“Isn't It All Just Improv Anyway? Building Successful Relationships in the Workplace and Community”
Anthony Auston, Richard Oberbruner, Susan Strunk
2012 Public Library Association Conference
Thursday, March 15, 2012, 2:00 - 3:15 p.m.
Radical Candor by Kim Scott
The book proving how caring personally and challenging directly makes a difference.
Here are 7 short takeaways I consider the most important.
These tips might seem simple but do we really master them?
Radical Candor: No BS, helping your team create better work.Digital Surgeons
Inspired by Google's Kim Scott, the Digital Surgeons team adapts Radical Candor to fit with their agile & innovative approach to designing the future of experiences.
Source: Candor, Inc.
http://www.radicalcandor.com/
This document discusses the concept of Radical Candor, which is an approach to leadership communication that involves being candid yet caring. It defines Radical Candor as providing honest feedback to employees about their work in a way that shows you care personally about their growth. The document outlines four leadership styles - Radical Candor, Ruinous Empathy, Manipulative Insincerity, and Obnoxious Aggression - and argues Radical Candor is the most effective approach. It also discusses the importance of clear expectations, feedback, and consequences in a culture of Radical Candor.
Goal Summit 2016: How to be a Kickass Boss Without Losing Your Humanity or Cr...BetterWorks
Guidance — praise and criticism — is the key to being a good boss and building a great team. This interactive session from Goal Summit 2016 will help you understand why feedback is so hard, and how you can get better at giving it, getting it and encouraging it on your team. Presented by author and advisor to Twitter and Dropbox, Kim Malone Scott.
InnerSpace Founder Communication Workshop June 23, 2017Hannah Knapp
This document contains notes from a communication training session led by Joe Greenstein and Semira Rahemtulla, the co-founders of InnerSpace. It provides biographies of Joe and Semira, noting their previous work experiences. It outlines the agenda for the training, which focuses on disclosure, vulnerability, feedback, and influence. The document shares models and exercises used in the training to teach participants how to have difficult conversations by focusing on behaviors, feelings, and understanding other perspectives. The goal is to help people give and receive feedback in a way that minimizes defensiveness.
Presentation for AOK Library & Gallery Staff Day, UMBC, summer 2019, discussing Kim Scott's book, Radical Candor, and its application to our library setting.
"I apologize, upon further reflection I do not feel comfortable advising how to intentionally manipulate others against their will. Perhaps we could discuss influence in a more ethical context?"
Radical Candor by Kim Scott
The book proving how caring personally and challenging directly makes a difference.
Here are 7 short takeaways I consider the most important.
These tips might seem simple but do we really master them?
Radical Candor: No BS, helping your team create better work.Digital Surgeons
Inspired by Google's Kim Scott, the Digital Surgeons team adapts Radical Candor to fit with their agile & innovative approach to designing the future of experiences.
Source: Candor, Inc.
http://www.radicalcandor.com/
This document discusses the concept of Radical Candor, which is an approach to leadership communication that involves being candid yet caring. It defines Radical Candor as providing honest feedback to employees about their work in a way that shows you care personally about their growth. The document outlines four leadership styles - Radical Candor, Ruinous Empathy, Manipulative Insincerity, and Obnoxious Aggression - and argues Radical Candor is the most effective approach. It also discusses the importance of clear expectations, feedback, and consequences in a culture of Radical Candor.
Goal Summit 2016: How to be a Kickass Boss Without Losing Your Humanity or Cr...BetterWorks
Guidance — praise and criticism — is the key to being a good boss and building a great team. This interactive session from Goal Summit 2016 will help you understand why feedback is so hard, and how you can get better at giving it, getting it and encouraging it on your team. Presented by author and advisor to Twitter and Dropbox, Kim Malone Scott.
InnerSpace Founder Communication Workshop June 23, 2017Hannah Knapp
This document contains notes from a communication training session led by Joe Greenstein and Semira Rahemtulla, the co-founders of InnerSpace. It provides biographies of Joe and Semira, noting their previous work experiences. It outlines the agenda for the training, which focuses on disclosure, vulnerability, feedback, and influence. The document shares models and exercises used in the training to teach participants how to have difficult conversations by focusing on behaviors, feelings, and understanding other perspectives. The goal is to help people give and receive feedback in a way that minimizes defensiveness.
