Transcript Leadership and Communication
Becoming a Firm Leader
For New Partner and Experience Managers By Rex Gatto, Ph.D.
Gatto Associates, LLC 412-344-2277 Website:www.rexgatto .com
Email: [email protected]
Table of Contents
Introduction Section 1 Leadership role of a partner Section 2 Communication Section 3 Giving Feedback
Learning Objectives
I.
Effectively utilizing leadership characteristics II.
Effectively communicating with others III.
Giving feedback to motivate staff
INTRODUCTION
Ground Rules Ask questions Underline key points Discuss how to apply feedback specifically in the firm
Section 2
COMMUNICATION
pages 45-75; 143-158; 203-215
COMMUNICATION
Communication is: The application, demonstration and expression of your knowledge through verbal and non verbal expression
Effective Listening
Factors that affect listening: Time Ability to understand Stress Business environment People involved Who says it Different communication styles and behaviors
Communication
TAKE ONE BITE AT A TIME!
BRIDGE THOUGHTS
BUILD A BRIDGE TO CONNECT THOUGHTS
CONNECTION
MAKE A CONNECTION
Shaping a Presentation
Four Styles of Communication gray booklet
Blunt
Sincere
Influencer
Detailed
Four Styles of Communication Blunt
Speaker is in charge. Likes to be challenged. Tends to be brief. Poor listener. Wants quick results. The effective aspect is that you quickly give out and respond to information.
Thought … realize that some people may interpret this
style as uncaring and impersonal. Poor listening may result because this person usually goes on to another thought and/or is quick to respond or rebut ideas without letting others finish their statements. Concentrate on what is said. You may want to take notes to accurately collect information and not respond too quickly.
Four Styles of Communication Influencer
Speaker is persuasive. Likes popularity. Talks too much. The effective aspect is that you give a lot of information. The question is, “Is all the information
needed?”
Thought … when speaking, know what you want to say.
Do not repeat or oversell every idea. Create a structure. Write notes or an agenda and stick to it. Do not embellish or editorialize.
Four Styles of Communication Sincere
Speaker is sincere. Likes to be a team player. Needs too much personal attention. Turned off by aggressiveness. The effective aspect is that by communicating with others you give and seek personal attention.
Thought … remember that because others are
brief, do not be put off by their style of quickly moving through information. Keep in mind that not everyone needs the same sense of belonging or affiliation as you.
Four Styles of Communication Detailed
Speaker is thorough and structured. Leaves little unsaid. Logical. Detail oriented. Likes to ponder. The effective aspect is that you leave little information out. The question is,
“Does everyone need to hear it?”
Thought … simplify what you say. At times,
provide the big picture instead of great detail. Too many details often confuse the issue instead of clarifying it .
Communication That Influences
What is the goal?
What issues should be addressed?
What is the presentation strategy?
How do you phrase to have influence?
“What we have here is a failure to communicate.”
Cool Hand Luke. Dir. Stuart Rosenberg. Prod. Gordon Carroll and Carter De Haven Jr.. Perf. Paul Newman. WB/ Seven Arts, 1967.
Significance of Problem
Communication failures Stress loss of work redoing work Efficiency Suffers = less income Great employees aren’t being promoted Misunderstood
Female Preferred Styles
Relationships Considerate critiques Conversational Rituals Equality, consideration for other’s emotions, down play speakers’ authority, don’t flex muscles Ask Directions Questions = growth Negotiating = conflict Sit closer Make eye contact Retreat to talking Convey and gather information, think out loud, feel better and get it out, create intimacy Babcock, Compton, Gatto, Gray, Laschever, Suzuki, Tannen
Male Preferred Styles
Get something done Direct with critique Conversational Rituals (banter, joking, playful put-downs, avoid one down position) Don’t ask directions Too many questions = weak employee Negotiating is normal Don’t have to sit close No eye contact doesn’t equal rude Retreat to the cave think and find practical solution, stress reliever, find themselves Babcock, Compton, Gatto, Gray, Laschever, Suzuki, Tannen
What we know now: How can females and males be effective communicators and leaders?
Business Communication Clear Concise Strong Listen Know your audience- adapt your style Body Language Not solely gender issue Culture Religion Personality Generational
CHANGE IS HERE
Study by Elizabeth Aries, Ph.D Amherst College
College males set agenda, offer opinion, make suggestions College Females offer agreement, disagreement, and react
What is Conflict?
(p. 5) Conflict:
disagreement clash opposition incompatibility
Resolution:
consensus, decisions, answer to a problem
SECTION 2
Ways to Resolve Conflict
Ways to Resolve Conflict
W ays to Resolve Conflict Agreement Understand others Focus on Issues Listen - Present Facts Present-future Personal Responsibility Develop a Plan-Meetings
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Behaviorally Dealing with Conflict
(pgs. 17-23)
Win/win Attitude Empathy Appropriate Assertiveness 5.Cooperative power Managing emotions Willingness to Resolve Involve Right People Alternatives Negotiation
Communication in Action
Adapt your communication style State your destination goal Listen carefully Generate questions Focus on benefits
M eet in g Age n d a Sa mpl e
Title of Meeting: ________________________________________________ Date: _____________ Time began
Start your meeting off the hour, 1:15 or 1:45 p.m. ( Too many things occur on the hour)
Expected results
(What is to be accomplished?)
________________________________ Level of imp ortance (
Crisis, Very Important, Important)
1.
Topic: _______________________________ Time to discuss: _______________________ Discussion led by: ______________________ -
Notes:
Follow-up qu estions: A.
What do we agree on (from right column)?
B.
C.
How do you f eel about it?
What is your level of agreement?
Action(s) to be taken ______________________________ Time frame to accomplish__________________________ People involved (responsibilities) ____________________ 2.
Topic: _______________________________ Time to discuss: _______________________ Discussion led by: ______________________ -
Notes:
Follow-up qu estions: A.
What do we agree on (from right column)?
B.
C. How do you f eel about it?
What is your level of agreement?
Action(s) to be taken ______________________________ Time frame to accomplish__________________________ People involved (responsibilities) ____________________
Summary
You are going through a developmental leadership process; challenge yourself To be the best version you can of a leader that