Leading People
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Power
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Capacity that A has to influence the behavior of B The more someone is dependent on you, the more power you have over that person
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Influence
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Getting people to do things they normally would not do
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What Creates Dependency?
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• The resource is important • Scarcity of resources • Nonsubstitutability of resources
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Sources of Power
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Expertise* - Leads to attitude change• Personal Qualities* - (Charisma/Referent, Effort/Track Record, Authenticity/Commitment, Confidence) • Access to Resources (Information, People) •Network/Association/Relationships ------------------- Used by those who feel week • Control of Resources (Rewards, Punishments/Coercive^) • Position (Legitimate^, Criticality/Relevance, Centrality, Visibility, Flexibility)
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Charismatic Leadership Behaviors
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• Articulates overarching goal-vision • Communicates high performance expectations • Exhibits confidence and enthusiasm in the ability of followers to meet expectations • Empathizes with the needs of their followers • Uses whole body when speaking-paces, sits on desk edge, leans toward, eye contact, relaxed posture, and animated face • Captivating and engaging voice tone
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Track Record: How Power is Built Over One's Career
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Fit/learning Opportunity -; Stretch assignments, Network of Relationships -; Expertise -; Track Record/Credibility -; Stretch Assignments (Criticality, Flexibility, Visibility), Network grows Centrality Increases -; Expertise -;Track Record/Credibility -; Stretch Assignments (criticality, Flexibility, Visibility), Network grows Centrality Increases
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Tips For Effective Networking
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• Include several levels of the organization in your network • Increase opportunities by including customers and suppliers in your network • Have network ties to own group and the dominant group in the company • Have network contacts that extend beyond required work-related interactionsImportant! Effective networking involves an exchange relationship
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Managers and Power
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A manager's need for power ought to be greater than the need to be liked High need for power = concern for influencing people The most effective managers = power + high inhibition Power goal = make subordinates feel strong rather than weak
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Transforming Power into Influence
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• Power is a necessary precondition of influence • Influential people have power, but not all powerful people have influence
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Tools that Increase Influence
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• Expertise, confidence and/or authority (nonverbal cues* etc., language, statistics) • Appealing to emotions (Vivid images, emotions, stories, personal experiences, metaphors) • Liking and rapport (Attractive, similar, familiar, ingratiating, empathetic, mirroring, communication style) • Scarcity (desire what is limited) • Social proof (the norm) • Reciprocity (exchange; door in face) • Commitment and consistency (foot in door; saying yes)
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Informal Authority Influence
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• Dress • Assertive tone of voice • Air of confidence • Height, formal dress, lower voice, gray hair • Statistics • Direct eye contact • Emphatic gestures
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Effectiveness of Influence Tactics
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EFFECTIVE • Rational persuasion • Emotional/ inspirational appeals • Consultation • Exchange* Note: All more effective with interest-based approach - what's in it for them?EFFECTIVE FOR SOME • Ingratiating/ liking tactics • Coalition formation INEFFECTIVE • Authority • Pressure
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FYI: Preferred Power Tactics by Influence Direction
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Upward Influence - Rational persuasionDownward Influence - Rational persuasion - Inspirational Appeals - Pressure - Consultation - Ingratiation - Exchange - Legitimacy Lateral Influence - Rational Persuasion - Consultation - Ingratiation - Exchange - Legitimacy - Personal Appeals - Coalitions
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Influence Without Authority— currencies for exchange relationships
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Task—gets things done • Resources • Support • KnowledgePosition—enhance status • Advancement • Recognition • Visibility • Reputation • Network • Belonging Inspiration—provides meaning • Vision • Opportunity for Excellence Relational—enhance relationships • Personal Support • Understanding and Listening Personal—enhance self • Affirming worth • Challenges (skills) • Involvement (ownership) • Gratitude
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Summary: Behavioral Guidelines for Improving your Influence
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• Enhance personal power by improving your expertise, personal attraction, effort and confidence • Increase position power by improving your centrality, flexibility, visibility, and relevance • Use logic/reason, emotional appeals, consultation and reciprocity to influence; consider ingratiation and coalition strategies where appropriate
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How to Win Over Others?
