leadership communication for authentic colleague engagement __________________________ march 7, 2008...
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Leadership Communication for Leadership Communication for Authentic Colleague EngagementAuthentic Colleague Engagement____________________________________________________
March 7, 2008March 7, 2008CCI/CCM Symposium on Colleague EngagementCCI/CCM Symposium on Colleague Engagement
Judi GlovaJudi GlovaAdjunct Trainer for CCL Adjunct Trainer for CCL
andandPresidentPresident
Copyright 2008
““You can’t You can’t fakefake authenticity!” authenticity!”
Changing Nature of LeadershipChanging Nature of LeadershipCCL StudyCCL Study
2002 and 2006 data2002 and 2006 data Executives to first level managementExecutives to first level management US, Europe, AsiaUS, Europe, Asia Employers with 100 to more than 10,000 Employers with 100 to more than 10,000
employeesemployees Males: 60%, Females: 28% (some Males: 60%, Females: 28% (some
unspecified)unspecified)
Leadership FunctionsLeadership Functions
Set DirectionSet Direction Create AlignmentCreate Alignment Gain CommitmentGain Commitment
Adapted from CCL – Changing Nature of Leadership Study, 2006Adapted from CCL – Changing Nature of Leadership Study, 2006
The State of Organizational LeadershipThe State of Organizational Leadership
The Outcomes of Leadership…….. % AgreeThe Outcomes of Leadership…….. % Agree
How well are organizations accomplishing the How well are organizations accomplishing the outcomes of leadership at the present time?outcomes of leadership at the present time?
Leadership sets direction effectively……….50%Leadership sets direction effectively……….50% Leadership gains commitment effectively…46%Leadership gains commitment effectively…46% Leadership creates alignment effectively….40%Leadership creates alignment effectively….40%
Adapted from CCL – Changing Nature of Leadership Study, 2006Adapted from CCL – Changing Nature of Leadership Study, 2006
““Derailers”Derailers”
InsensitiveInsensitive ManipulativeManipulative Overly criticalOverly critical Competitive with othersCompetitive with others Overly demanding Overly demanding Easily angeredEasily angered ArrogantArrogant AloofAloof
Adapted from Center for Creative LeadershipAdapted from Center for Creative Leadership
Emotional Intelligent behaviors account for Emotional Intelligent behaviors account for more than 50% of the success and more than 50% of the success and
effectiveness of leaders in the workplace. effectiveness of leaders in the workplace. It’s not just what you do but It’s not just what you do but howhow you do it you do it
that really counts. that really counts. (Palmer, 2004)(Palmer, 2004)
What is Emotional Intelligence?What is Emotional Intelligence? Interpersonal Behavior SkillsInterpersonal Behavior Skills Appropriate and EffectiveAppropriate and Effective RelationshipsRelationships TrustTrust LeadershipLeadership
IT’S NOT…IT’S NOT… IQIQ Technical Skills or ExperienceTechnical Skills or Experience PersonalityPersonality ““Management”Management”
Kotter ModelKotter Model
Controlling & Problem Solving
Planning & Budget
??? Organizing & Staffing
Management Leadership Concerns
Predictability, Order, Results
Motivate & Inspire
Establish Direction
Align People
Produce Change
Create Agenda
Develop Network
to Work Agenda
Execution
Outcomes
The Business Case for E.I.The Business Case for E.I.Research suggests that EI can be developed over time, Research suggests that EI can be developed over time, and this development leads to: and this development leads to: Better leadershipBetter leadership Better team workBetter team work Greater organizational commitmentGreater organizational commitment Greater job satisfactionGreater job satisfaction Overall effectivenessOverall effectiveness
How could improvements in these areas How could improvements in these areas positively impact positively impact your bottom lineyour bottom line??
