Lehman

1
Lehman DufreneChapter 2

• Interpersonal and Group Communication

2
Recognizing Human Needs

• Maslow, McGregor and others identified a
  hierarchy of human needs starting with
  physiological (food, clothing, etc.) at the
  bottom rising to self-fulfillment at the top.
• Skilled communicators learn to read the needs of
  people they are trying to engage and influence
  (teammates, subordinates, business partners,
  customers, etc.) so they can tailor their
  messages for maximum effectiveness.
• Increasing communication effectiveness depends
  upon building trust with key constituents through
  sensitivity, honesty and consistency over time.

3
Situational Leadership and Communication

• Circumstances may affect the communication style
  you adopt.
• Hersey and Blanchard identify a situational
  leadership style mixing
• gt Directive behavior (X) communicating detailed
  directions and closely monitoring performance
• gt Supportive behavior (Y) listening, coaching,
  encouraging, empowering
• The mix depends upon the situation and the
  subordinate.
• The rise of Total Quality Management (TQM) and
  cross-functional teamwork in business requires
  more of the latter and less of the former style.

4
Nonverbal Communication

• Studies show that nonverbal messages can account
  for as much as 90 of total meaning.
• Metacommunication implied content
• Dont be late. (You are frequently late. or
  I doubt your dependability.)
• A manager habitually late to meetings sends a
  message that My time is more valuable than
  yours.
• Kinesic Communication
• gt Visual gestures, facial expression, winks,
  smiles, attire, grooming, posture
• gt Vocal sighs, tone, intonation, projection,
  resonance

5
Nonverbal Communication

• Nonverbal Communication
• Cannot be avoided, so pay attention to what your
  tone, body and actions are saying to others
• May mean different things to different people and
  may vary between genders and cultures
• Can convey different messages in different
  circumstances
• Can contradict verbal messages, undercutting
  credibility and effectiveness may even overpower
  the verbal message
• Can reveal your background or motives

6
Listening Skills

• Listening consumes much of your business day, so
  learn to be good at it.
• ________________________________________
• Good listeners are liked and sought out because
  people want to be heard
• Good listening fosters creativity and encourages
  idea sharing and problem solving
• Good listeners learn and grow
• Good listening forges trust, enhances teamwork
  and increases job satisfaction

7
Useful Listening

• Listen for Information
• Encourage speaker with an alert posture.
• Jot down key words, phrases and concepts.
• Watch the speaker for nonverbal messages.
• Ask questions and/or summarize key points as
  appropriate (but dont interrupt) to assure
  shared understanding.
• Learn to listen for feelings or motives
  underlying the words.
• Beware of your internal filters and learn to
  set them aside.

8
Useless Listening

• Faking attention
• Allowing outside disruptions
• Constantly interrupting the speaker
• Stereotyping (filters make you deaf)
• Making the communication process uncomfortable
• Doing anything to undercut the trust that must
  underlie all useful communication. Example by
  empowering employees to satisfy customers on the
  spot, what message do you send to the
  organization?

9
Working Within Groups and Teams

• Benefit more of everything
• Establish common Goals
• Decide longevity task force or cross-functional
  team
• Balance cohesiveness, diversity and
  complementation
• Maintain optimum size (no place to hide) by
  flexing if necessary
• Check status at the door
• Pick a role
• Show respect

10
Group/Team Roles

• Negative
• Isolate (non-participator)
• Dominator (speaks too often and too long)
• Free rider (doesnt do fair share)
• Detractor (constantly criticizes complains)
• Digressor (gets off-track often)
• Airhead (never prepared)
• Socializer (their to play, not work)

11
Group/Team Roles

• Facilitator (discussion leader who involves
  everyone)
• Harmonizer (deflates tension)
• Recorder/reporter (tracks progress, informs
  members, prepares materials)
• Leader (assumes a directive role)

12
Team Formation

• Forming (getting to know you)
• Storming (conflict to hammer out goals, roles,
  rules of engagement)
• Norming (Developing strategies and activities to
  promote goal achievement)
• Performing (reaching optimal performance)
• Beneficial training goal setting, problem
  solving, conflict resolution, risk taking, active
  listening, diversity
• All aimed at building commitment, cooperation and
  communication skills

13
Effective Meetings

• Successful meetings happen by design
• Provide proper tools (flipcharts, power point,
  pens, paper, handouts, etc.)
• Limit length and communicate it in advance
• Distribute an agenda asking for ideas and
  assigning discussion responsibilities
• Facilitate discussion and maintain order,
  encouraging everyone to participate
• Manage conflict and seek consensus
• Prepare and distribute a written summary
  detailing any ongoing responsibilities