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• Establish rapport and build trust* - get to know them before you ask them for their cooperation • Show you care about their interests and needs - don't approach the other based on what you need; listen and acknowledge their needs first • Identify common interests - don't sell the other why it is good for them, let them come to the conclusion on their ownYou cannot force anyone to accept anything you say. You can only help people to persuade themselves.
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Factors that Influence Political Behavior*
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Individual factors - high self-monitors - internal locus of control - high mach personality - organizational investment - perceived job alternatives - expectations of successOrganizational Factors - reallocation of resources - promotion of opportunities - low trust - role ambiguity - unclear performance evaluation system - Zero-sum reward practices - Democratic decision making - high performance pressures - self-serving senior managers Political Behavior low -; high Favorable Outcomes - rewards - averted punishments *Political behavior: Activities that are not required as part of one's formal role in the organization, but attempt to influence the distribution of advantages or disadvantages within the organization
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Reactions to High Level of Politics
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Perceptions of organization politics -> decreased job satisfaction -> increased anxiety and stress -> increased turnover - reduced performance
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Leadership Effectiveness
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• Depends on the characteristics of the leader, the follower and the situation • The leader sets the vision and articulates the vision— managers implement the vision Leadership is the process of influencing others toward the achievement of shared goals—not just a person or position
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Leaders and Managers
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Leaders Job - establish organization vision -> formulate strategy for implementing visionManager's Job - implement organization strategy
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Leaders vs. Managers (Walt vs. Roy Disney)
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Leaders • Innovate • Develop • Inspire • Long-term view • Ask what and why • Originate • Challenge the status quoManagers • Administer • Maintain • Control • Short-term view • Ask how and when • Initiate • Accept the status quo
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TRAITS OF SUCCESSFUL LEADERS
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Drive - Desire for achievement; ambition; high energy; tenacity; initiative Honesty and integrity- Trustworthy; reliable; open Leadership motivation - Desire to exercise influence over others to reach shared goals Self?confidence - Trust in own abilities Cognitive ability -Intelligence; ability to interpret large amounts of information Knowledge of the business -Knowledge of industry, relevant technical matters Creativity -Originality Flexibility -Ability to adapt to trends of followers and requirements of situation *Traits do a better job predicting the emergence of leaders and the appearance of leadership than actually distinguishing between effective and ineffective leaders.
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Leadership Traits and Big Five Personality
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Essential Leadership Traits • Extroversion • Conscientiousness • Openness • Emotional Intelligence*Trait theory assumes that leadership is inherent, so we must identify the leader based on his or her traits
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Behavioral Leadership Ohio State Studies
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*Behavioral theory assumes that leadership is a skill set and can be taught to anyone, so we must identify the proper behaviors to teach potential leaders
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Contingency Theories*: LPC Model
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*Contingency theories consider the environment in which the leader exists in addition to traits and behavior
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FYI: Path-Goal Application
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Directive - when employees have: - high role ambiguity - have low abilities - external locus of controlSupportive: when tasks are: - boring and repetitive - stressful Participative: when: - employees have high abilities - the decision is relevant to employees - employees have high internal locus of control Achievement-oriented: when employees have: - high abilities - high achievement
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Leadership: Transactional, Transformational, and Authentic
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Transactional • Guides or motivates their followers in the direction of established goals • Clarifies roles and tasks • Uses contingent rewardsTransformational • Inspires followers to transcend their own self-interests for the good of the organization • Pays attention to individual followers and helps develop them • Empowers, coaches and advises • Encourages and intellectually challenges Authentic • Builds Trust • Sharing information • Encourages open communication • Sticks to their ideals (values)
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MANAGING YOUR BOSS
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WHY • Your success is linked to your boss's -you either succeed together or fail together • You can best meet your needs by ensuring the boss meets his/her needs • A difficult, unproductive working relationship with your boss is one of the greatest sources of stress in the workplace Managing your boss: consciously working with your superior to obtain the best possible results for you, your boss, and your company
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EFFECTIVE WORKING RELATIONSHIPS
