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Risk Communications: When Trust Is Low And Emotions Are High

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  • 1. Risky Communications When Trust Is Low & Emotions High 1
  • 2. 2
  • 3. 3
  • 4. 4
  • 5. 5
  • 6. 6
  • 7. Your TurnName 3 traits of greatbosses & leaders. Put eachtrait on a different stickynote & post on wall. 12
  • 8. Name traits of greatbosses/leaders
  • 9. What observationscan you make?
  • 10. Listener, friendly,empathetic, leader
  • 11. authentic, visionary,communicator
  • 12. 3 Domains of Competency:IQ, Technical & EQ
  • 13. 3 Domains of Competency:IQ, Technical & EQ
  • 14. CHART: The number of times individuals who becamepresident or CEO displayed EQ competencies, compared with those who were passed over.
  • 15. EQ Competencies Frequency ShownSelf-control 7X
  • 16. EQ Competencies Frequency ShownSelf-control 7XEmpathy 3X
  • 17. EQ Competencies Frequency ShownSelf-control 7XEmpathy 3XTeamwork 2.5X
  • 18. EQ Competencies Frequency ShownSelf-control 7XEmpathy 3XTeamwork 2.5XSelf-confidence 2X
  • 19. EQ Competencies Frequency ShownSelf-control 7XEmpathy 3XTeamwork 2.5XSelf-confidence 2XAchievement 2XOrientation
  • 20. Cognitive FrequencyCompetencies ShownAnalytical 1.2XThinkingConceptual 1.5XThinking
  • 21. Emotional Intelligence: an ability or capacity to perceive, assess and manage the emotions of ones self and of others
  • 22. Emotional Intelligence: Emotional Quotient (EQ)
  • 23. LeadershipRests on 3 Core EQCompetenciesPersonal Leadership
  • 24. EQPersonal LeadershipSelf-awareness
  • 25. EQPersonal LeadershipEmotional ManagementSelf-awareness
  • 26. EQPersonal LeadershipEmotional ConnectionEmotional ManagementSelf-awareness
  • 27. Our emotions havethe potential to getin the way of ourmost importantbusiness andpersonalrelationships.
  • 28. A lack ofEQ is the main reasonpromising careers derail.
  • 29. A high critical levelof EQ is #1 reasonsuccessful leaders outperform the average ones.
  • 30. Nearly one-third of currentmanagers & executives are severely lacking in EQ management abilities. (HRFocus)
  • 31. Your TurnClose your eyes & imagine 36
  • 32. FightFlight
  • 33. Our minds are hard-wired essentially as theywere in the Stone Age as we cope with theworld & its threats just as our ancestors did.
  • 34. 1. Can I eat it?2. Will it eat me?3. Can I mate with it?
  • 35. Fighting Feeding FleeingReproductive behavior
  • 36. Because of the furious pace of change in business today, difficult to manage relationships sabotage more business than anything else - it is not a question of strategy that gets us into trouble; it is a question of emotions. John Kotter, Harvard Business School
  • 37. People who feel stress, threatened or put at riskbeyond their control,
  • 38. People who feel stress, threatened or put at riskbeyond their control, lose up to 80% of theirability to process information.
  • 39. The remaining 20% is dedicated to personalissues.
  • 40. We react to perceived threats rather than reality.
  • 41. Our level of stress during change isproportional to our level of perceived threat.
  • 42. Your Turn In the article you read, Communicating Organizational Change,what stuck with you, the most? 51
  • 43. Your Turn In the article you read, Communicating Organizational Change,what stuck with you, the most? 52
  • 44. Your TurnWhat is a risk? Define risk. 53
  • 45. Risk: possibility of suffering injury, harm
  • 46. Experts: risk = risk assessment
  • 47. Non-experts: risk = risk assessment +factors of fear, outrage and loss
  • 48. Our perception is reality, regardlessof the facts.
  • 49. 3 Key Messages For CommunicationP=R
  • 50. 3 Key Messages For CommunicationP=RPerceptions = Reality
  • 51. Information perceived as real hasreal consequences.
  • 52. Information perceived as real hasreal consequences.Message received is message sent.
  • 53. Information perceived as real hasreal consequences.Message received is message sent.Perceptions form quickly; beliefsmore slowly
  • 54. Page TipsHit Theory Of Belief FormationOnce formed, abelief is verydifficult orimpossible tochange.
  • 55. Page TipsHit Theory Of Belief FormationFourunansweredcredible hits =belief.
  • 56. Page TipsHit Theory Of Belief FormationLess than fourhits = opinion.
  • 57. Page TipsHit Theory Of Belief FormationA hit from oneside can benegated by a hitfrom the otherside.