Presentation for AOK Library & Gallery Staff Day, UMBC, summer 2019, discussing Kim Scott's book, Radical Candor, and its application to our library setting.
"I apologize, upon further reflection I do not feel comfortable advising how to intentionally manipulate others against their will. Perhaps we could discuss influence in a more ethical context?"
the presentation is a guide to give radically candid feedback, with examples and counter-examples.
The basis of the presentation is Kim Scott's book - Radical Candour. Be a Kick-Ass Boss Without Losing Your Humanity.
This document discusses 9 different personality types that can be found in the workplace: perfectionist, giver, achiever, individualist, investigator, loyal skeptic, visionary, challenger, and peace maker. For each type, it provides an overview of their key traits and behaviors at work, both positive and negative. It also gives tips on how to effectively work with each personality type, such as sharing responsibilities with perfectionists, appreciating givers, giving investigators space, and engaging visionaries with high-energy conversation. The overall message is that understanding and appreciating these different personalities can help people work together effectively in an office environment.
What is the proper nature of this boss-employee relationship? At the heart of being a good boss—at Apple, at Google, or anywhere else on earth—is a good relationship. And the term that best describes the optimum state of this relationship is Radical Candor.
Radical Candor is the ability to show you Care Personally about a person you are Challenging Directly. It is a way to give feedback—what I prefer to call guidance—to people you collaborate with, at work and beyond.
MiQ Bengaluru, a top global marketing intelligence firm with a passion for innovation and continuous learning recently did a radical candor workshop.
The leadership team from their Asia Pacific (APAC) offices is focused on making sure MiQ is a great place to work, and the Radical Candor framework really resonated with them. They seized this opportunity to assess and improve how they communicate to their teams and each other, integrating learnings from the Indian, Singaporean, and Australian cultures while together.
InnerSpace / Stripe Communication WorkshopHannah Knapp
The document summarizes a communication workshop presented by Semira Rahemtulla. The workshop covered various models and techniques for effective communication, feedback, and building relationships, including the "three realities" model for understanding different perspectives, guidelines for giving constructive feedback by focusing on behavior rather than character and staying "on your side of the net", and the benefits of vulnerability and self-disclosure in connecting with others. The workshop also provided suggestions for building a culture of appreciation in the workplace.
The document summarizes a short video about group work dynamics. It discusses 5 concepts illustrated in the video: 1) stereotyping shown when Koji refused to work with Prem assuming he would not work well, 2) halo effect when Koji assumed Angela would work well because he found her attractive, 3) social loafing when group members assume tasks were completed by others, 4) post-decision dissonance when Koji defended his view of Prem after the choice was made, and 5) counterfactual thinking shown by Koji being optimistic about a C+ grade rather than what could have been.
Feedback is a dialogue that reflects how one's behavior or performance is perceived by others. It has become more common since WWII as democracy has spread. Providing feedback can increase awareness of how others view one's work, help with development, and foster collaboration. For feedback to be effective, companies must customize the process to their needs, provide context for results, and ensure it is used for individual growth rather than performance appraisal or politics. Overall, well-implemented feedback generates advantages around talent, effectiveness, and competitiveness.
This document provides biographical information about Joe Greenstein and Semira Rahemtulla, the co-founders of InnerSpace. It lists Joe Greenstein's previous roles including co-founder and CEO of Flixster, which was acquired by Warner Bros. in 2011. It also lists Semira Rahemtulla's previous roles such as co-founder and CEO of PlayTell, which raised seed funding but ultimately failed. The document appears to be introducing Joe Greenstein and Semira Rahemtulla to an audience and sharing their relevant professional backgrounds.
This document discusses how to handle criticism constructively. It notes that criticism is a natural part of life since everyone has opinions. It advises developing a strategy to handle criticism rather than trying to silence critics. The document defines constructive criticism as feedback aimed at improvement, while destructive criticism only points out faults. It provides tips for handling constructive criticism well, such as not taking it personally, understanding no one is perfect, appreciating the feedback, and using it to improve. The key is focusing on self-worth rather than allowing criticism to define you, and viewing criticism as an opportunity rather than a personal attack.
