pitfalls

When you find yourself receiving feedback, especially critical feedback, it is important to avoid the following pitfalls:

  • Becoming defensive and closed-minded.
  • Not checking for possible misunderstanding. Instead always use a paraphrasing technique that begins with something like, “Let me repeat what I am hearing you say…”
  • Failing to gather information from other sources. It is far more advantageous to get as much input as possible from others to weigh and analyze the initial feedback received.
  • Overreacting, since it closes down constructive discussion, and hinders trust building and fact verification.
  • Not asking for feedback message clarification. It is essential to ask the person what the intent is behind the feedback in the first place, as well as making certain that there is total understanding on your part.

Related:

Supporting Employees’ Need to Achieve Maximum Results

Should Accountability Be a Primary Priority?

Assessing Employee Growth and Development

Nine Rules for Coaching Your Employees

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2014 Timothy F. Bednarz, All Rights Reserved

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