Communication for Managers

1. Communication for Managers

2. Housekeeping Roster routed at end of workshop Break/restrooms Cell phones, pagers, text messaging Evaluation sent to e-mail address Workshop counts toward new Managing at UF—The Supervisory Challenge certification Do not need to do anything to get credit; it will be given automatically based on roster in the training room

3. Managerial Communication

4. Session Objectives • Improve managerial communication by developing skills to be more… • Open • Know and employ active listening techniques • Flexible • Identify behavioral styles and ways to adjust communication as appropriate • Proactive • Employ techniques to create a “shared context” that facilitates understanding • Develop a communication plan

5. Communicating (& Listening!) • It’s important, but… • Frequently highlighted as a key management skill • Communication was the second most common response in FranklinCovey survey of more than 54,000 employees on essential qualities of a leader • At UF • Established and well-regarded leaders frequently cite as one of the most important skills for a leader (e.g., in UF Competency Model and UF Academy interviews)

6. Communicating (& Listening!) • It’s important, but… • In one study, 90% of managers rated their communication skills in the top 10% of all managers (Cottrell and Harvey) • Daniel Goleman (emotional intelligence) referred to poor listening as the “common cold” for managers • At UF • One of the most common feedback comments on listening skills course… “My manager needs to take this course!”

7. Open: Using Active Listening Techniques

8. Why Listen? • Hearing is not listening • What’s the difference? • Listening is not instinctive…it involves skills that need to be developed

9. Why is listening important for managers? Why Listen?

10. Barriers to Listening With a partner, simultaneously discuss the following: Person 1: Your favorite vacation Person 2: Your hobbies or interests • Was anyone successful? • What were the challenges?

11. Comparing Mind reading Rehearsing Filtering Judging Dreaming Identifying Advising Sparring Being right Derailing Placating Barriers to Listening • What are some common barriers to effective listening? • We think faster (about 4X faster) than the average person speaks!

12. Active Listening Keys Four keys to active listening

13. Focus Attention on the Speaker • Most important step is intention to focus on the speaker and what she or he is saying* • Appropriate eye contact • Relaxed, open posture; lean slightly forward • Actively move away from distractions *“Most people listen poorly simply because they have no intention of listening well. They’re preoccupied with themselves….They’re too busy talking….They’re focused on getting what they want done….” Dianna Booher

14. Suspend Judgment • When you are judging • You listen selectively, filtering according to judgment • You build your case to dismiss person or ideas • You begin thinking of and rehearsing your rebuttal • Suspending judgment does not mean agreement • Priority is first to understand

15. Empathize • Place yourself in the speaker’s shoes, see from her or his perspective • How is the speaker seeing the situation, issue, etc.? • How is he or she feeling? (emotions provide context for understanding message)

16. Take Responsibility for Understanding • Use responding skills to heighten understanding • “Encouragers” (verbal and non-verbal) • Paraphrase what speaker is saying • Paraphrasing is not parroting! • Idea is to show you understand meanings not that you hear their words

17. Take Responsibility for Understanding Paraphrasing helps… The speaker feel understood To stop escalating anger and cool down a crisis You clarify your understanding; misunderstanding can be corrected on the spot You remember what was said You avoid internal distractions/barriers The speaker hear, verify, and reflect on what to do next

18. Take Responsibility for Understanding Use responding skills to heighten understanding Ask open-ended questions (can’t be answered with a yes or no) to clarify understanding Instead of “Is everything going OK?” or “Do you like it here so far?” Ask “What do you like most about working here so far?” or “What’s been most challenging about your new job?”

19. Take Responsibility for Understanding Use responding skills to heighten understanding Sometimes you may need to summarize and/or respond selectively (to key points) to keep the conversation on track

20. Practice • Describe some aspect of your job that is challenging, exciting, or of concern to you right now (e.g., change in role, workload, new team members, reorganization, important project)

21. Activity • Identify an employee for whom you would like to be a better listener • What are your blocks with this person? • What impact would better listening have on this relationship? • What steps can I take to improve my listening with this person? What active listening strategies will be most helpful?