High performing teams with feedback and radical candourTim Newbold
In this talk we uncover the importance of High Performing Teams and discover how we can create a culture of Radical Candour and Feedback to facilitate this.
Communication is key! Do you know the difference between hearing and listening? This presentation offers information on how a little adjustment to your communication styles can have a huge impact.
This document provides tips and advice for public speaking. It discusses overcoming fears of public speaking by building confidence and engaging audiences. The key aspects to focus on include being organized, passionate, engaging the audience, speaking naturally, understanding the audience, and practicing frequently. Resources for further improving public speaking skills are also provided.
This document provides social media and digital marketing best practices. It recommends connecting with audiences by building relationships and adding value over time. It advises prioritizing a few key platforms and conducting an audit to delete inactive profiles. It suggests optimizing websites and profiles for mobile, SEO, and conversions. It also recommends engaging with audiences, doing more video, creating consistent valuable content, and using this time to serve others rather than just promote.
Discombobulation, Fire-Breathing Dragons and Wet Noodles: Creating Productive...bkoloski
The document provides tips for facilitating productive workshops in difficult situations. It discusses strategies for dealing with scenarios such as low participation, dominance by one participant, negative attitudes, stakeholder shutdown, participant misbehavior, fixed mindsets, and lack of consensus. Suggestions include drawing out silent participants, using structured activities, setting ground rules, validating different opinions, and deciding how to manage time constraints. The document also proposes specific workshop activities focused on user research, empathy, prioritization, and innovation.
This document summarizes a workshop on giving and receiving feedback. The workshop covered:
1) A model called the "Net Model" for understanding different perspectives in feedback;
2) Techniques for giving effective feedback by focusing on specific behaviors, describing the impact, and understanding the other perspective;
3) The importance of self-disclosure and vulnerability for building connections; and
4) Tips for receiving feedback without getting defensive by acknowledging feelings and asking clarifying questions.
The workshop emphasized staying "on your side of the net" by discussing own feelings and perspectives rather than judging others.
Description: The way we navigate the next 60-90 days will directly determine the speed at which we are able to come back from the COVID-19 crisis. This 60-minute Webinar will delver a list of specific action steps to build trust, credibility and thought-leadership with your local community. You’ll also be given a list of things to avoid that can damage your relationships and overall reputation.
Key Audience Takeaways:
- Best practices to serve, support and strengthen your online community
- Perform a digital audit and fix critical issues that may be damaging your business
- You Coronavirus Content plan (appropriate topics and frequency)
- Using video to connect and create value
- The five digital don’ts too many businesses are currently making
The purpose of providing and receiving feedback is to help people improve and become self-aware by highlighting what works and what needs improvement, and to foster critical self-reflection. Effective feedback is a dialogue that uses the CAPS method ("Compliment", "Appreciation", "Possibility", "Support") and follows tips like making it about the content rather than the person, listening, and being consistent but not instructive unless also teaching. The goal is improvement, not making people feel good.
Order from chaos: Interplay of Social Media and Crisis CommunicationTimothy Coombs
The document discusses how social media has impacted crisis communication, noting that it has increased visibility of potential crises and issues as well as providing new tools for response. It provides a taxonomy of crisis types and examines implications for crisis communication tactics in the pre-crisis, crisis, and post-crisis phases. Strategic considerations discussed include assessing threats, selecting response strategies, and addressing online memorials in the post-crisis phase.
2012 crisis management in the microblog era white paperKantar Media CIC
Here are a few things Guizhentang could have done better in handling this crisis:
1. They should have monitored social media more closely and been prepared with a rapid response once the news resurfaced.
2. They failed to acknowledge public concerns about animal welfare, and should have explained their practices transparently and considered more humane alternatives.
3. Asking for fake support and the CATCM president's insensitive comments made the situation much worse by further angering the public. They needed to prevent misinformation and avoid provocative statements.
4. They lost control of the narrative. To improve their response, Guizhentang should have promptly addressed the issues, engaged critics respectfully, and taken steps to
Jo Bullen and Caroline Nagle from Lexington Communications discuss how to protect your brand.
Presented at the Sport and Recreation Alliance's Sports Summit 2014.
the presentation is a guide to give radically candid feedback, with examples and counter-examples.
