maximizing your communications for greatest impact.ppt

Maximizing Your Communications for Greatest Impact

Andrew Graham, PMPagraham@lcpservices.com

303‐798‐2265

Virtual C ll b i

Outsourcing/ Offshoring/

Collaboration

Vendor Management Global Management

Leadership Consulting

Project Management Core Business SkillsTeamwork Business Analysis/Requirements

2

What I DoWhat I Do

• Performance Improvement Specialist

• Apply Behavioral Science DisciplineApply Behavioral Science Discipline

• Focus  is on Global Leadership Skills

• Suburban Squirrel

AgendaAgenda

• Why Is Communication Important?• Why Is Communication Important?

• Adapting Your Style

• Building Relationships

• Utilizing Technology• Utilizing Technology

• Ensuring Understanding

• Fostering Accountability in Others

4

Why is Communication Important?

• The Role Of An IT Professional is No Longer A Technical One

• It Is One With the Ability To Translate Business Needs Into Technical Solutions

• You must draw on Interpersonal, General Management, and Organizational Awareness and a age e t, a d O ga at o a a e ess a dNavigation Skills

What’s the Point?What s the Point?

• Words are the marionette of ideas

• Ideas are used to create understandingunderstanding

• Name of the game is managing expectations reliablyreliably

Plan Your CommunicationsPlan Your Communications

1 Get To Know Your1. Get To Know Your Audience

2 C id th M2. Consider the Message

3. Select the Technology

4. Send Message

5. Ensure it is received5. Ensure it is received 

6. Validate Understanding

AgendaAgenda

• Positioning the MessagePositioning the Message

• Adapting your style

• Building relationships

• Utilizing Technology• Utilizing Technology

• Ensuring Understanding

• Fostering Accountability in Others

8

Adapt Your Style: p yKnow Your Audience

WhoWho 

What 

Where 

WhWhen 

WhyWhy 

How

Who Are You Talking To?High Expressiveness

SpiritedDirect SpiritedDirect

Emphasis Emphasis onEmphasis on Tasks

Emphasis  onRelationships 

ConsiderateSystematicy

Low Expressiveness

Direct PeopleDirect People:• Get to the bottom line

pDirect

• Focus on facts• Support focus on tasks

When Presenting to a Direct:• Pay attention to detail

Considerate

• Focus on others’ feelings• Collaborate; involve others

If Questioning a Direct:

• Ask questions directly

• Focus on facts

• Don’t belabor the questions

Spirited Peoplep pSpirited People:• Encourage discussiong• Focus on big picture• Support brainstorming 

When Presenting to a Spirited:• Pay attention to facts

i f i

If Q i i S i i d

• Be conscious of time• Allow others to criticize

If Questioning a Spirited:

• Ask about opinions and ideas

• Allow them to share freely• Allow them to share freely

• Don’t hurry your questioning

Considerate PeoplepConsiderate People

• Listen well• Listen well

• Focus on big picture

• Support teamwork

Spirited

Support teamwork

When Presenting to a Considerate:

• Pay attention to concerns• Pay attention to concerns

• Be willing to adapt

• Manage conflict

Considerate

Manage conflict

If Questioning a Considerate:

• Support the relationship• Support the relationship

• Be informal

• Allow a relaxed paceAllow a relaxed pace

Systematic PeopleSystematic People:

• Take time for analysis

• Focus on facts

• Support accuracy

SpiritedWhen Presenting to a Systematic

• Pay attention to feelings

• Express feelings directly

• Make decisions, even if all 

Considerate

information is not known

If Questioning a Systematic

• F ll t t• Follow a structure

• Focus on facts

• Allow thinking time• Allow thinking time

Get Them Talkingg

• Every Person’s FavoriteEvery Person s Favorite Subject is Themselves

St t T ti P l A• Start Treating People As If They Are Incredible

• People Buy From People Who They Like or WhoWho They Like or Who They Think are Like ThemThem

Three “C’s” of Communication

• Establish Your Credibility

• Demonstrate Capability

E C f• Ensure Comfort

Establish Your CredibilityEstablish Your Credibility

• Greetings and Style Assessment

• Justification Statement• Justification StatementWhat is the business need and what makes us think we can solve it?

• Background of ExpertiseBackground of Expertise

Why am I talking to You about this?

• Get Them Talking

Demonstrate Your Capability:(What, When, and Why)

• Do Your Homework

• Tailor the MessageTailor the Message 

• What is the Relevance

–Awareness

–KnowledgeKnowledge

–Understanding

– Skill/Action

Agendag

• Positioning the Message• Positioning the Message

• Adapting your style

• Building relationships

Utili i T h l• Utilizing Technology

• Ensuring Understandingg g

• Fostering Accountability in Others

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Ensure Comfort:Build Relationshipsp• Food• Family 

H bbi• Hobbies• InterestsInterests• Learning

Agendag• Positioning the Message• Positioning the Message

• Adapting your style

• Building relationships

Utili i T h l• Utilizing Technology

• Ensuring Understandingg g

• Fostering Accountability in Others

21

Utilize Technology (Where and How)

• Collaborative Presentation• Collaborative Presentation Software

• Discussion DatabasesDiscussion Databases• Knowledge Management SoftwareSoftware

• Group Task Management• Personal Communication• Personal Communication Tools

• AudioAudio• Video

The Communication Process

ReceiverSender

Id E d Decode IdIdea

RB

Encode

LB

Decode

LB

Idea

RB

Breakdown! Breakdown! Breakdown!