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DO'S • Learn everything you can about your boss- check your assumptions and clarify expectations • Find out what would further your boss's success and help deliver it • Adapt your work style and habits to those of the boss; do not expect the boss to adapt to yours • Find out what your boss's goals and objectives at work are • Make yourself indispensable by learning what your boss needs to know • Be a good listener - rather than arguing, help your boss explore issues by asking probing, open-ended, but supportive questions • Keep your boss informed about what is going on • Communicate with your boss in the manner he or she prefers • Manage your own performance - initiate regular reviews on how you are doing and make sure your work is visible. Don't assume your boss knows everything you are doing.DONT'S ___________________ • Expose the boss to surprises - if there is bad news, you must deliver it yourself • Go over the boss's head to a more superior manager except in very rare situations • Be defensive when criticized - instead focus on the facts • Criticize your boss inside or outside of the organization; never assume anything you say will remain confidential
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Summary: Checklist for managing your boss
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Understand your boss and his or her context: • Goals and objectives • Strengths, weaknesses, blind spots • Preferred work styleAssess yourself and your needs: • Strengths and weaknesses • Personal style Develop and maintain a relationship that: • Fits both your needs and styles • Is characterized by mutual expectations • Keeps your boss informed • Is based on dependability and honesty • Selectively uses your boss's time and resources
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3 C's of Managing Your Boss
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Compassion: An empathic understanding of your boss, his/her environment, personal style - Must know yourself and your own strengths, weaknesses, preferences and personal styleCultivation: Developing mutual expectations and communication style that fits both party's needs - Keep boss informed, help boss succeed, reduce complications in life Credibility: Trustworthy source of information and performance - Be a team player, never bad mouth, go the extra mile
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The Five Stages of Group Development
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1. Forming - Members feel much uncertainty about the group's purpose, structure, and leadership; complete when think of selves as part of a group 2. Storming - Lots of conflict between members of the group; complete when clear hierarchy of leadership in place 3. Norming - Members have developed close relationships and cohesiveness; complete when have common expectations 4. Performing - The group is finally fully functional 5. Adjourning - In temporary groups, characterized by concern with wrapping up activities rather than performance
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Punctuated-Equilibrium Model: An Alternative Model for Group Formation
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Temporary groups with deadlines don't follow the five-stage model; they go through transitions between inertia and activity—at the halfway point, they experience an increase in productivity.-Sequence of Actions- -Setting group direction -First phase of inertia -Half-way point transition -Major changes -Second phase of inertia -Accelerated activity
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Group Properties
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- roles - norms - status - cohesiveness - size
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Group Property 1: Roles*
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Role Perception - an individual's view of how he or she is supposed to act in a given situation (internship programs help prepare for his/her role in an organization)Psychological Contract - an unwritten agreement that sets out mutual expectations of what management expect from employees and vice versa (violations of the contract lead to low productivity, high theft and high turnover) Role Conflict - employees experience significant stress when their work and family roles conflict Zimbardo's Prison Experiement - showed how quickly people learn new roles and are affected by their expectations * Roles- a set of expected behavior patterns attributed to someone occupying a given position in a social unit
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Group Property 2: Norms*
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Norms- acceptable standards of behavior within a group that are shared by the group's members Classes of Norms Performance norms - level of acceptable work Appearance norms - what to wear Social arrangement norms - friendships Allocation of resources norms - assignments of jobs and material Hawthorne Studies (an examination on the effects of norms on worker behavior) Group influences (norms) were significant in affecting individual behavior and output (no rate busters or chislers!) Norms enforced through sarcasm, name-calling, ridicule, and even punches to the arms of violators
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Deviant Workplace Behavior*
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Deviant workplace behavior - Workplace incivility that threatens the well-being of the organization Norms encourage conformity to the reference group—the group to which one would like to belong Group norms can encourage deviance Simply belonging to a group increases the likelihood of deviance Types of Deviant Workplace Behavior: Production - working speed and leaving early Property - damage and stealing from organization Political - favoritism and negative gossip Personal Aggression - verbal abuse and stealing from co-workers
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FYI: Norms-How They Develop
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1. Precedents set over time (seating location of each group member around a table) 2. Carryovers from other situations (professional standards of conduct) 3. Explicit statements from others (working a certain way because you are told that's how we do it around here)
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Group Property 3: Status*
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*A socially defined position or rank given to groups or group members by others • What determines status? - Power over others, ability to contribute to group goals, and personal characteristics • Status and norms - High-status members are less restrained by norms and pressure to conform; are given more freedom to deviate from norms than others • Status and group interaction - High-status members are more assertive; large status differences limit diversity of ideas and creativity and may also result in deviant behavior • Status and culture Managers must understand who and what holds status when interacting with people from another culture.