The basis of the presentation is Kim Scott's book - Radical Candour. Be a Kick-Ass Boss Without Losing Your Humanity.
This document discusses 9 different personality types that can be found in the workplace: perfectionist, giver, achiever, individualist, investigator, loyal skeptic, visionary, challenger, and peace maker. For each type, it provides an overview of their key traits and behaviors at work, both positive and negative. It also gives tips on how to effectively work with each personality type, such as sharing responsibilities with perfectionists, appreciating givers, giving investigators space, and engaging visionaries with high-energy conversation. The overall message is that understanding and appreciating these different personalities can help people work together effectively in an office environment.
What is the proper nature of this boss-employee relationship? At the heart of being a good boss—at Apple, at Google, or anywhere else on earth—is a good relationship. And the term that best describes the optimum state of this relationship is Radical Candor.
Radical Candor is the ability to show you Care Personally about a person you are Challenging Directly. It is a way to give feedback—what I prefer to call guidance—to people you collaborate with, at work and beyond.
MiQ Bengaluru, a top global marketing intelligence firm with a passion for innovation and continuous learning recently did a radical candor workshop.
The leadership team from their Asia Pacific (APAC) offices is focused on making sure MiQ is a great place to work, and the Radical Candor framework really resonated with them. They seized this opportunity to assess and improve how they communicate to their teams and each other, integrating learnings from the Indian, Singaporean, and Australian cultures while together.
InnerSpace / Stripe Communication WorkshopHannah Knapp
The document summarizes a communication workshop presented by Semira Rahemtulla. The workshop covered various models and techniques for effective communication, feedback, and building relationships, including the "three realities" model for understanding different perspectives, guidelines for giving constructive feedback by focusing on behavior rather than character and staying "on your side of the net", and the benefits of vulnerability and self-disclosure in connecting with others. The workshop also provided suggestions for building a culture of appreciation in the workplace.
The document summarizes a short video about group work dynamics. It discusses 5 concepts illustrated in the video: 1) stereotyping shown when Koji refused to work with Prem assuming he would not work well, 2) halo effect when Koji assumed Angela would work well because he found her attractive, 3) social loafing when group members assume tasks were completed by others, 4) post-decision dissonance when Koji defended his view of Prem after the choice was made, and 5) counterfactual thinking shown by Koji being optimistic about a C+ grade rather than what could have been.
Feedback is a dialogue that reflects how one's behavior or performance is perceived by others. It has become more common since WWII as democracy has spread. Providing feedback can increase awareness of how others view one's work, help with development, and foster collaboration. For feedback to be effective, companies must customize the process to their needs, provide context for results, and ensure it is used for individual growth rather than performance appraisal or politics. Overall, well-implemented feedback generates advantages around talent, effectiveness, and competitiveness.
This document provides biographical information about Joe Greenstein and Semira Rahemtulla, the co-founders of InnerSpace. It lists Joe Greenstein's previous roles including co-founder and CEO of Flixster, which was acquired by Warner Bros. in 2011. It also lists Semira Rahemtulla's previous roles such as co-founder and CEO of PlayTell, which raised seed funding but ultimately failed. The document appears to be introducing Joe Greenstein and Semira Rahemtulla to an audience and sharing their relevant professional backgrounds.
This document discusses how to handle criticism constructively. It notes that criticism is a natural part of life since everyone has opinions. It advises developing a strategy to handle criticism rather than trying to silence critics. The document defines constructive criticism as feedback aimed at improvement, while destructive criticism only points out faults. It provides tips for handling constructive criticism well, such as not taking it personally, understanding no one is perfect, appreciating the feedback, and using it to improve. The key is focusing on self-worth rather than allowing criticism to define you, and viewing criticism as an opportunity rather than a personal attack.
High performing teams with feedback and radical candourTim Newbold
In this talk we uncover the importance of High Performing Teams and discover how we can create a culture of Radical Candour and Feedback to facilitate this.
Communication is key! Do you know the difference between hearing and listening? This presentation offers information on how a little adjustment to your communication styles can have a huge impact.
This document provides tips and advice for public speaking. It discusses overcoming fears of public speaking by building confidence and engaging audiences. The key aspects to focus on include being organized, passionate, engaging the audience, speaking naturally, understanding the audience, and practicing frequently. Resources for further improving public speaking skills are also provided.