PhrasePhrase

23

The Communication Process

ReceiverSender

Id E d D d IdIdea

RB

Encode

LB

Decode

LB

Idea

RB

Breakdown! Breakdown! Breakdown!

24

Breakdown CausesBreakdown Causes

• Complexity of communications (location, time zone, technical facility sharing, physical distance)

• Cultural Orientation(such as communication and time cultural preferences)p )

• Lack/ Poor Use of Standard Processes

• Lack/ Poor Use of Standard Technologies• Lack/ Poor Use of Standard Technologies

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Is the Message Received I Th W I t d d?In The Way Intended?

PhrasePhrase

Rephrase

26

Th C titiThe Competition For Your Attention 

is FierceHow Many Meetings?y g

How Many Phone Calls/VM?

l?How Many Email?

What Else?

3 x 5 Squared ™3 x 5 Squared ™Adults Need to Hear Things 

3 to 5 Times 

In 

3 to 5 Different Ways… 

Just to hear the message!!!

Message vs. MediumgAction/Skill

Understanding

Intent of Message

Knowledge

Awareness

Email

N l

Face to Face

Team Conf. CallMass Call Website

Shared Server

Written

Choice of Newsletter

Bulletin BoardBroadcast Email One on FewOne on Group

Phone

Team Conf. Call

Video Conference

Instant MessengerShared Server

Video Broadcast Chat RoomChoice of Mediums

Message vs. MediumgAction/Skill

Understanding

KnowledgeINEFFICIENT

Awareness

INEFFICIENT

Email

N l

Face to Face

Team Conf CallMass Call Website

Shared Server

Written

Newsletter

Bulletin BoardBroadcast Email One on FewOne on Group

Phone

Team Conf. Call

Video Conference

Instant MessengerShared Server

Video Broadcast Chat Room

Message vs. MediumgAction/Skill

Understanding

INEFFECTIVE

Knowledge

Awareness

Email

N l

Face to Face

Team Conf CallMass Call Website

Shared Server

Written

Newsletter

Bulletin BoardBroadcast Email One on FewOne on Group

Phone

Team Conf. Call

Video Conference

Instant MessengerShared Server

Video Broadcast Chat Room

Message vs. MediumgAction/Skill

Understanding

INEFFECTIVE

KnowledgeINEFFICIENT

Awareness

INEFFICIENT

Email

N l

Face to Face

Team Conf CallMass Call Website

Shared Server

Written

Newsletter

Bulletin BoardBroadcast Email One on FewOne on Group

Phone

Team Conf. Call

Video Conference

Instant MessengerShared Server

Video Broadcast Chat Room

™

How Do You Know If Th G I ?If They Get It?

• Follow Up

• Ask Them To Say It in Their Own WordsAsk Them To Say It in Their Own Words

• Those Closest to Doing the Work Should D fi It (F ilit t th )Define It (Facilitate them)

• Press for Specificsp

• Discuss Examples

Agenda

• Positioning the MessagePositioning the Message

• Adapting your style

• Building relationships

• Utilizing Technology• Utilizing Technology

• Ensuring Understanding

• Fostering Accountability in Others

36

The Flow Of Communications

Phrase

RephraseRephrase

hParaphrase37

Ensuring Understanding:Techniques for Validating

• Come to Consensus

• Capture the information in different ways

–Restate/paraphraseRestate/paraphrase

–Draw a picture and walk through it

• Peer Review

Fostering Accountability:Risk Versus Control

olCo

ntro

High

ed fo

r 

L l f Ri k & C l it

Nee

LowLevel of Risk & Complexity

Study on Following UpStudy on Following Up

• Summary of Impact Research

• 2005 Study2005 Study

• 86,000 Participants

• 8 Major Corporations

• Multi‐Rater Feedback (3<)Multi Rater Feedback (3<)

Sample Mini SurveySample Mini‐Survey  Goal:   To be a more effective listener

h h ( ) h b h hHow much change (positive or negative)  have you observed in this person in the following areas over the last six months?