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Group Property 4: Size
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• Group size affects behavior • Size: - Twelve or more members is a "large" group - Seven or fewer is a "small" group
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Group Properties - Size
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Social Loafing - The tendency for individuals to expend less effort when working collectively than when working individuallyRingelmann's Rope Pull: greater levels of productivity but with diminishing returns as group size increases - caused by either equity concerns or a diffusion of responsibility (free riders)
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Social Loafing: A Universal Phenomenon?
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Certain cultures perform better in groups (i.e., china and israel)
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Overcoming Social Loafing
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• Build in individual accountability • Prevent social loafing by: Setting group goals and establishing roles Increasing intergroup competition Using peer evaluation Selecting highly motivated members Distributing group rewards based on individual effort • Most often in Western (individualistic) cultures
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Group Property 5: Cohesiveness*
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*Degree to which group members are attracted to each other and are motivated to stay in the group Increasing group cohesiveness: Make the group smaller Encourage agreement with group goals Increase time members spend together Increase group status and admission difficultly Stimulate competition with other groups Give rewards to the group, not individuals Physically isolate the group Relationship Between Group Cohesiveness, Performance Norms, and Productivity
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Group Property 6: Diversity
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Increased diversity leads to increased conflict May cause early withdrawal and lowered morale If the initial difficulties are overcome, diverse groups may perform better
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Group Decision Making
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Group Strengths: Generate more complete information and knowledge Offer increased diversity of views and greater creativity Increased acceptance of decisions Generally more accurate (but not as accurate as the most accurate group member)Group Weaknesses: Time-consuming activity Conformity pressures in the group Discussions can be dominated by a few members A situation of ambiguous responsibility
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Groupthink*: A Group Decision Making Problem
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*A phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action
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Groupthink: Another Look
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• Group members rationalize any resistance to the assumptions they have made • Members apply direct pressures on those who express doubts or who question the alternative favored by the majority • Members who have doubts or differing points of view keep silent about misgivings • There appears to be an illusion of unanimityGroupshift (A special case of groupthink) • Group members tend to exaggerate the initial positions that they hold, causing a shift to more conservative or more risky behavior.
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Preventing Groupthink
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• As a leader, avoid statements about your preferred alternative; foster an open climate for discussion or use sub-groups • Encourage the sharing of objections and critical evaluation; assign a devil's advocate (explore the negative) • Hold second chance meetings to allow members time to re-assess • Avoid insulating the group from outside criticism • Once consensus is reached, reexamine the next alternative, comparing it to the chosen course of action
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Differences between Groups and Teams
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Group -A group interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility - No joint effort requiredTeam Generates positive synergy through coordinated effort. The individual efforts result in a performance that is greater than the sum of the individual inputs
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Groups vs. Teams
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Groups: are often described as two or more people with a reason to be together e.g., fans cheering for Brazil at the World CupA team:, on the other hand, is interdependent, achieving a common goal, and see themselves as a social identity e.g., Brazil's World Cup Soccer team
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Types of Teams
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- Problem-solving - Self-managed - Cross-functional
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Building High Performance Teams
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Context - Adequate resources, leadership and structure, trust, performance evaluation and rewardsComposition - Ability, personality, size, roles, diversity Work Design - Autonomy, skill variety, task identity, task significance Process - Common purpose and specific goals ~ provides direction - Team efficacy ~ team believes it can succeed - Mental model ~share accurate beliefs about how the work gets done - Conflict level ~task conflict, not relationship conflict - Social loafing ~hold individual and team accountable
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FYI: Symptoms of a Team Problem
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• Poor atmosphere whispering side conversations a few dominate discussions • Discussion jumps around • Discussion of real feelings/ ideas after meeting • Lack of information sharing • Coalition formation • Overly polite • Conflict ignored or suppressed • Quiet people ignored
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Beware! Teams Aren't Always the Answer
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Teams take more time and resources than does individual work. Three tests to see if a team fits the situation: Is the work complex and is there a need for different perspectives - will it be better with the insights of more than one person? Does the work require synergy (process gains greater than the aggregate individuals)? Are members of the group involved in interdependent tasks?
