C2C:Workplace Communication and Influence. OHDCC Teachers College, Columbia University

Transcription

1 C2C:Workplace Communication and Influence OHDCC Teachers College, Columbia University

2 What is this session about?

3 Getting your message across YOU ME `

4 Effective vs. Ineffective Communicators Part I What do effective communicators do? How do they keep your attention?

5 Effective vs. Ineffective Communicators Part II What do ineffective communicators do? How do they lose your attention?

6 The Three Elements of Communication You ` Credibility Self-confidence Presence

7 The Three Elements of Communication You Message ` Credibility Self-confidence Presence Content and benefits of the message

8 The Three Elements of Communication You Message ` Your Audience Credibility Self-confidence Presence Content and benefits of the message Your ability to diagnose others, empathize and adjust

9 Johari Window Known To You Not Known To You Known to Others Public Life Blind Spots Unknown By Others Secrets Unconscious

10 We don t see things as they are; we see them as we are.

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12 Our Worldview Culture Thinking Preferences Education Worldview ` Life Experience Gender Socio-economic Status

13 Let s consider one of these lenses. Culture Thinking Preferences Education Worldview ` Life Experience Gender Socio-economic Status

14 Left Side vs. Right Side Left Hemisphere Sequential Analytical Verbal Logical Looks at Parts Preferences: Counting / Measuring Present and Past Grammar Right Hemisphere Simultaneous Holistic Imagistic Intuitive Looks at Wholes Preferences: Shapes / Motion Present and Future Intonation / Emphasis

15 What are Brain Preferences? Brain Preferences reflect the extent to which an individual prefers certain types of thinking / mental processes over other types of thinking / mental preferences. Brain Preferences do not equal skills. We might have highly developed skills outside our brain preferences.

16 Brain Preferences The Model Clear Realistic Logical Curious Imaginative Visionary Concrete Rational Objective Intuitive Risk Taker Creative Goals Performance Bottom-line Simultaneous Challenges Status Quo Big Picture Realist & Analyst Strategist & Imaginer Organizer & Preserver Empathizer & Socializer Orderly Reliable Neat Sociable Approachable Perceptive Punctual Detail- Oriented Habitual Harmony Affectionate Loyal Systematic Organized Methodical Relational Expressive Supportive

17 Brain Preferences Qualities that Define Each Quadrant Clear Realistic Logical Curious Imaginative Visionary Concrete Rational Objective Intuitive Risk Taker Creative Goals Performance Bottom-line Simultaneous Challenges Status Quo Big Picture Realist & Analyst R1 Strategist & Imaginer Organizer & Preserver L2 R2 Empathizer & Socializer Orderly Reliable Neat Sociable Approachable Perceptive Punctual Detail- Oriented Habitual Harmony Affectionate Loyal Systematic Organized Methodical Relational Expressive Supportive

18 Properties of L1 Usually Asks Values Oriented Towards What is the point? What does this mean? What is the objective? Performance Sensible rationale Succinct information (data/ facts) Goals Performance Bottom-line Decision Preference Known For Communication Preference In accordance with planned objectives/ goals Based upon accurate information and data Definitively Liking to be right Liking things to be clear Drawing conclusions Clear / Sensible / Accurate Coherent / Calculating / Probing

19 Brain Preferences Qualities that Define Each Quadrant Clear Realistic Logical Curious Imaginative Visionary Concrete Rational Objective Intuitive Risk Taker Creative Goals Performance Bottom-line Simultaneous Challenges Status Quo Big Picture Realist & Analyst Strategist & Imaginer Organizer & Preserver L2 R2 Empathizer & Socializer Orderly Reliable Neat Sociable Approachable Perceptive Punctual Detail- Oriented Habitual Harmony Affectionate Loyal Systematic Organized Methodical Relational Expressive Supportive

20 Properties of R1 Usually Asks Values Oriented Towards Why not? What if? Can we try? Freedom to experiment Ability to take risks Challenging the status-quo Future Ideas Big picture Decision Preference Known For Communication Preference According to future possibilities At the conceptual level Instinctively Being unconventional Experimenting Taking risks Imagination Challenging / Visionary / Imaginative Filled with metaphors/ images Synthesizing ideas

21 Brain Preferences Qualities that Define Each Quadrant Clear Realistic Logical Curious Imaginative Visionary Concrete Rational Objective Intuitive Risk Taker Creative Goals Performance Bottom-line Simultaneous Challenges Status Quo Big Picture Realist & Analyst Strategist & Imaginer Organizer & Preserver Empathizer & Socializer Orderly Reliable Neat Sociable Approachable Perceptive Punctual Detail- Oriented Habitual Harmony Affectionate Loyal Systematic Organized Methodical Relational Expressive Supportive

22 Properties of L2 Usually Asks Values Oriented Towards How should we do it? What is the plan? What should be done first? Consistency & Efficiency Punctuality Quality & Thoroughness On time An excellent implementer Well organized Focused on the process Decision Preference Known For Communication Preference Relevant information and data Structured process Thoroughly and when well-informed Process Details Routine Correct / Prepared Detailed / Planned / Systematic

23 Brain Preferences Qualities that Define Each Quadrant Clear Realistic Logical Curious Imaginative Visionary Concrete Rational Objective Intuitive Risk Taker Creative Goals Performance Bottom-line Simultaneous Challenges Status Quo Big Picture Realist & Analyst Strategist & Imaginer Organizer & Preserver Empathizer & Socializer Orderly Reliable Neat Sociable Approachable Perceptive Punctual Detail- Oriented Habitual Harmony Affectionate Loyal Systematic Organized Methodical Relational Expressive Supportive

24 Properties of R2 Usually Asks Values Oriented Towards How does everyone feel about that? Who will be involved? Who will be effected? Quality of relationships Interpersonal connections Mood and sentiment Loyalty / Harmony Relationships People Feelings Decision Preference Known For Communication Preference After considering the best interests of those involved Based on what feels right With consensus Understanding others perspective Comfortable with multiple realities Connecting with others Encouraging / Understanding Emotionally Expressive / Meaningful / Frequent

25 Self Assessment Activity

26 Self Assessment Activity Read the descriptions on Brain Preferences in the handout. Which brain preference is most descriptive of you? You may also rank the others in terms of which are more / less descriptive of you.

