Executive Briefing: Communication Effectiveness

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45-minute Executive Briefing on the costs of conflict and miscommunication and the training solution (Peer Power) for the face-to-face and virtual classrooms. Based on the popular book, Peer Power - Transforming Workplace Relationships by Cynthia Clay and Ray Olitt.

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Executive Briefing: Communication Effectiveness

  1. 1. ©2012 Clay & Associates Inc.
  2. 2. • Close other programs running on your desktop.• Use a hard connection, not wireless.• Use Chat to send a question to the Presenters.• Interact with Chat, Polling, and Status Icons.• The “i” icon in the upper right contains call-back information.• Press *6 to mute or unmute your phone line. ©2012 Clay & Associates Inc. 2
  3. 3. ©2012 Clay & Associates Inc. 3
  4. 4. ©2012 Clay & Associates Inc. 4
  5. 5. ©2012 Clay & Associates Inc. 5
  6. 6. ©2012 Clay & Associates Inc. 6
  7. 7. • 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 ©2012 Clay & Associates Inc. 7
  8. 8. • 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 declinedsignificantly over the past 20 years.Source: TNS Market Research survey (2009), reported by The Conference Board ©2012 Clay & Associates Inc. 8
  9. 9. What are the consequences of unresolvedworkplace conflict? ©2012 Clay & Associates Inc. 9
  10. 10. Which of these consequences have you observedin 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 ©2012 Clay & Associates Inc. 10
  11. 11. “When we see our (adversaries) notjust as opponents but as enemies, weoften lose sight of our real objective.A new objective emerges: to beat theother side, whatever the cost.” Deepak Molhotra Harvard Business School ©2012 Clay & Associates Inc. 11
  12. 12. ©2012 Clay & Associates Inc. 12
  13. 13. 36% of US employees deal with conflict always or frequently.Source: CPP Global, Human Capital Report (2008) ©2012 Clay & Associates Inc. 13
  14. 14. “Chronic unresolved conflict acts as a decisivefactor in at least 50% of departures.”Dan DanaThe Dana Measure of Financial Cost of Organizational Conflict ©2012 Clay & Associates Inc. 14
  15. 15. • 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 bossSource: NetSpeed Learning Solutions survey (2008) ©2012 Clay & Associates Inc. 15
  16. 16. • Reduced productivity • Cost to mediate conflict • Cost to terminate • Unable to retain talent • Cost to recruit replacement • Cost to train replacement©2012 Clay & Associates Inc. 16
  17. 17. 76% of US employees surveyed went out of theirway to avoid the colleague with whom they were indisagreement. Source: CPP Global, Human Capital Report (2008) ©2012 Clay & Associates Inc. 17
  18. 18. “I frequently avoid a difficult coworker.”“I dread going to work to be barraged by thisindividual‟s negativity.”“I often need to „run interference‟because other employees also findthis individual difficult to work with.” ©2012 Clay & Associates Inc. 18
  19. 19. How many hours per week, on average, do USemployees spend dealing with conflict at work? < 1 hour 1.2 hours 2.8 hours 3.5 hours > 4 hoursSource: CPP Global, Human Capital Report (2008) ©2012 Clay & Associates Inc. 19
  20. 20. • Lower team morale • Reduced productivity • Increased supervision • Reduced management credibility • Less collaboration • Missed opportunities©2012 Clay & Associates Inc. 20
  21. 21. What is the annual cost in paid hours of the timespent dealing with conflict? $103 billion $252 billion $359 billion $524 billionSource: CPP Global, Human Capital Report (2008) ©2012 Clay & Associates Inc. 21
  22. 22. • Lost clients or customers • Reduced revenue • Reduced retention of managers • Cost of time spent in conflict • Culture of mistrust©2012 Clay & Associates Inc. 22
  23. 23. 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©2012 Clay & Associates Inc. 23
  24. 24. • Poor reputation • Negative social media • Inability to compete • Customer defections©2012 Clay & Associates Inc. 24
  25. 25. ©2012 Clay & Associates Inc. 25
  26. 26. • 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.©2012 Clay & Associates Inc. 26
  27. 27. Available at bookstores and online booksellers Published by Jossey-Bass in 2012.©2012 Clay & Associates Inc. 27