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Advantages and Disadvantages of Group Decision Making
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Advantages - pooling of resources - different perspectives - specialization of labor - decision acceptanceDisadvantages - waste time - conformity pressure - group conflict or domination - ambiguous responsbiliity
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Groups Decision Making: Complex vs. Simple Problems
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Complex Problem
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Five Steps for a Rational Problem Solving Process
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Define and analyze the situation Set objectives Develop alternative courses of action Identify obstacles and adverse consequences Reach consensus decisions
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Steps in the Rational Decision-Making Model
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1. Identify the problem 2. Establish decision criteria 3. Weigh decision criteria 4. Generate alternatives 5. Evaluate the alternatives 6. Choose the best alternatives 7. Implement the decision 8. Evaluate the decision
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The Rationally Bounded Decision Maker
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We suffer bounded rationality! We have cognitive limitations which makes it impossible to assimilate and understand all information necessary to optimize a decision Respond by reducing information to a level which can be readily understoodWe are satisficers —seeking the satisfactory solution rather than the optimal one We apply our rationality only after having greatly simplified the choices available.
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Heuristics
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Quick rules of thumb that reduce information processing demands on decision makers
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Availability: Biasing Factors
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-Ease of Recall -Familiarity -Vividness -Recency
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Availability Heuristic
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Judging the frequency or likelihood of an event by how easily instances of the event come to mind
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Representative Heuristic
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Making a judgment based on the resemblance to a typical case while ignoring information about averages or prior probabilities
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Gambler's Fallacy "Law of Small Numbers"
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The belief that data collected by a randomprocess will look random; however, thesequence collected is too short (i.e., too smallof a sample) for the process to express itself statistically
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Representative: Biasing Factors
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Not sensitive to statistical information Not sensitive to sample size Misconceptions of chance
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Anchoring and Adjustment
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Using an initial judgment as an anchor on which subsequent decisions are based The Primacy Effect and Anchoring may combine, for example if a list of possible sentences is given to a jury, they will be anchored by the first option
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Anchoring and Adjustment: Biasing Factors
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Uncertainty Low Confidence
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Framing
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Tendency to make different decisions based on how a problem is presented (gains vs. losses)
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Framing Effects: An Empirical Demonstration
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People seek risk when losing. Avoid risk when winning.
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Framing: Biasing Factors
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Choice of Reference Point Transaction vs. Acquisition Utility
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Escalation
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Continuing to commit additional resources to a seemingly failing endeavor based on the hope that there will be a positive change or to justify previously made decisions
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Escalation: Biasing Factors
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Perceptual biases (confirmation) -Look for disconfirming evidenceJudgmental biases (loss from initial investment) -Seek other reference points Impression Management -Reward for process not just outcome Competition -Examine why continuing actions
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Remedies for Escalation
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• Set limits on your involvement and commitment in advance • Avoid looking to others • Actively determine why you are continuing • Remind yourself of ultimate costs involved
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Confirmation Bias
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The tendency to gather or accept information that confirms our initial beliefs while being critical of information that challenges them. We are most prone to the confirmation bias when we believe we have good information and strongly believe in our opinions
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Overconfidence
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The tendency to believe in your ability to be correct or accurate more often than is really true When people say they are 100% sure of an outcome they tend to be 70?85% correct Most likely to occur outside our area of expertise Those whose intellectual and interpersonal abilities are weakest are most likely to overestimate their performance and ability Fail to adequately consider risks or prepare a plan B
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Improving Decision Making
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Identify areas where your judgments may be biased Examine the causes of the bias Allow psychological distance
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Two Major Forms of Workforce Diversity
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Diversity Management= - surface level diversity - deep level diversity
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Types of Diversity
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Surface Level (biological characteristics) - gender - race - ethnicity - age - disabilityDeep Level - tenure - religion - sexual orientation/gender identity - physical ability - intellectual ability - marital status - educational background - union affiliation - functional level/classification - division unit/group - work location workforce diversity - any characteristic that makes people different from one another
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Some Hidden Aspects of Diversity
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Cognitive—how we approach problems Discipline—different knowledge; different solutions Cultural—norms of interaction and communication Multiple identities—woman, engineer, mother, project leader...which one do others see?
