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When Change Becomes Evolution by Laura Mosby

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When Change Becomes Evolution by Laura Mosby

  1. 1. Oh Lord, Please Don’t Let Me Be Misunderstood. Leading Evolution through Effective Communication Laura Mosby, LCSW
  2. 2. Setting Our Intention To proactively and successfully lead the organization through dynamic times using effective communication styles
  3. 3. Change and Evolution • If we do not grow, adapt, and evolve in response to our environment….we die, we become extinct. • Change is many things to many people: – Uncomfortable – Scary – Exciting – Challenging
  4. 4. Leadership has as its corner stone, the ability to communicate.
  5. 5. Outcome of Effective Communication Employees feel respected and engaged Information is accurate and complete Increased understanding of the Why Instills a sense of shared ownership Decreased resistance to change Minimal to no negative impact to moral.
  6. 6. What is Your Style ? Hands On Thinker Explorer Free Thinker
  7. 7. Hands On: Loves Doing Concrete and Task Oriented Discuss and show practical applications Use concrete terms and explanations (not abstract) Remain organized and structured Pay very close attention to deadlines Do things in sequential and orderly steps Demonstrate to illustrate an idea or point Try to do things in an exact and precise way Use brief and "to-the-point" comments (don't ramble) Great at "hands-on" project-type tasks.
  8. 8. Thinker: Loves Ideas Focus on main ideas and logical conclusions. Pay very close attention to deadlines Do not procrastinate or make excuses Use outlines, charts, graphs, and spatial mapping Open to the use of abstract explanations Support information with facts (proof) Support views and opinions with logic and evidence Open to topics that allow for debate Allow for research-type tasks.
  9. 9. Explorer: Loves Innovation Open to new ideas Open to change Allow room for creative innovation Open-minded to opinions and views Relate ideas to the real world (use real world examples) Focus on processes and applications rather than facts Willing to take a risk or investigate Patient with disorganization Jumps from one idea to another Allow for innovative and creative tasks
  10. 10. Free Thinker: Loves to Dream Share personal experiences Apply personal meaning to ideas Participate in discussions and activities Use gestures and positive body language Be sincere and show interest and concern Use images, pictures, and color Show how ideas and details apply to life Open to use of metaphoric language and expression Don't force structure - allow room for flexibility
  11. 11. What is Communication? Words Actions Body Language Voice Tone This constitutes precisely one-half of the communication process.
  12. 12. The Other Half: Message Received Verifying that the message you intended to send was actually received and interpreted the way you intended. The only way that you can be sure you have created understanding is to listen to the people with whom you are communicating.
  13. 13. . Receivers Listen Selectively They hear, filter and process some things and not other things. That means that while you may have explained the "whole picture", is it likely that the whole thing wasn't received.
  14. 14. Retention Studies indicate we remember only 25 – 50% of what we hear. So for a 10 minute conversation you are only really hearing 2.5 – 5 minutes. What does that mean for the speaker/listener? How can we impact that percentage?
  15. 15. Communicating Difficult Messages or Messages about Evolution (Change)
  16. 16. Think About: What kind of messages you wish to send: the facts and your attitude What you want people to take away from your communication
  17. 17. Convey A sense of purpose and commitment You have confidence in your "team” That you want and need input That you recognize any negative impact That you are open to discussion Your expectations regarding behaviors
  18. 18. But what about you? Sometimes you won't be committed to the change, or you won't be very confident that you and your staff can pull it off, particularly when the change is imposed. What do you do? What do we need to do as an organization?
  19. 19. Who, What, When, How ? As a Leader you need to make decisions about: With whom you must communicate What needs to be communicated When you will communicate and How you will do it.
  20. 20. What ? As much factual information as is available to you. Information that will reduce uncertainty and ambiguity Pre-empt the grapevine. Provide forums for employees to communicate their reactions and concerns to you.
  21. 21. A small amount of information about a negative change may increase anxiety. If you have preliminary information about a change, that others do also, and that it is likely that your employees will hear rumors. You are communicating the facts of the change, and also your own reactions to it. As a leader, your staff will watch you carefully.
  22. 22. When it is Bad News Describe the news in clear and straight forward manner Explain Why Explain how the decision is fair Involve a high-status messenger Deliver in a timely manner Identify who made the decision and the process they used Outline what alternatives were considered Show that the organization cares and how is it helping employees? Describe how the problem will be avoided in the future Tips from the Gale Group/ International Association of Business Communicators
  23. 23. When? As soon as possible about change. In anticipation of change, during the implementation, and after the change. The longer you wait to communicate details of change, the more likely you are to extend the period of adjustment. The sooner you communicate the less information will come through the grapevine. Grapevine information tends to create a high degree of anxiety, and also a high degree of mistrust of management.
  24. 24. Who? Communicating on a “need to know basis” What are the Pitfalls?
  25. 25. Who ? Group or Individual Meetings Groups Ensures that each person present is hearing the same information at the same time. Group communication allows interaction about the changes and can help develop a sense of team.
  26. 26. Disadvantages to Group There will be some people who will not feel comfortable talking in a group context. The more "personal" the effects of the change, the more likely people will withdraw from the group process. One or two particularly vocal and negative people can set the tone for the group. There are some issues that cannot be discussed within a group.
  27. 27. Individual Advantage of privacy. Allows more in-depth exploration of feelings, ideas and reactions to the change. A disadvantage is that it may fragment your team. There is a possibility of inconsistent messages
  28. 28. Group or Individual ? Use group communications if: You need to ensure everybody hears the news at the same time. You want to encourage group discussion to generate ideas for problem solving. You want to increase the sense of team. You wish to set the stage for individual meetings.
  29. 29. Use individual meetings if: The changes are likely to cause a high degree of emotionalism that is better dealt with in private. You want to ensure that shyer people have a chance to express themselves. The changes involve elements that should remain confidential. You need to have detailed discussion with specific people.
  30. 30. HOW: Oral or Written Oral communication is better when: Receiver is not very interested in getting the message. Emotions are high. You need feedback. You need to convince or persuade. The details and issues are complicated.
  31. 31. Written communication is better: You require a record of the communication for future reference. Your staff will be referring to details of the change later.
  32. 32. Generally, it is wise to use both written and oral communication. The more emotional the issues, the more important it is to stress oral communication first. Written communication can be used as backup
  33. 33. Support For those sharing the messages What do managers need? How do we provide it? For those handling the responses Could be different then the messenger How do we support?
  34. 34. Closing Thoughts Watch your thoughts; they become words. Watch your words; they become actions. Watch your actions; they become habits. Watch your habits; they become character. Watch your character; it becomes your destiny.

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