This document provides social media and digital marketing best practices. It recommends connecting with audiences by building relationships and adding value over time. It advises prioritizing a few key platforms and conducting an audit to delete inactive profiles. It suggests optimizing websites and profiles for mobile, SEO, and conversions. It also recommends engaging with audiences, doing more video, creating consistent valuable content, and using this time to serve others rather than just promote.
Discombobulation, Fire-Breathing Dragons and Wet Noodles: Creating Productive...bkoloski
The document provides tips for facilitating productive workshops in difficult situations. It discusses strategies for dealing with scenarios such as low participation, dominance by one participant, negative attitudes, stakeholder shutdown, participant misbehavior, fixed mindsets, and lack of consensus. Suggestions include drawing out silent participants, using structured activities, setting ground rules, validating different opinions, and deciding how to manage time constraints. The document also proposes specific workshop activities focused on user research, empathy, prioritization, and innovation.
This document summarizes a workshop on giving and receiving feedback. The workshop covered:
1) A model called the "Net Model" for understanding different perspectives in feedback;
2) Techniques for giving effective feedback by focusing on specific behaviors, describing the impact, and understanding the other perspective;
3) The importance of self-disclosure and vulnerability for building connections; and
4) Tips for receiving feedback without getting defensive by acknowledging feelings and asking clarifying questions.
The workshop emphasized staying "on your side of the net" by discussing own feelings and perspectives rather than judging others.
Description: The way we navigate the next 60-90 days will directly determine the speed at which we are able to come back from the COVID-19 crisis. This 60-minute Webinar will delver a list of specific action steps to build trust, credibility and thought-leadership with your local community. You’ll also be given a list of things to avoid that can damage your relationships and overall reputation.
Key Audience Takeaways:
- Best practices to serve, support and strengthen your online community
- Perform a digital audit and fix critical issues that may be damaging your business
- You Coronavirus Content plan (appropriate topics and frequency)
- Using video to connect and create value
- The five digital don’ts too many businesses are currently making
The purpose of providing and receiving feedback is to help people improve and become self-aware by highlighting what works and what needs improvement, and to foster critical self-reflection. Effective feedback is a dialogue that uses the CAPS method ("Compliment", "Appreciation", "Possibility", "Support") and follows tips like making it about the content rather than the person, listening, and being consistent but not instructive unless also teaching. The goal is improvement, not making people feel good.
Order from chaos: Interplay of Social Media and Crisis CommunicationTimothy Coombs
The document discusses how social media has impacted crisis communication, noting that it has increased visibility of potential crises and issues as well as providing new tools for response. It provides a taxonomy of crisis types and examines implications for crisis communication tactics in the pre-crisis, crisis, and post-crisis phases. Strategic considerations discussed include assessing threats, selecting response strategies, and addressing online memorials in the post-crisis phase.
2012 crisis management in the microblog era white paperKantar Media CIC
Here are a few things Guizhentang could have done better in handling this crisis:
1. They should have monitored social media more closely and been prepared with a rapid response once the news resurfaced.
2. They failed to acknowledge public concerns about animal welfare, and should have explained their practices transparently and considered more humane alternatives.
3. Asking for fake support and the CATCM president's insensitive comments made the situation much worse by further angering the public. They needed to prevent misinformation and avoid provocative statements.
4. They lost control of the narrative. To improve their response, Guizhentang should have promptly addressed the issues, engaged critics respectfully, and taken steps to
Jo Bullen and Caroline Nagle from Lexington Communications discuss how to protect your brand.
Presented at the Sport and Recreation Alliance's Sports Summit 2014.
A crisis creates threats to public safety, financial loss, and reputation loss. A public information officer's (PIO) main roles during a crisis are to gather information, verify it, coordinate messaging, and disseminate accurate and timely information to the public and media. Effective crisis communication seeks to reduce public panic and inform people of actions to take through media outreach.
Building a successful team adolph version 2016Adolph Kaestner
This document provides guidance on building a successful team. It outlines five key traits of successful teams: results, accountability, commitment, handling conflict constructively, and trust. Team members complete self-assessments to evaluate their team on these traits and identify areas for improvement. Behavioral styles of individual members are also assessed to foster understanding. Building trust among team members is emphasized as critical for success. The presentation encourages teams to deliver on commitments, achieve goals, and remember that their work serves customers.