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The Case for Diversity
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Increases pool of talent Diverse teams produce better results Helps understand customer if reflects the customer
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Forms of Discrimination
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Discriminatory Policies -Actions that deny equal opportunity to perform or unequal rewards (e.g., older workers targeted for layoffs b/c highly paid w/ high benefits) Intimidation -Overt threats or bullying directed at members of specific groups (e.g., swastika marked on a Jewish person's workstation)Mockery/Insults -(Jokes or negative stereotypes (e.g., Arab-Americans asked if they were a terrorist) Exclusion - Exclusions from job opportunities, social events, discussions or mentoring (e.g., Women assigned tasks that don't lead to promotion) Incivility - Disrespectful treatment—acting aggressively, interrupting or ignoring (e.g., Women being ignored at a meeting) Sexual Harassment - Unwanted sexual advances; verbal or physical conduct of a sexual nature that creates a hostile or offensive work environment (e.g., bringing strippers into the office for celebrations
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Management of Diversity
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The set of activities involved in integrating nontraditional employees into the work force and using their diversity to the firm's competitive advantage
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Factors for Successful Diversity Management
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- Diversity Focused Policies; Legal Framework - Regular Monitoring ; Evaluation - Available Training and Resources for Program Implementation - Clear Reward System and Accountability - Personal Development for All Workers - Clear and Consistent Personnel Decisions - Attracting and, Selecting Diverse Employees - Support from Top Levels; Convey advantages of diversity - Diversity Focused Policies; Legal Framework
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Potential Problems with Diversity Training
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Emotional tension is heightened - Talking about prejudices is likely to make people feel uneasy. Training needs to be conducted in a "safe", comfortable environment.Possibility of polarization - Avoid discussions that have yes or no answers, (e.g., "should gays be allowed in the military?"). Instead, encourage consideration of a broad range of options. Some people may have personal "axes" to grind - Training sessions should not provide platforms for people who want to vent abut past problems. Facilitators should keep the group on target. Personal attacks may occur - Strong opinions on diversity issues may box people into corners. Treat everyone with respect and dignity. Reactions to training will be varied - Some may welcome the training; whereas others may resent having to go through it. Addressing these feelings would be made a part of training sessions. White males tend to be blamed Timing may be problematic. - Avoid adding to stress by not scheduling sessions during periods in which other sensitive events (e.g., layoffs, contract negotiations) are occurring. Reasons for training may be Disingenuous - Diversity training works best when it is part of a strategic effort on the part of management to change policies so as to make a more "inclusive" organization. However, training conducted because "everyone's doing it" is likely to fail -- and maybe even backfire.
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Feeling Excluded Exercise
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Recall a time when you have felt uncomfortable or targeted because of your demographic status (race, ethnicity, gender, religion, etc.) Briefly described the situation, how you felt, reacted, etc. Think about when you deliberately or accidently did something that made someone else feel excluded or targeted because of their demographic status. Briefly described the situation, what precipitated the event, how you felt, how other reacted, etc. Deliverable: Develop a brief list of what behaviors lead people to feel targeted or excluded. Be specific. Create a list of principles for how you can avoid excluding or targeting people in the future. Be specific.
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Communication: The #1 Source of Conflict in Organizations
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yup
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Typical barriers to effective communication
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SENDER: Filtering (choice of words) Overload (too much information for receiver to process) Timing (receiver not ready to hear message) Channel Misusage (using email instead of face to face)RECEIVER: Emotions (affect interpretation) Perceptions (credible or reliable source)
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Problems with Email
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Messages are easily and commonly misinterpreted Not appropriate for sending negative messages Overused and overloading on readers Removes inhibitions and can cause inflammatory emotional responses Not private: may be forwarded to anyone and monitored by company
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Making a Positive Impact with Your Email
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Sender Clear identity in your email address Meaningful subject line Only one screen of information—pick up the phone if more Make easy to read quickly with bullet points or spacing Don't assume privacy and meet in person for negative newsReceiver Meet in person or call if receive an ambiguous or negative email Do not forward a negative message to colleagues!
