July2014 deck communication

8/11/2019 July2014 deck communication

1/59

Managerial Commun icat ion

ali ahalingam

[email protected]

IIMT: Chennai Center:2014


2/59

What is up?

Introductions

Robust dialogue for effective discussions

Understanding & managing Fog Index

Story-telling as leadership competence

Mali / IIM-T / MC / 2014

Fundamentals of Communication


3/59

Ram Charan & Bill Conaty


If businesses managed their money as carelessly as

they mange their people, most would be bankrupt!

Source: Talent Masters ( Random House, 2011)


4/59

Results leaders produce

Direct Results

Building Values & their reaffirmation

Building & Developing People for tomorrow

Every Organization needs performance in 3 areas:

Source : Peter Drucker (The Effective Executive- 1967)



5/59


Communication Fundas!


6/59

Why Communication?


Communication is a social need for an individual,

but is the lifeblood of an organization

If individuals communicate 70% of the waking time,

an organization communicates 90% of its workingtime

Business communication helps us prepare for being

effective in business situations

We need to be good at business communication tocreate impact, to influence and to get things done!

At the end of the day, if we cannot express right, we

cannot impress right!


7/59

Basic fundas


Comes from Latin communis which means

common.

Transfer of information & understanding from one

person to another.

Communication skills include listening, speaking,reading and writing

Communication is complete not when the sender

has sent but when the receiver has received &

understood Good communication is 90% sincerity and 10%

skills!

You cannot talk yourself out of situations you have

behaved yourself into!


8/59


Noise Noise

Noise Noise

Noise

Noise Noise

Noise

Sender

has idea 1

Senderencodesidea inmessage

2

Messagetravelsoverchannel

3Receiver

decodes

message

4

Feedback

travels to

sender5

Possibleadditionalfeedbackto receiver

6

The Communication Process


9/59

Elements of Communication


Message

Sender

Encoding

Channel

Receiver

Decoding

Acting

Feedback


10/59

Encoding

Language (Verbal Code): Spoken or written words

used to communicate thoughts and emotions

Paralanguage (Vocal Code): The vocal elements

that go along with spoken language, including tone ofvoice, pitch, rate, volume and emphasis

Non-verbal cues(Visual Code):All intentional or

unintentional means other than writing or speaking by

which a person sends a message, including facialexpression, eye contact, gestures, appearance,

posture, size and location of office, and arrival time at

meetings



11/59

Communication Loss!


Source:Commu

nicatingforRes

ultsbyCheryl

Hamilton


12/59

Interpreting messages: What listeners pick!



13/59

Frames of Reference in Communication



14/59

What is going on?

Leveled: Some details are lost

Condensed: The message becomes shorter

and simpler

Sharpened: Some details are highlighted,thereby becoming more important

Assimilated:Ambiguities are clarified to

confirm to past messages and futureexpectations

Embellished: Details are added



15/59

Barriers to Communication


Socio-psychological

Emotions

Selective perception

Information overload

Loss by transmission

Poor retention

Goal Conflicts

Offensive style

Abstracting Interpretations


16/59

Sender-related barriers


Lack of planning

Vagueness about the purpose of the

communication Poor choice of words

Unshared or incorrect assumptions

Wrong choice of channels


17/59

Receiver- related barriers


Poor listening skills

Mistrust

Lack of interest

Semantic difficulties

Biases Attitudinal clash with sender


18/59

Seven Cs of Communication


Candidness

Clarity

Completeness

Conciseness

Concreteness

Correctness

Courtesy

Source:Franc

isJBergin


19/59

Being Concise.


Due to the fact that

Employed the use of

Basic fundamentals

Completely eliminate Alternative choices

Actual experience

Connected together

Final result

Prove conclusively

In as few words as possible


20/59

Communication Flow


downward, or enabling, communication that movesinstructions and other directive information down orthrough a hierarchy

upward, or compliance, communication that providesfeedback to the people who originate downwardcommunication

lateral, or coordinating, communication that moves

between peers to maintain or improve operationalefficiency

the grapevine, which fills in gaps in officialcommunication and provides answers to unaddressedquestions.


21/59

Anon


Communication is a lot like a love affair! Almostany fool can start it, but to end it well requires

considerable skill!


22/59

Monkey business!


Higher the Monkey climbs up,

more of its back is visible to others!
http://upload.wikimedia.org/wikipedia/en/9/94/Monkey_batu.jpg


23/59


Effective Meetings & Business Reviews


24/59


Read Ram Charans article: Conquering the

Culture of Indecision for class room

discussion


25/59

Meetings & Business Reviews


What do we already know?


26/59

Wharton Center for Applied Research:

The average CEO spends about 17 hours

each week in meetings

Senior executives spend an average of 23

hours a week in meetings Middle managers spend 11 hours a week in

meetings

Senior & middle managers said only 56% ofthe meetings were productive.

A phone call or a memo could have replaced

over 25% of the meetings they attend



27/59

Decisions need dialogues!

Leaders create a culture of indecisiveness, and

leaders can break it!

Primary instrument for making decisions is human

interactions- dialogues!

Dialogue is the basic unit of work in an organization

Tone and content of dialogue shapes peoples

behaviour and beliefs

All social operating mechanisms comprise

dialogues

Dialogue can lead to new ideas and speed as a

competitive advantage!



