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When you are in a leadership role, you will have conversations where you are discussing other people's behaviors, words, approaches to work, and results. Eventually, you will need to help the other person find a way to improve in at least one of these areas, and you will be tempted to offer a suggestion for improvement. Be very careful in this moment. Even with the best of intentions, trying to help another person improve can quickly backfire on you. This week, we'll take a look at this situation and I'll offer some strategies on navigating it more successfully.
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When you are in a leadership role, you will have conversations where you are discussing other people's behaviors, words, approaches to work, and results. Eventually, you will need to help the other person find a way to improve in at least one of these areas, and you will be tempted to offer a suggestion for improvement. Be very careful in this moment. Even with the best of intentions, trying to help another person improve can quickly backfire on you. This week, we'll take a look at this situation and I'll offer some strategies on navigating it more successfully.
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Last week I discussed the problem with every communication or personality model, and this week I'm looking at the power of them. There are three things you can learn from every communication or personality model if you use them properly and mindfully.
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Every communication and/or personality model shares a common problem – even the DISC model that I use and teach has this problem. In this episode, I'll share with you both the problem and the answer for how to use these models even though they have this problem.
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In any conversation where there is a potential for disagreement, it's tempting to try to force – strongarm – the other person in to compliance or agreement. While that sometimes works, it's not generally the best way to gain agreement and cooperation. It's generally better to disarm the other person – to take away the issues that might cause a confrontation – than to strongarm – to use force to "make" the other person do what you want done. In this episode, I'll share a specific example of where and how this idea applied.
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Two situations frequently occur in leadership communication: the conversation that has gone off on a tangent and the conversation that need more time and you either don't have the time or the information to finish it. This week, I'll offer simple strategies to deal with either of these situations.
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What does leadership communication share with negotiation? In a word – persuasion. Coaching, implementing change, and collaborative problem solving all call on leaders to address areas of disagreement and to lead the conversation towards agreement. That skill is basically negotiation. This week, we're exploring key skills of negotiators that can help leaders become more effective.
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When you disagree with another person's perspective, solution, or opinion, a very natural approach is to simply disagree. And, that approach rarely wins their heart and mind. To persuade and influence, learning to disagree without being disagreeable is more likely to invite them to at least consider your opinion.
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This week's episode collects a number of ideas from across the skills of effective communicators and combines them in to a list of four specific things you can do to improve your communication effectiveness. You'll hear both specific techniques and broad concepts you can learn to apply to all of your leadership communication efforts.
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It is important to remember that people need to be heard and understood and that the better we do that for others, the more likely they are to buy-in to what we are trying to achieve. We also need to beware of how our need to be heard and understood can become a challenge. This week, I'm looking at this other side – the leader's side – of the need to be heard and understood.
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