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Building Rapport Over Email
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Build Rapport • People who take time to get to know each other boost trust immediately • Discuss non-negotiation-related topics (weather, current events)Highlight your similarities • People who share similarities are more likely to overcome barriers posed by email Personal disclosure • Even superficial disclosures make others like you more ("I just started working on a new project) Express positive emotions • "I really like the work you did on..."
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Other Electronic Communication
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Social Networking Sites: These are public spaces - anyone can see what you post Can be used for job application screening Avoid "overstimulating" your contactsBlogs: Employees may post harmful information Such comments may be cause for dismissal No First Amendment rights protection Can be against company policy to post in a blog during company time and on company equipment/connections
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Informal Communication Channels: "The Rumor Mill"
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Why important Perceived by most employees as being accurate and reliable--86% Where 75% of employees get their information first Insightful to managers-what is important to employees, understand morale, and anxietiesRumors result from: Desire for information about important situations Reducing rumors: Explain decisions and behaviors that may appear inconsistent or secretive Openly discuss worst-case possibilities—they are almost never as anxiety-provoking as the unspoken fantasy
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Normative Communication Style
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creates harmonious relationships; attention to emotions, values and fair deal
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Communication BarriersBetween Men and Women
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Men (Direct and Assertive) talk to: Emphasize status, power, and independence Offer solutions Boast about their accomplishmentsWomen (Indirect and overly polite) talk to: Establish connection and intimacy Speak of problems to promote closeness Express regret and restore balance to a conversation
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Intonations: It's the Way You Say It!
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Change your tone and you change your meaning:
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Global Implications - Cross-cultural factors increase communication difficulties
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Cultural Barriers: - Semantics: some words aren't translatable -Word Connotations: some words imply multiple meanings beyond their definitions - Tone Differences: the acceptable level of formality of language - Differences in Tolerance for Conflict: Address directly or indirectlyCultural Context: The importance of social context to meaning - Low-context cultures (like the U.S.) rely on words for meaning - High-context cultures gain meaning from the whole situation
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To reduce your chance of making a mistake in another culture, err on the side of caution by
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Assuming differences until similarity is proven Taking time to observe the situation from different perspectives rather than immediately interpreting or evaluating it from your own culture Practicing empathy in communication by understanding the other person's values, experiences and frame of reference Treating your interpretations as a working hypothesis and seek feedback
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Nonverbal Communication: Table Arrangements
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Competition - sitting across
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The universal handshake
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This is the handshake used by most leaders and corporate executives. The person delivering it will: • Look you right in the eye • Fully engage your hand • Smile and pump your hand two or three times. This handshake expresses that the person using it will be open, trustworthy and willing to listen.
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The Push Off
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Interpreted as a stand-offish person without good "people" skills
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The Pull-In
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Perceived as controlling and manipulative
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Two-Hander, The Topper, and the Twiser
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Two- Hander-Conveys insincerity and can instantly reduce trust The Topper- Assets dominance over the other party The Twister - ; Asserts dominance the other way
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The Finger Squeeze
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Clasping down too soon; leaves both parties unsatisfied—note to always offer your whole hand
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The Bone Crusher
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Inappropriate use of hand pressure to convey strength; Try to match pressure by other party at an appropriate level
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The Palm Pinch
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Never appropriate in business
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The Dead Fish
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Conveys lack of energy and interest in the other
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Signs of Poor Listening
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• Learning about events too late • Information must be repeated • Always putting out fires • Tasks given to others • Increase in written communication
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Summary and Application - Communications
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The less employees are uncertain, the greater their satisfaction; good communication reduces uncertainty!Communication is improved by: -Choosing the correct channel - Being a good listener - Using feedback Potential for misunderstanding in electronic communication is higher than for traditional modes There are many barriers to international communication that must be overcome
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Feedback: Why is it so Important