1 Genuinely listens to others 3 2 1 0 1 2 3 NCN NI1.    Genuinely listens to others ……………….  ‐3    ‐2    ‐1    0    1    2    3   NCN   NI      2.    Sees value in differing opinions …………   ‐3    ‐2    ‐1    0    1    2    3   NCN   NI 

How has this person followed up with you on areas he/she has been trying to improve?How has this person followed up with you on areas he/she has been trying to improve?  ____  No perceptible follow up ____ A little follow up 

Some follow up ____ p____  Frequent follow up ____  Consistent follow up 

What can this person do to become even more effective? _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Table 1Change In Leadership Effectiveness

My co-worker did no follow-up

406080

P t

Company ACompany B

02040Percent Company B

Company CCompany D

0-3 -2 -1 0 1 2 3

Perceived Change

p yCompany EMean LeaderPerceived Change

Table 2Change In Leadership EffectivenessMy co-worker did a little follow-up

80

My co worker did a little follow up

60

80

Company ACompany B

20

40Percent Company BCompany CCompan D

0

20

-3 -2 -1 0 1 2 3

Company DCompany EM L d3 2 1 0 1 2 3

Perceived ChangeMean Leader

Table 3Change In Leadership Effectiveness

80

My co-worker did some follow-up

60

80

Company A

20

40Percent Company BCompany CC D

0

20

-3 -2 -1 0 1 2 3

Company DCompany EMean Leader3 2 1 0 1 2 3

Perceived ChangeMean Leader

Table 4Change In Leadership Effectiveness

M k did f t f ll

80

My co-worker did frequent follow-up

60

80

Company A

20

40Percent Company BCompany C

0

20

-3 -2 -1 0 1 2 3

Company DCompany EM L d-3 -2 -1 0 1 2 3

Perceived ChangeMean Leader

Table 5Table 5Change In Leadership Effectiveness

My co-worker did consistent or periodic follow-up

60

My co-worker did consistent or periodic follow-up

40

60

Company AC B

20Percent Company B

Company CC D

0-3 -2 -1 0 1 2 3

Company DCompany E

-3 -2 -1 0 1 2 3

Perceived ChangeMean Leader

What WorksWhat Works

• “3 x 5 Squared™” Follow‐up works

• The “program of the year” doesn’t workThe  program of the year  doesn t work

• This process works with peers, customers, i d disupervisors, and direct reports

• This works around the world (in any culture)( y )

AgendaAgenda• Positioning the MessagePositioning the Message

• Adapting your style

• Building relationships

• Utilizing Technology• Utilizing Technology

• Ensuring Understanding

• Fostering Accountability in Others

48

Maximizing Team Communications

• Get to know each other

• Mutually define the mission and goalsMutually define the mission and goals

• Identify each team members role in ll b icollaboration

• BUILD GROUND RULES and maintain awareness

Cl l id tif t t d ti it• Clearly identify next steps and action items

Step 1: Build The Processp

• Define the Process– Examine How You Communicate Today– MUTUALLY Identify The  Process Touch Points– Leverage Technologies

• Tools to UseTools to Use– Context Diagrams– Activity Diagram– Activity Diagram– Play Script

50

Step 2: Clarify Roles & R ibiliti

Responsible Accountable

& ResponsibilitiesResponsible Accountable

Mutually Define The Relationship…

SupportingConsulted Informedpp g

51

Step 3: Maximize Your Communications Plan

Who Gets

What Information

When

In What MediumIn What Medium

What Is The Desired Response

52

Team Website• Encourage and reward open communication

• Link to pertinent project information• Link to pertinent project information

• Share personnel information

• R les of en a ement• Rules of engagement

• Project status

K t t• Key contacts

53

Personal ProfileName: Andrew GrahamCall by: Andrew Live: Littleton CO (Mountain Time)Live: Littleton, CO (Mountain Time) Hometown: Rolling Meadows, IL Working Hours: 7:30 am- 6:00 pm I t r t /H bbi M i B r W d rkiInterests/Hobbies: Music, Beer, Woodworking

BaseballFactoid: Met Willie Nelson on a bus. Arnold

Palmer in a men's roomPast Jobs/ Past Lives Wilderness Trip Leader, Roadie, Tour

Manager, Production Manager, Operations Manager, Consultant, Trainer, Keynote Speaker

Creative Challenge/Desire

Write a book

Organization/Work Assignment

Corporate Office: On Projects X, Y, Z Assignment

Supporting Projects A, B, CArea(s) of Specialty Virtual and Global Collaboration Other stuff I know C i W i i PM M k i S lOther stuff I know

how to do: Creative Writing, PM, Marketing, Sales

If I weren’t here, I'd: Be sailing

Communication Preferences

Name Andrew GrahamContact Information: agraham@lcpservices.com

303-798-2265Preferred Communication style Phone call with follow-up emailPreferred Communication style Phone call with follow up email

Guaranteed Response Time 24 hours

Languages Spoken English, Conversational French and German

Off-hours contact Email Checked on Weekends

k hMake it easy to communicate with you

AgendaAgenda

P iti i th M• Positioning the Message

• Adapting Your Stylep g y

• Building Relationships

• Utilizing Technology

• Ensuring UnderstandingEnsuring Understanding

• Fostering Accountability in Others

Closing PointsC os g o ts

• This stuff works and is based in science• This stuff works and is based in science

• Managing expectations is the name of the game

• Communication is about creating reliableCommunication is about creating reliable understanding

• The tools are there, learn to use them effectively

Maximizing Your Communications for Greatest Impact

Andrew Graham, PMPh @l iagraham@lcpservices.com303‐798‐2265

h k !Thank You!