  • 58. Page TipsHit Theory Of Belief FormationAfter firstsignificant hit,48 hrs of activeinformationsearch.
  • 59. Perceptions, not reality, determinethe direction and intensity of one’sreactions and behaviors.
  • 60. Perceptions not reality determine thedirection and intensity of one’sreactions and behaviors.Organizations should learn tomanage the perceptions they give.
  • 61. Your Turn How does Perceptions = Realityimpact your member messaging when dealing with change? 70
  • 62. 3 Key Messages For CommunicationP=RG=T+C
  • 63. 3 Key Messages For CommunicationG=T+CGoal = Trust + Credibility
  • 64. Goal is to produce informed stakeholdersthat are involved, interested, reasonable,thoughtful and solution oriented.
  • 65. Goal is to enable two-way conversationbased on trust and open exchange ofdialogue.
  • 66. Grounded on knowledge & understandingof stakeholders’ perceptions.Means organizations should learn tomanage the perceptions they give.
  • 67. Grounded on knowledge & understandingof stakeholders’ perceptions.Credibility is difficult to build and can be lostquickly. Once lost, the most it can learn toMeans organizations should beregained is 80%.manage the perceptions they give.
  • 68. Grounded on knowledge & understandingof stakeholders’ perceptions.Credibility is difficult to build and can be lostquickly. Once lost, the most it can learn toMeans organizations should beregained is 80%.manage the perceptions they give.Most important factor of credibility – cansource be trusted? If not, perception or riskincreases 2,000 times.
  • 69. 4 Primary Factors Impacting Trust &Credibility1. Caring/Empathy 78
  • 70. 4 Primary Factors Impacting Trust &Credibility1. Caring/Empathy 30 seconds 79
  • 71. 4 Primary Factors Impacting Trust &Credibility1. Caring/Empathy 30 seconds Listening 80
  • 72. 4 Primary Factors Impacting Trust &Credibility1. Caring/Empathy 30 seconds Listening Direct, face to face 81
  • 73. 4 Primary Factors Impacting Trust &Credibility1. Caring/Empathy 30 seconds Listening Direct, face to face Electronic can fail 82
  • 74. 4 Primary Factors Impacting Trust &Credibility1. Caring/Empathy2. Competence/Expertise 83
  • 75. 4 Primary Factors Impacting Trust &Credibility1. Caring/Empathy2. Competence/Expertise3. Honesty/Openness 84
  • 76. 4 Primary Factors Impacting Trust &Credibility1. Caring/Empathy2. Competence/Expertise3. Honesty/Openness4. Dedication/Commitment 85
  • 77. 4 Primary Factors Impacting Trust &Credibility 86
  • 78. 4 Primary Factors Impacting Trust &Credibility Caring/Empathy - 50% 87
  • 79. 4 Primary Factors Impacting Trust &Credibility Caring/Empathy - 50% Competence & Expertise 15%- 20% 88
  • 80. 4 Primary Factors Impacting Trust &Credibility Caring/Empathy - 50% Competence & Expertise 15%- 15%- 20% 20% Honesty & Openness 89
  • 81. 4 Primary Factors Impacting Trust &Credibility Caring/Empathy - 50% Competence Commitment & Expertise 15%- & Dedication 15%- 20% 15%- 20% Honesty & 20% Openness 90
  • 82. Non-verbal communication
  • 83. Non-verbal communicationwhen trust low & concerns high50%-75% of message content
  • 84. Non-verbal communicationwhen trust low & concerns high50%-75% of message contentIs intensely noticed
  • 85. Non-verbal communicationwhen trust low & concerns high50%-75% of message contentIs intensely noticedIs interpreted negatively
  • 86. Non-verbal communicationwhen trust low & concerns high50%-75% of message contentIs intensely noticedIs interpreted negativelyOverrides verbal communication
  • 87. Answering difficult questions
  • 88. Answering difficult questions1. Express empathy or concern
  • 89. Answering difficult questions1. Express empathy or concern Males - 25% of answer
  • 90. Answering difficult questions1. Express empathy or concern Males - 25% of answer Females - 10% of answer
  • 91. Answering difficult questions1. Express empathy or concern Males - 25% of answer Females - 10% of answer Enhanced by personal story
  • 92. Answering difficult questions1. Express empathy or concern2. Provide facts
  • 93. Answering difficult questions1. Express empathy or concern2. Provide facts 2a. Start with conclusion
  • 94. Answering difficult questions1. Express empathy or concern2. Provide facts 2a. Start with conclusion Be positive, address underlying issue
  • 95. Answering difficult questions1. Express empathy or concern2. Provide facts 2a. Start with conclusion Be positive, address underlying issue 12-15 word soundbite