27 Group Activity

28 Flip Chart Activity Spend 15 minutes creating a flip chart that includes:! Some strengths of your preference & a few pitfalls! Some ways in which you could be misunderstood or stereotyped! Define how you like and dislike people to communicate with you

29 The Million Dollar Question How can you determine which preferences someone has when you haven t had much contact with them?

30 The Million Dollar Question What should you do if you haven t ever communicated with them before? Proactive Reactive

31 Questions Defining Each Quadrant What? How? Why? Who?

32 Application Skills Practice Case

33 Tips How to communicate with each style Communication Style: Short and to the point what s the bottom line? Communication Style: They want to know the big picture. Why? Logic, facts, figures (but not too much detail) Like to talk about, and hear, possibilities and long term impact. What? Why? How? Who? Communication Style: Just the facts. Present data in an organized way. Communication Style: Address the relationship before the task. Hi Joe Make sure that you have all of the data and details that they need. Like to consider the impact decisions have on people.

34 Skills Practice In your preference groups:! Read the scenarios individually! In groups of 2 or 3, prepare for the role of Kelly. Strategize as to how you will approach the conversation with Pat what you will say and how you will say it in order to match the Pat s style.! Pat s style will be the opposite of your own.! Role play instructions

35 Influencing Ice Breaker Interests and Positions Push vs Pull

36 J.P. Morgan Internal Use Only Warm Up Exercise

37 Instructions Form Pairs, stand opposite each other. Pen between Goal! Get the other person on your side of the line Rules! No body contact! You will have 60 seconds! Talking permitted J.P. Morgan Internal Use Only

38 Exercise Lessons Relationship! Long-term vs. Short-term! Role of Trust Mindset and Assumptions! Collaborative vs. Competitive! Proactive vs. Reactive! Fixed Pie vs. Expandable Pie J.P. Morgan Internal Use Only

39 Group Exercise Debrief J.P. Morgan Internal Use Only

40 What does it mean to Influence? J.P. Morgan Internal Use Only

41 Harvard Negotiation Project J.P. Morgan Internal Use Only

42 Substance/Relationship Tension Strategic Influence Substance J.P. Morgan Internal Use Only Relationship

43 Dual Concerns Model Concern for Self Competing Avoiding Compromising Collaborating Accommodating J.P. Morgan Internal Use Only Concern for Others

44 Deadline Dilemma Review the Kelly/Pat scenario In groups of 2/3, Prepare for the role of Kelly Prepare together for the role of Pat Have the Conversation! Kelly: do your best! Pat: be realistically difficult J.P. Morgan Internal Use Only

45 Interests and Positions Definition! What parties really care about (desires, concerns)! Underlying factors motivating each party! Positions are the what (often demands) Interests are the why (reasons for Positions) J.P. Morgan Internal Use Only

46 Reframe: Positions and Interests Position A Position B Reframe: How can we meet your needs for X while at the same time meet my needs for Y? J.P. Morgan Internal Use Only SOLUTIONS

47 Communication Tactics - Push and Pull PUSH: Tell people what we think, and try to persuade them by giving reasons and information which are convincing. PULL: Seek and emphasize areas of common ground and agreement. This requires first understanding the other s position/interests and talking to those interests. J.P. Morgan Internal Use Only

48 Push and Pull The Skills Push Talking about facts and targets Giving opinions and judgements Promoting a point of view Going against the other s perceptions Pull Asking about priorities and needs Sharing a perspective which links to the other s interests Interest in the other s perceptions and emotions Empathy Transparency Asking the other to explain themselves and/or give examples Inviting new ideas J.P. Morgan Internal Use Only

49 Push and Pull - Pitfalls PUSH and PULL - Pitfalls Push Push styles can be effective in achieving compliance but may not achieve commitment. Not everyone likes being told what to do. People can become dependent and unimaginative or they may fight back (sometimes covertly). Requires credibility. Fails if there is a conflict of interest Pull Insincere pull styles can be seen as manipulative and dishonest. Must lead to a reframe that expresses shared values to be effective. Can be more time consuming and uses more emotional and physical energy. J.P. Morgan Internal Use Only

50 Video Activity Diagnosis

51 Video Activity Diagnosis Watch the following video clips. 1. What are the characters NBI types? 2. Are they Pushing, Pulling or both? Discuss in small groups. Explain why you diagnosed them the way you did.

52 Question and Answers

53 JD Lanigan More at J.D is a global master trainer and senior partner at Performance Consulting International. He is a motivational speaker who specializes in coaching individuals to communicate clearly and effectively and deliver strong & memorable presentations. He holds a masters degree in organizational psychology from Columbia University and is certified to administer various coaching assessment instruments, including ECI (emotional intelligence) 360, PDI's Profilor 360, Myers-Briggs Type Indicator, and FIRO-B. Areas of Expertise: Coaching, Communication and Presentation Skills training, Team Development and Group Dynamics