Executive Briefing: Communication Effectiveness

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©2012 Clay & Associates Inc. 2

• How unresolved conflict negatively affects
business results
• Why it’s important to train leaders at all levels to
manage disagreements effectively
• How Peer Power: Transforming Workplace
Relationships makes a measurable difference


• 45% say they are satisfied with their jobs
(down from 61.1% in 1987)
• Under 25, 35.7% are satisfied
• Of Baby Boomers, 46% are satisfied
(down from 60%)

Conclusion: employee satisfaction has declined
significantly over the past 20 years.

Source: TNS Market Research survey (2009), reported by The Conference Board


What are the consequences of unresolved
workplace conflict?


Which of these consequences have you observed
in your own organization?
Wasted time
Low morale
Reduced quality
Missed deadlines
Need for increased supervision
Higher stress
Reduced collaboration
Decreased customer satisfaction
Low trust
Higher turnover (of skilled employees)
Absenteeism or presenteeism


“When we see our (adversaries) not
just as opponents but as enemies, we
often lose sight of our real objective.
A new objective emerges: to beat the
other side, whatever the cost.”
Deepak Molhotra
Harvard Business School


36% of US employees deal with conflict always or
frequently.

Source: CPP Global, Human Capital Report (2008)


“Chronic unresolved conflict acts as a decisive
factor in at least 50% of departures.”

Dan Dana
The Dana Measure of Financial Cost
of Organizational Conflict


• 62% left a job in the past, at least partially
because of a difficult relationship with a
coworker
• 30% reported a difficult coworker currently
frustrated them
• 1/5 (of 30%) stated that a difficult coworker was
their boss

Source: NetSpeed Learning Solutions survey (2008)


• Reduced productivity
• Cost to mediate conflict
• Cost to terminate
• Unable to retain talent
• Cost to recruit replacement
• Cost to train replacement


76% of US employees surveyed went out of their
way to avoid the colleague with whom they were in
disagreement.



“I frequently avoid a difficult coworker.”

“I dread going to work to be barraged by this
individual‟s negativity.”

“I often need to „run interference‟
because other employees also find
this individual difficult to work with.”


How many hours per week, on average, do US
employees spend dealing with conflict at work?
< 1 hour
1.2 hours
2.8 hours
3.5 hours
> 4 hours



• Lower team morale
• Reduced productivity
• Increased supervision
• Reduced management
credibility
• Less collaboration
• Missed opportunities


What is the annual cost in paid hours of the time
spent dealing with conflict?
$103 billion
$252 billion
$359 billion
$524 billion



• Lost clients or customers
• Reduced revenue
• Reduced retention of
managers
• Cost of time spent in
conflict
• Culture of mistrust


How important is the issue of
conflict in your organization?

5 – Very important
4 – Somewhat important
3 – Neutral
2 – Somewhat unimportant
1 – Not at all important


• Poor reputation
• Negative social media
• Inability to compete
• Customer defections


• 25 – 40% of a manager’s time is
spent resolving conflict.
• Largest reducible cost in many
businesses.
• Training increase skills and
confidence.
• ROI =10 times the cost of training.


Available at bookstores and online
booksellers

Published by Jossey-Bass in 2012.


• Classroom and webinar programs
• Modularized for flexibility
• Delivered by our certified trainers
• May be licensed
• Train-the-trainer model


• Public web workshop program
• Blended with post-class reinforcement tools
• Podcasts, videos and knols at
NetSpeed Fast Tracks™


1. What happens to me at work is usually
not related to my own behavior.
2. I try to be open about my thoughts
and feelings.
3. I find gossip to be a great stress
reliever.
4. I reach out to someone I may have
offended.
5. I take people at face value.


1. What happens to me at work is
usually not related to my own
behavior.

If you agree with this statement, you
may often feel victimized by others‟
actions. We invite you to consider the
many ways your behavior may be
helping or hindering the situation.


Does your boss or coworker?

1. Tease you about your mistakes or weaknesses
2. Appear friendly to your face yet criticize you
often behind your back
3. Hold staff meetings infrequently or without
planning


Coaching
With
permission, attempting to
help another solve a
problem or develop skills
so the other person gets
better results

Collaborating
Jointly attempting to
meet fully the needs
of all parties


Nine Behavior
Patterns


The Attacker

The colleague who
repeatedly expresses
anger and frustration in
the form of inappropriate
personal criticism.


The Whiner

That coworker who complains
without taking responsibility
for improving conditions that
surround him/her.


• Six two-hour sessions
• One-day and two-day facilitated workshops
• Adult learning principles
• Interactive and collaborative
• Practical skill-building
• Blended with post-class
reinforcement tools
• Blended with podcasts and
online assessments


• Six, 90-minute webinars
• Post-class reinforcement tools
• May be licensed for internal delivery
• Train-the-trainer model


Session 1: Mistakes We’ve Made

Session 2: What We’ve Learned

Session 3: Strategies for Transforming
Relationships

Classroom: 2 – 2.5 hours
Webinar: 90 minutes


Session 4: Working with Attackers,
Whiners, and Scene Stealers

Session 5: Working with Drive-by Bosses,
Manipulators, and Clueless
Colleagues

Session 3: Working with Faux-Smart
Bosses, Slackers, and
Bullies


Peer Power Public Webinar Series
• For leaders at all levels
• Four, 90-minute webinars plus collaborative
work at NetSpeed Fast Tracks™
• Blended with post-class reinforcement tools
• Volume discounts


• “About You” Questionnaire

• “About Them” Questionnaire

• Personal Self-assessment

• Post-class Reinforcement Tools

• Podcasts and Knols


Electronic magazine
• Four-pages
• Downloaded
• Quick reinforcement


• Role model interview
• Short articles
• Case study
• Ask Cynthia & Ray


Application

Improvement

Confidence

Behavior


• Participant may invite his/her manager to give
feedback.
• Questions mirror the Self-Evaluation.
• Participant may invite direct
reports to give feedback.
• Evaluation data is compiled for
comparison.


• Four Thursdays, beginning September 6
• 90-minute webinars led by Cynthia Clay
• 1 – 2 participants: $399 each
• 3+ participants: $349 each

Register by July 15 and receive the “early bird”
discount of $100 off the registration price.

http://www.netspeedlearning.com/webinar/peerpowerwebinars/


• Reduce managers’ time spent
resolving conflict.
• Reduce costs of unresolved conflict
in your organization.
• Increase skills and confidence of
your employees.
• Gain ROI =10 times the cost of
training.


“It‟s more important than ever to supply your
workers with new tools, training, and techniques
to help maintain a positive and engaging work
environment that leads to higher productivity and
strong business results.”
Cynthia Clay and Ray Olitt


• 20% discount on all programs or services
• Minimum of $15,000 (net)
• Paid in full by July 31, 2012


Executive Briefing: Communication Effectiveness

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