  • 96. Answering difficult questions1. Express empathy or concern2. Provide facts 2a. Start with conclusion 2b. Provide two facts
  • 97. Answering difficult questions1. Express empathy or concern2. Provide facts 2a. Start with conclusion 2b. Provide two facts 1 involves 3 rd party endorsement
  • 98. Answering difficult questions1. Express empathy or concern2. Provide facts 2a. Start with conclusion 2b. Provide two facts 1 involves 3 rd party endorsement Includes a story
  • 99. Answering difficult questions1. Express empathy or concern2. Provide facts 2a. Start with conclusion 2b. Provide two facts 2c. Repeat the conclusion
  • 100. Answering difficult questions1. Express empathy or concern2. Provide facts 2a. Start with conclusion 2b. Provide two facts 2c. Repeat the conclusion Same as first conclusion
  • 101. Answering difficult questions1. Express empathy or concern2. Provide facts3. Describe future action
  • 102. Answering difficult questions1. Express empathy or concern2. Provide facts3. Describe future action 3a. Describe commitment to improve
  • 103. Answering difficult questions1. Express empathy or concern2. Provide facts3. Describe future action 3a. Describe commitment to improve 3b. How to get more info
  • 104. Answering difficult questions1. Express empathy or concern2. Provide facts3. Describe future action
  • 105. Your Turn - AMembership is upset that you’ve changed requirements for membership. How will you address their concern? 114
  • 106. Your Turn - BWe have no say in who gets elected to the Board OfDirectors. It’s a scam and we don’t get any vote! 115
  • 107. Your Turn - CThe Executive Director just said we have to cut our budgets by 30% or let people go! She/He doesn’t care about my needs. 116
  • 108. 3 Key Messages For CommunicationP=RG=T+CC=S
  • 109. 3 Key Messages For CommunicationC=SCommunication = Skill
  • 110. 3 Key Messages For CommunicationP=RG=T+CC=S
  • 111. Your Turn What Is Conflict? Why doorganizations have conflict? 120
  • 112. Conflict is an emotional response todifferences of opinion.C=SCommunication = Skill
  • 113. Happens when 1, 2, or more, people are notgetting their needs, wants or expectations met.
  • 114. Usually occurs when someone wants change tohappen.
  • 115. Assumptions about conflict.
  • 116. Assumptions about conflict.Not about right or wrong.
  • 117. Assumptions about conflict.Not about right or wrong.Conflicts & disagreements develop. It’s howwe understand, resolve and learn fromthem that is important.
  • 118. Assumptions about conflict.Some can be minimized.
  • 119. Assumptions about conflict.Some can be minimized.Using risk communication can preventconflicts from ballooning into unnecessaryand less manageable sizes.
  • 120. Assumptions about conflict.There are many ways to resolve conflict.
  • 121. Assumptions about conflict.There are many ways to resolve conflict.A conflict’s resolution does not have toresult in a winner and a loser.
  • 122. Your TurnWhen is conflict constructive? 131
  • 123. Conflict is constructive when it:
  • 124. Conflict is constructive when it:Clears up important issues.
  • 125. Conflict is constructive when it:Clears up important issues.Results in the solution to problems.
  • 126. Conflict is constructive when it:Clears up important issues.Results in the solution to problems.Increases a person’s involvement in issues.
  • 127. Conflict is constructive when it:Clears up important issues.Results in the solution to problems.Increases a person’s involvement in issues.Results in open communication.
  • 128. Conflict is constructive when it:Clears up important issues.Results in the solution to problems.Increases a person’s involvement in issues.Results in open communication.Serves as a release to anxiety & stress.
  • 129. • Kuzeytac • Nettsu • AraPehlivanian• Pink Sherbert • CPThuh • dsevilla Photography • Andreas Kollegger • Xia Ming• Stuck In Customs • Mag3737 • Corporate Monkey• Minxjl • Patrick Hoesly • Funchye• Denis Collette • Danard Vincente • Mad-King• Peter Fuchs • Transcam • Bobby Gret• Green Kozi • ExpressMonorail • Stevetookit• A Germain • Pfala • twm1340• Robert Vander Steeg • Trushu • ChicagoGeek• Cornerstones of NYC • Tanakawho • Jesse Draper• Xose Castro • Markus Bollingmo • Storybehind• Bahman • Julep67 • Moriza• ArkansasSupportsPhotog • Kenjonbro • Juhansonin raphy.com
  • 130. jhurt@velvetchainsaw.com velvetchainsaw.com @JeffHurt