Effective Communication

EFFECTIVE COMMUNICATION

Supervisory Skills Series

WHY IS EFFECTIVE COMMUNICATION IMPORTANT?

“The art of communication is the

language of leadership”

David Hume - philosopher, historian, economist, and essayistWashington State University. (2006). Supervisory Training: The supervisor as communicator. Pullman, WA.

COMMUNICATION DEFINED

The process of sharing an idea with someone in a fashion that generates understanding.

Sender

Receiver

Message(Frame of reference, rules, noise)

Transmission

FeedbackWashington State University. (2006). Supervisory Training: The supervisor as communicator. Pullman, WA.

COMMUNICATION BREAKDOWN

The most common factors causing a breakdown in communication are frame of reference issues and activity centered communication

Washington State University. (2006). Supervisory Training: The supervisor as communicator. Pullman, WA.

FRAME OF REFERENCE

“the cognitive and emotional viewpoint from which an individual perceives and

interprets reality”

Common issues are

Cultural, Personal, & Situational

Washington State University. (2006). Supervisory Training: The supervisor as communicator. Pullman, WA.

FOCUS ON “OUTCOME”

Supervisors should ask the following questions:

• What is my desired outcome with this communication?

• What is it I want employees to think, feel, and do after receiving this message?

Give & Get Feedback!Washington State University. (2006). Supervisory Training: The supervisor as communicator. Pullman, WA.

THREE CRITICAL COMPONENTS OF EFFECTIVE COMMUNICATION

•A clearly stated message

•A common frame of reference

•A two-way exchange

Washington State University. (2006). Supervisory Training: The supervisor as communicator. Pullman, WA.

KEYS TO EFFECTIVE COMMUNICATION

• Build trust

• Share knowledge

• Provide feedback

• Walk the talk

• “Sync” your communication types

• Active Listening

Washington State University. (2006). Supervisory Training: The supervisor as communicator. Pullman, WA.

WHAT IS YOUR COMMUNICATION

STYLE UNDER STRESS?Style Under Stress Test

WHAT IS A CRUCIAL CONVERSATION?

A crucial conversation is defined as “a discussion between two or more people where

1) stakes are high

2) opinions vary

3) and emotions run strong.”

Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial Conversations: Tools for talking when stakes are high. New York, NY: McGraw-Hill

HOW DO WE TYPICALLY HANDLE CRUCIAL CONVERSATIONS?•We avoid them.

•We face them and handle them poorly.

•We face them and handle them well.

Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial Conversations: Tools for talking when stakes are high. New York, NY: McGraw-Hill

CRUCIAL CONVERSATIONS PROCESS

•Start with the heart

•Learn to look

•Make it safe

•Master your stories

•State YOUR path

•Explore other’s paths

•Move to actions

Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial Conversations: Tools for talking when stakes are high. New York, NY: McGraw-Hill

START WITH THE HEART

•Work on “me” first

•Focus on what you really want

•Refuse the Sucker’s Choice

Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial Conversations: Tools for talking when stakes are high. New York, NY: McGraw-Hill

LEARN TO LOOK• Learn to look at content and conditions

• Look for when things become crucial

• Learn to watch for safety problems

• Look to see if others are moving toward silence or violence

• Look for outbreaks of your Style Under Stress

Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial Conversations: Tools for talking when stakes are high. New York, NY: McGraw-Hill

MAKE IT SAFE1. Step out – remove yourself physically and emotionally

2. Decide which condition of safety is at risk• Mutual Respect or Mutual Purpose

Mutual Respect

• Apologize when appropriate

• Contrast to fix misunderstanding • Address others’ concerns that you don’t respect them or that you have

malicious purpose (the don’t part)

• Confirm your respect or clarifies your real purpose (the do part)

•Then you can move forward with your conversation

Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial Conversations: Tools for talking when stakes are high. New York, NY: McGraw-Hill

MUTUAL PURPOSE - CRIB

Commit to seek Mutual Purpose

Recognize the purpose behind the strategy

Invent a Mutual Purpose

Brainstorm new strategies

Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial Conversations: Tools for talking when stakes are high. New York, NY: McGraw-Hill

MASTER YOUR OWN STORIES

What story are you telling to yourself?

How can you be aware of your own bias?

Are strong emotions keeping you from getting to the real issue?

Retrace your path (notice your behavior, identify your actual feelings, analyze your narrative, check your own facts)

Tell the rest of the story (go back to the heart, look at what you really want, and examine your own role in the problem)

Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial Conversations: Tools for talking when stakes are high. New York, NY: McGraw-Hill

STATE YOUR PATH

• Share your facts

• Tell your story

• Ask for other’s paths

• Talk tentatively

• Encourage testing

Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial Conversations: Tools for talking when stakes are high. New York, NY: McGraw-Hill

EXPLORE OTHER’S PATHS

Listening when others are having difficulty communicating.

•Ask

•Mirror

•Paraphrase

•Prime

•Agree

•Build

•ComparePatterson, K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial Conversations: Tools for talking when stakes are high. New York, NY: McGraw-Hill

MOVE TO ACTION Making decisions and planning for results

Decide how to decide

• Command – decisions made by one person

• Consult – input gathered, but a subset or supervisor decides

• Vote - Agreed upon percentage makes a decision

• Consensus – everyone must agree and support final decision

Finish clearly who, what and by when set follow-upsPatterson, K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial Conversations: Tools for talking when stakes are high. New York, NY: McGraw-Hill

PRACTICE

Get together with you accountability partner and practice a “crucial conversation.” Have your partner act as the other person you need to have a difficult conversation with. Use the principles we’ve learned today to guide your conversation.

OR

Discuss a crucial conversation you have had before and talk about what didn’t work, how would you apply the principles we’ve discussed to improve that conversation this time around?

Vital Smarts. (2013). Crucial Conversations Model. Retrieved from http://www.vitalsmarts.com/crucialconversations/

QUESTIONS?