  28. 28. • Classroom and webinar programs• Modularized for flexibility• Delivered by our certified trainers• May be licensed• Train-the-trainer model ©2012 Clay & Associates Inc. 28
  29. 29. • Public web workshop program• Blended with post-class reinforcement tools• Podcasts, videos and knols at NetSpeed Fast Tracks™ ©2012 Clay & Associates Inc. 29
  30. 30. 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.©2012 Clay & Associates Inc. 30
  31. 31. 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.©2012 Clay & Associates Inc. 31
  32. 32. Does your boss or coworker?1. Tease you about your mistakes or weaknesses2. Appear friendly to your face yet criticize you often behind your back3. Hold staff meetings infrequently or without planning ©2012 Clay & Associates Inc. 32
  33. 33. ©2012 Clay & Associates Inc. 33
  34. 34. ©2012 Clay & Associates Inc. 34
  35. 35. Coaching With permission, attempting to help another solve a problem or develop skills so the other person gets better results©2012 Clay & Associates Inc. 35
  36. 36. CollaboratingJointly attempting tomeet fully the needsof all parties ©2012 Clay & Associates Inc. 36
  37. 37. Nine Behavior Patterns©2012 Clay & Associates Inc. 37
  38. 38. The Attacker The colleague who repeatedly expresses anger and frustration in the form of inappropriate personal criticism. ©2012 Clay & Associates Inc. 38
  39. 39. The WhinerThat coworker who complainswithout taking responsibilityfor improving conditions thatsurround him/her. ©2012 Clay & Associates Inc. 39
  40. 40. ©2012 Clay & Associates Inc. 40
  41. 41. ©2012 Clay & Associates Inc. 41
  42. 42. • 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 ©2012 Clay & Associates Inc. 42
  43. 43. ©2012 Clay & Associates Inc. 43
  44. 44. • Six, 90-minute webinars• Post-class reinforcement tools• May be licensed for internal delivery• Train-the-trainer model ©2012 Clay & Associates Inc. 44
  45. 45. Session 1: Mistakes We’ve MadeSession 2: What We’ve LearnedSession 3: Strategies for Transforming RelationshipsClassroom: 2 – 2.5 hoursWebinar: 90 minutes ©2012 Clay & Associates Inc. 45
  46. 46. Session 4: Working with Attackers, Whiners, and Scene StealersSession 5: Working with Drive-by Bosses, Manipulators, and Clueless ColleaguesSession 3: Working with Faux-Smart Bosses, Slackers, and Bullies ©2012 Clay & Associates Inc. 46
  47. 47. 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 ©2012 Clay & Associates Inc. 47
  48. 48. • “About You” Questionnaire• “About Them” Questionnaire• Personal Self-assessment• Post-class Reinforcement Tools• Podcasts and Knols ©2012 Clay & Associates Inc. 48
  49. 49. ©2012 Clay & Associates Inc. 49
  50. 50. ©2012 Clay & Associates Inc. 50
  51. 51. Electronic magazine • Four-pages • Downloaded • Quick reinforcement©2012 Clay & Associates Inc. 51
  52. 52. • Role model interview • Short articles • Case study • Ask Cynthia & Ray©2012 Clay & Associates Inc. 52
  53. 53. ©2012 Clay & Associates Inc. 53
  54. 54. ©2012 Clay & Associates Inc. 54
  55. 55. ©2012 Clay & Associates Inc. 55
  56. 56. ©2012 Clay & Associates Inc. 56
  57. 57. ApplicationImprovementConfidenceBehavior ©2012 Clay & Associates Inc. 57
  58. 58. • 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. ©2012 Clay & Associates Inc. 58
  59. 59. ©2012 Clay & Associates Inc. 59
  60. 60. ©2012 Clay & Associates Inc. 60
  61. 61. • Four Thursdays, beginning September 6• 90-minute webinars led by Cynthia Clay• 1 – 2 participants: $399 each• 3+ participants: $349 eachRegister by July 15 and receive the “early bird” discount of $100 off the registration price.http://www.netspeedlearning.com/webinar/peerpowerwebinars/ ©2012 Clay & Associates Inc. 61
  62. 62. • 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.©2012 Clay & Associates Inc. 62
  63. 63. “It‟s more important than ever to supply yourworkers with new tools, training, and techniquesto help maintain a positive and engaging workenvironment that leads to higher productivity andstrong business results.” Cynthia Clay and Ray Olitt ©2012 Clay & Associates Inc. 63
  64. 64. • 20% discount on all programs or services• Minimum of $15,000 (net)• Paid in full by July 31, 2012 ©2012 Clay & Associates Inc. 64
  65. 65. ©2012 Clay & Associates Inc. 65

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