Utilizing E.I. to Maximize LeadershipUtilizing E.I. to Maximize Leadership
SET DIRECTIONSET DIRECTION Effective CommunicationEffective Communication
AuthenticAuthentic EmpatheticEmpathetic TransparencyTransparency
• Good and bad newsGood and bad news
Effective CommunicationEffective Communication
Sender / Receiver and BarriersSender / Receiver and Barriers
ReceivesReceives
BarriersBarriers WordsWords Non-Verbal BehaviorNon-Verbal Behavior Voice Tone, Pacing, VolumeVoice Tone, Pacing, Volume Preconceived NotionsPreconceived Notions Self-ConceptSelf-Concept EmotionsEmotions Individual DifferencesIndividual Differences
TransmitsTransmits
Transmits
Receives
Utilizing E.I. to Maximize LeadershipUtilizing E.I. to Maximize Leadership
CREATE ALIGNMENTCREATE ALIGNMENT Understanding OthersUnderstanding Others
Ask themAsk them Listen to understand your audience Listen to understand your audience
Decision-makingDecision-making Focused on combination of bottom line and Focused on combination of bottom line and
peoplepeople
Enhancing Decision-MakingEnhancing Decision-Making
Define the
Problem
Stakeholders
My Feelings
Their Feelings Perceived &
Real
Solution or Decision
Communicate Decision
Utilizing E.I. to Maximize LeadershipUtilizing E.I. to Maximize Leadership
GAIN COMMITMENTGAIN COMMITMENT CongruenceCongruence
Consistently setting direction and creating Consistently setting direction and creating alignment alignment
Act according… “Walking the talk!”Act according… “Walking the talk!” Motivation and InspirationMotivation and Inspiration
Mood managementMood management Be the change you want to beBe the change you want to be
Trust Trust
Business Case StudyBusiness Case Study Department of 15 employeesDepartment of 15 employees
Mid-size company (more than 2,000 employees)Mid-size company (more than 2,000 employees)
Development programDevelopment program Coaching and TrainingCoaching and Training
Employee Satisfaction SurveyEmployee Satisfaction Survey Accountability and Cross-functionalityAccountability and Cross-functionality CommunicationCommunication Integrity, Attitude and MotivationIntegrity, Attitude and Motivation Strategic ThinkingStrategic Thinking RetentionRetention AlignmentAlignment MoraleMorale
Results Results Direction, Alignment, CommitmentDirection, Alignment, Commitment Department vs. CompanyDepartment vs. Company Internal communications didn’t existInternal communications didn’t exist New leadershipNew leadership
Why is E.I. important?Why is E.I. important?Research is clear…Research is clear… Teams act in the most emotionally intelligent Teams act in the most emotionally intelligent
manner when there is mutual trust among manner when there is mutual trust among members, a sense of group identity, and a sense members, a sense of group identity, and a sense of group efficacy. of group efficacy. (Druskat,V.U.,& Wolff, S.B. (Druskat,V.U.,& Wolff, S.B. Building the Emotional Intelligence of Groups. Building the Emotional Intelligence of Groups. Harvard BusinessHarvard Business Review. Pp.81-90) Review. Pp.81-90)
Cohesion, identity, engagementCohesion, identity, engagement
Mutual TrustMutual Trust
EffectivenessEffectiveness
ConfidenceConfidence
Why is E.I. important?Why is E.I. important?Research is clear…Research is clear… An Organizations’ collective level of An Organizations’ collective level of
Emotional Intelligence determines the Emotional Intelligence determines the degree to which its intellectual capital is degree to which its intellectual capital is utilized, and therefore, it’s bottom-lineutilized, and therefore, it’s bottom-line productivity. productivity. (Goleman, 1998)(Goleman, 1998)
ProductivityProductivity
CreativityCreativity
SummarySummary
Communicators are the coaches for the Communicators are the coaches for the leadership of a companyleadership of a company
Drive the outcomes of reputation, Drive the outcomes of reputation, corporate culture and engagement corporate culture and engagement
Authenticity, consistency and congruenceAuthenticity, consistency and congruence
SummarySummary
IF…IF… Internal Communication is the TOOL Internal Communication is the TOOL successful leaders utilize to:successful leaders utilize to:
Set DirectionSet DirectionCreate AlignmentCreate AlignmentGain CommitmentGain Commitment
THEN…THEN…Incorporating Emotional Intelligence and Incorporating Emotional Intelligence and Internal Communications is the POWER TOOL Internal Communications is the POWER TOOL for employee engagementfor employee engagement
Thank you!
Effective DialogueEffective Dialogue
Sender / ReceiverSender / Receiver
Sender: Transmits Receiver: InterpretsSender: Transmits Receiver: Interprets
Active ListeningActive Listening
Willingness Willingness andand ability to hear ability to hear andand understandunderstand
EI development methodology is EI development methodology is about….about….
Assisting people…Assisting people…
WorkplaceIssue
BehavioralOutcome
Reasoning/Decision-making
Feelings/Emotional
Impact
evaluate
decide
practice
Why is E.I. important?Why is E.I. important?Research is clear…Research is clear… There is a high correlation between the There is a high correlation between the
competencies of Emotional Intelligence and competencies of Emotional Intelligence and team effectiveness [and engagement]. team effectiveness [and engagement].
(Elfenbein,H.A, Polzer,J.T.,,&Ambady, N.(2004) (Elfenbein,H.A, Polzer,J.T.,,&Ambady, N.(2004) Emotional Skills as Emotional Skills as Team Competencies: the Case of Recognizing Others Emotions.)Team Competencies: the Case of Recognizing Others Emotions.)
Self-awarenessSelf-awareness EmpathyEmpathy ConfidenceConfidence ProductivityProductivity
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