22. Flexible: Using Behavioral Styles to Adjust Communication

23. Behavioral Styles • A Quick Profile

24. Dominance Emphasis Tendencies: Getting immediate results Causing action Accepting challenges Making quick decisions Questioning the status quo Taking authority Managing trouble Solving problems • Shapes the environment by overcoming opposition to accomplish results

25. “D” as a Manager • Your strengths—You likely … • Take a leadership role • Make quick decisions • Are direct, let others know where they stand • Solve problems • Accept challenges

26. “D” as a Manager • Others may see limitations because you … • May seem intimidating • Can be insensitive • May be impatient

27. “D” as a Manager • You can be more effective by … • Developing more patience • Toning down your directness and asking more questions • Spending more time with those you manage

28. Influence Emphasis Tendencies: Contacting people Making a good impression Being articulate Creating a motivational environment Entertaining people Being optimistic Participating in a group • Shapes the environment by influencing or persuading others

29. “i” as a Manager • Your strengths—You likely … • Have an open-door policy • Give your time to those whom you manage • Inspire others with your enthusiasm • Give a lot of positive feedback and deliver negative feedback in a positive way

30. “i” as a Manager • Others may see limitations because you … • May not be detailed enough in your direction • Can be superficial • Lack follow-through

31. “i” as a Manager • You can be more effective by … • Being more specific in praise and work direction • Listening better to people’s needs • Becoming organized

32. Steadiness Emphasis Tendencies: Demonstrating patience Developing specialized skills Helping others Performing in a consistent manner Showing loyalty Being a good listener Creating a stable work environment • Cooperates with others within existing circumstances to carry out tasks

33. “S” as a Manager • Your strengths—You likely … • Listen well • Empathize and are sensitive to the needs of others • Work well with self-directed teams • Express appreciation for those you manage • Use a consistent leadership style

34. “S” as a Manager • Others may see limitations because you … • May be indecisive • Can be indirect • May be hesitant to implement needed change

35. “S” as a Manager • You can be more effective by … • Becoming more assertive and direct • Coping better with change • Not carrying the burden of everyone else’s problems

36. Conscientiousness Emphasis Tendencies: Concentrating on key details Being diplomatic Checking for accuracy Adhering to key directives and standards Thinking analytically Using indirect approaches to conflict Using a systematic approach to situations • Works conscientiously within existing circumstances to ensure quality

37. “C” as a Manager • Your strengths—You likely … • Are fair • Follow standards • Pitch in to do the same work as those whom you manage • Value accuracy • Keep confidences

38. “C” as a Manager • Others may see limitations because you … • May act aloof • Can be overly perfectionistic • Tend to hamper others’ creativity by sticking to the rules

39. “C” as a Manager • You can be more effective by … • Accepting differences • Talking more often to those you manage • Encouraging others’ creativity

40. Management Strategies • When approaching a particular situation, your natural style of communicating will feel most comfortable • If you can step back, behavioral styles may suggest ways that a different style might achieve a better outcome • Adapting isn’t being wishy-washy or phony – it’s about choosing our response rather than reacting

41. Using Behavioral Styles in Others • Observe • How the person is communicating with you • How the person is working with you and others in the situation • How the person is approaching the task, problem, change • Don’t fall into the labeling trap • Different situations may elicit different behaviors

42. Communicating with a “D" • Make communication brief and to the point • Provide direct answers • Be clear about rules and expectations • Let them initiate • Stick to the topic • Eliminate time-wasters

43. Communicating with an “i" • Approach them informally • Be relaxed and sociable • Let them verbalize thoughts and feelings • Keep conversation light • Provide written details • Use humor

44. Communicating with an “S" • Be logical and systematic in your approach • Let them know how things will be done • Use sincere appreciation

45. Communicating with a “C" • Give clear expectations and deadlines • Demonstrate loyalty • Be tactful and emotionally reserved • Be precise and focused

46. Behavioral Style Case Studies

47. Not a “Fix All” • Behavioral style-related differences are not always the root of the conflict • Different values • Unclear expectations • Lack of resources • Lack of job skills, experience • Organizational change, transition • Lack of shared goals, purposes • Unpopular but necessary managerial actions • But it can help build understanding

48. Proactive: Planning and Creating Effective Communications

49. Why Misunderstanding is Normal • Words have meaning in a context • “Have you done it yet?” • “Have you heard about Juan and Julia? Isn’t that great!” • Each person brings her or his own context to a conversation • We can use words to create more of a shared context and understanding • By creating more of a shared context, we increase clarity and understanding of our messages

50. Creating Shared Context • “Every time you open your mouth, you create culture.”* • As leaders we can create a “shared context” for the team by talking about important things in the most effective ways *FranklinCovey company, Great Leaders course