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Helps to improve performance and confidence Clarify the supervisor's expectations Increase morale Develop teamworkA lack of good feedback can Demoralize Reduce confidence Cause conflict Without feedback, mistakes go uncorrected and good performance is not reinforced
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Quiz: Answer These Four Question
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*Mindset: a set of beliefs that determine one's behaviors, outlook and attitudes Fixed Mindset - Your intelligence is something very basic about you that you can't change much Fixed Mindset - You can learn new things, but you can't really change how intelligent you are Growth mindset - No matter how much intelligence you have, you can always change it quite a bit Growth mindset - You can always substantially change how intelligent you are
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The Fixed Mindset Problem
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People with a fixed mindset: Avoid challenges because they want to make sure to succeed and don't want to risk looking stupid See feedback as criticism Hide deficiencies instead of overcoming them Put down more successful others and seek friends who will shore up their self-esteem instead of challenge them to grow
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Take Growth Mindset Action
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Realize that intelligence is not fixed -it can be improved through learningStretch yourself and stick with it even when the going gets tough React to failure by trying harder; failing is an opportunity to learn Seek and be receptive to feedback; love learning Motivate yourself to look for ways to continue to improve
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Giving Feedback: Be Timely
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The most effective feedback is based on direct observation, never hearsay. Give feedback as close to the event as possible so the person can reflect on the event and do something about it. Give feedback in private to allow for face saving. Check for understanding—encourage the employees to come up ideas for improvement
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Giving Feedback: Be Focused
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Be clear and specific - Helps to avoid being misunderstood -Decreases the opportunity for anxiety to arise - Diminishes the potential for argumentsBe direct and factual but impersonal - Avoid general comments which are hard to learn from - Avoid using definitive words such as "all the time," "never," and "always" Focus on only a few behaviors - Don't overwhelm - Practice being a one minute supervisor
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Giving Feedback: Own Your Message
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Feedback is a perception and not the ultimate truth. To reflect this, use phrases such as: "I noticed" - instead of "You did" "I find your actions" - instead of "You are" "I feel" - instead of "You didn't"Use positive language "I think you could be even more effective if..." -Don't be accusatory "That was unprofessional behavior..." vs. "How do you think the customer felt when..." -Take ownership of message—don't blame others ("Others have said") -Make sure your non-verbal cues match what you are saying
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Giving Feedback: Balance
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Balanced feedback has the greatest impact on changing behavior and improving performance: Provide positive feedback as well as constructive criticism. You can always find something good to say, even if it is a small item. Try to find occasions where you can give only positive feedback to offset later constructive criticism during rough times.
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Feedback Recipient: Questions for Clarification
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Open-ended Questions • How would you like...? • What do you think might happen if...? • What concerns you about ...? •What would you like toClarifying • What makes that upsetting? • How did you decide to...? • When you say . . . what were you referring to? Exploring questions • What concerns you about that? • What are your expectations regarding...? • When you say . . . what were you referring to?
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Feedback Exercise
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Remember to: Identify current behaviors that you want to reinforce or redirect Identify specific situation(s) where you observed these behaviors Describe the impacts and consequences of the current behaviors Identify alternative behaviors and actions for you, the employee, and others to take
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Evaluate Yourself
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Was the feedback specific and data based rather than general? descriptive rather than evaluative? directed toward controllable behaviors rather than personality traits or characteristics? intended to help, not punish?Did the feedback seek the employee's response for an open and balanced discussion? suggest rather than prescribe avenues for improvements?
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Why Feedback May Not Be Effective
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• Choice of language and tone • Poor timing- to much of a delay or in front of others • Giving too much information • Not having a balance of positives with needs for improvement
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Initiating Difficult Conversations
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Structure the Conversation: Purpose Inquiry Acknowledgement Clarify-Problem Solve
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Habits of Poor Listeners
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• Calling the topic boring • Criticizing the speaker's delivery • Orally or mentally interrupting to disagree or thinking of counter-argument while the speaker is still speaking • Listening only for facts and ignoring emotion • Pretending to listen or thinking of other things (e.g. ,lunch) • Multi-tasking (e.g., looking at phone)
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Intuitive communication style
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look to the future and offer creative solutions
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Analytic communication style
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Logical analysis; weigh pros and cons
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Factual communication style
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Point out facts and details in neutral way
