Leadership & the Art of Communication A formative analysis

Leadership & the Art of Communication

A formative analysis

“You will judge yourself by your intentions, whereas others will judge you by your behavior.”

TOP 10 communication mistakes

• Leaders –

“Fail to communicate their vision”

Vision Creation Process

Vision creator

Line Manager – Vision Disseminator



Main Components

• Role Definition

• Clear Expectations


• Leaders –

“Fail to listen actively on a relationship and

content level.”


• Leaders –

“Fail to hold direct reports accountable for

their behavior.”

“Think ‘they’ can change the person.”

“Don’t recognize the importance

of feedback”


• Leaders –

The Johari window

• The Open Self – Information about yourself that you and others know.

• The Blind Self – Information about yourself that you don’t know but that others do know.

• The Hidden Self – information about yourself that you know but others don’t

• The Unknown self – information about yourself that neither you nor others know.


• Leaders –

“Fail to use feedback to improve”

Feedback Tools

• One-on-one meetings – the most common way to provide feedback to a direct report;

• Skip-level sessions – are exactly what they sound like, your direct report meets with your manager about your leadership approaches.

• Stop-start-continue evaluations – this is a structure that allows for direct reports to provide feedback regarding behaviors you should stop, start, and continue.

Feedback Tools cont…

• 360 degree evaluations – The goal of this evaluation is to have a select number of direct reports provide anonymous feedback. This electronic report will provide information on the leadership behavior areas needing more focus or skills and the leadership areas that need less focus or skills.

• Cross-evaluations – are electronic feedback tools that gather information about your influencing or leadership behavior based on an anchored set of leadership behaviors. With this evaluation peers can provide information concerning your leadership behavior or the impact of your organizational level of influence.


• Leaders –

“Treat others by the golden rule opposed to the platinum rule (treat others as they ask to be treated).”


• Leaders –

“Spend 90% of their energy on 10% of the population.”

Herzberg Two-Factor Theory

• Factors that lead to employees dissatisfaction:– Work Conditions

– Relationship with peers

– Personal life

– Lack of security

– Poor salary

• Factors that employees are willing to work harder for and are satisfying:– Advancement

– Responsibility

– The work itself

– Recognition

– Achievement


• Leaders –

“Fail to recognize their level of influence.”

“Think they can’t leave their desk because

they believe a fire will start, therefore do not

go to training to improve.”

Documents

Leadership & the Art of Communication A formative analysis