28/59

Characteristics of decisive dialogues


Openness

Candor

Informality

Closure


29/59

Robust Dialogue


openness: truth over harmony

candor wipes out silent lies & pocket vetoes

in formal i tyleads to candor

Closure:Action responsibility: who, what and when


30/59

Openness

Openness means that the outcome is not

predetermined

There is an honest search for alternatives

and new discoveries

Leaders create an atmosphere of safety that

permits spirited discussion, group learning &trust



31/59

Candor

Willingness to speak the unspeakable

Exposing unfulfilled commitments

Airing conflicts that undermine apparentconsensus

Expressing real opinions, not what they think

they are supposed to say

Candor helps wipe out the silent lies &pocket vetoes



32/59

Informality

Informality encourages candor, formality

suppresses it

When presentations and comments are stiffand prepackaged, they signal that the whole

meeting has been carefully scripted

Informality reduces defensiveness & loosens

the atmosphere

It energizes and leads to spontaneity



33/59

Closure

Closure imposes discipline

It means at the end of the meeting people

exactly know what they are expected to do Closure assigns accountability and deadlines

to people in an open forum

It tests a leaders inner strength and

intellectual resources

Lack of closurethe primary reason for a

culture of indecisiveness in organizations



34/59

Dialogue Killers


Dangling Dialogue

Information Clogs

Piecemeal Perspectives

Free for All


35/59

Hidden Agenda in Free for All


Extortionists

Sidetrackers

Silent liars

Dividers


36/59

Feedback & Follow-through

Critical feedback is the heavy lifting of leadership (Dick

Brown-EDS)

Avoiding feedback sentences the organization to

mediocrity

Feedback should be many things: candid, constructive,

relentlessly focused on behavioural performance,

accountability and execution.

If at the end of the year, someone is truly surprised by

what you have to say, thats the failure of leadership!

Decisive dialogue & follow-through creates a workforce

that is energized, empowered and engaged!



37/59


Understanding Fog Index


38/59

Exercise Time!


Write a 100 word paragraph that describes the vision of

a future you want to create for yourself 5 years from

completing your MBA from prestigious IIM-Tiruchirapalli


39/59

The Fog Index

Is based on the count of the number of multi-

syllable / complex words in a hundred-word sample

of the passage being checked, as well as of the

average sentence length



40/59

Best in Class

Readers Digest has a Fog index of between 8

and 9

Time magazines Fog index is 11

Churchills Fog index was a terrific 3.2!

If your Fog Index is higher than 13, you

are hard to read



41/59

What does the research say?

Only 4% of readers will understand a sentence of 27

words

But, 75% of readers will understand a sentence of

17 words

And 95% readers will understand a sentence of 8words



42/59

Readability of communication is affected by

The average length of the sentences

The percentage of simple words

Proportion of familiar words Proportion of abstract words

Proportion of long words

Proportion of personal references



43/59

What does this image conjure up?



44/59


Storytelling as Leadership Competence


45/59

What is storytelling all about?

A corporate narrative to inspire customers

and employees

Great leaders at every level lead throughtheir stories

Used for sparking action, transmitting

values communicating who you are,

fostering collaboration, sharing knowledge,learning people into the future and taming

the grapevine



46/59

What is a story?


A tiny fu se that detonates taci t understanding in th e

m ind o f the l is tener!

Source: Institute for Knowledge Management (1999)


47/59

Key Story-telling Principle


The audience does much of the work for you!Story work is providing a method of building a story in

someone elses mind, where it counts

Ultimately, the story happens in the minds of the

audience, not just in the brain and mouth of the teller.


48/59

The Story Triangle



49/59

The CEO Stories


IBM: Lou Gerstner

McDonalds: Ray Kroc

HP: Bill Hewitt

Cisco: John Chambers

T. Thomas: Hindustan Unilever

Intel: Andy Grove & Gordon Moore


50/59

The Vision & Values Stories


Scandinavian Airlines

Hewlett-Packard (2002)

Federal Express

Alcoa

The parable of the black belt

The Monk and the young lady


51/59


Tim Elmore: Habitudes Video samples


52/59

B S Detector Beware!



53/59

Universal Story lines


Who am I?

Who are we?

Where are we going?


54/59

Four key features of Corporate Stories


A strong central plot line

Clear values

Lots of emotions

Compelling characters


55/59

Four truths of the Story teller

Truth to the story teller

Honesty and candor

Truth to the Audience

to understand what the listeners know about,care about and want to hear

Truth to the moment:

extraordinary claims require extraordinary

evidence

Truth to the mission:

Infuse stories with a mission and meaning,

beyond selfMali / IIM-T / MC / 2014


56/59

Tips for Storytellers


Stories are about people

One or more people in your story has to want

something

Stories need to be fixed in time and space

While people in the story pursue a goal, they tend to

talk

Audiences bore easily

Stories speak the audience language


57/59

Tips for Storytellers contd


Stories speak the audience language

Stories stir up emotions

Stories dont tell; they show

Stories have clear meaning

Stories are containers of truth


58/59

Sharing knowledge: Approaches



59/59

Exercise

Talk about somethingYouve made or thatYouve

done that youre proud of!

July2014 deck communication

Documents

Transcript of July2014 deck communication