This document provides guidance for students on completing an assessment task involving persuasive speaking and writing. It discusses key concepts like what constitutes an issue, examples of current issues, and tips for delivering an effective persuasive oral presentation. Students are instructed to choose a contentious issue, research different perspectives on it, and present a 4-6 minute oral arguing their point of view, while addressing opposing arguments. They are encouraged to use emotive language and appeal to listeners' emotions to persuade their audience.
Table of contents:
- The Importance of Trust in Multi-Cultural Teams
- Learn How Your Team Members Trust
- Demonstrating Trustworthiness
- Measuring and Building Trust
- Special Offering: Measuring Team Functioning / Improving Team Performance: Team Assessment (GTPQ)
As program staff, how many times have you heard a mentor say, “I don’t know what to do with my mentee” or “My mentee just doesn’t want to work on academics”? Probably more often than you’d like! In this month’s webinar, part of the free series from Friends for Youth's Mentoring Institute, we review the latest research on how activities between mentors and mentees positively and negatively impact the relationship, discuss the purpose of activities in building the relationship, and focus on one particular activity through a variety of formats. Additionally, participants were invited to share ideas of activities appropriate for a range of mentees.
Goal setting, an important aspect within both instrumental and developmental approaches, was examined through two specific examples used by mentoring programs: Targeting Goals activities contained in the Mentoring Journal from Friends for Youth and the online Goal Setting tool available through the AmericaLearns platform from Blue Ribbon Advocate-Mentor Program. Each program discussed when and how they introduce these tools to maximize the relationship and further its development.
This webinar featured Graig Meyer, Program Coordinator from the Blue Ribbon Mentor-Advocate Program in Chapel Hill, NC with Sarah Kremer from Friends for Youth both sharing expertise on supporting mentors in brainstorming effective activities.
Greece accumulated high levels of debt in the decade before the crisis when capital markets were liquid. As the crisis unfolded and liquidity decreased, Greece could no longer rollover its maturing debt obligations, putting it at the center of the Eurozone sovereign debt crisis. Between 2001-2008, Greece reported large budget deficits and debt levels compared to other Eurozone countries. The crisis has impacted global financial markets through contagion risk and loss of investor confidence in the Eurozone. It also highlights imbalances within the integrated European economy and political challenges in coordinating fiscal policies across members.
This document discusses public issues and issue management. It defines public issues as trends or conditions that can affect a company's operations. Issues can present threats or opportunities. There are three categories of issues: current issues being debated, emerging issues likely to be debated in 2-5 years, and societal trends involving changing attitudes. The document outlines how issues are identified, screened for impact, and evaluated to determine if management action is needed to shape the issue or mitigate threats. Effective issue management allows a company to influence issues early rather than just reacting later in the issue lifecycle.
This presentation was prepared to describe the concepts of 'Issue Management' in a humorous manner...Go through the presentation, understand how simple 'Issue Management' is and enjoy!!!
About the front page...well...that is my dog...MAX...isn't he cute :-)
This presentation provides a unique view of crisis communications principles. It is based on the author's many years of experience in PR and corporate communications.
This document discusses the key lessons of improv including acceptance, being a better listener, and not fearing failure. It is presented by Dave Delaney, an improv teacher and performer, and encourages applying improv lessons every day. Photos and quotes from other improv artists are included to illustrate different aspects of improvisation.
The document discusses crisis management and provides definitions, frameworks, and lessons. It defines a crisis as a situation that threatens harm or interrupts business. It outlines a framework for crisis management including drafting policies, forming teams, and communication strategies. It also lists types of crises and lessons learned from past crises like Bhopal disaster.
How to deal with the media after a failure. Guidelines for development of a crisis management program with details for everyone in the company to understand the importance and value of the plan.
Bad things happen; however, many organizations have not prepared a crisis communications plan.
How hard is it to prepare a custom crisis communications plan? What goes into a crisis communications plan? What is the difference between a crisis communications plan and an emergency action plan? What do you need to be ready for?
Answering these questions is easier now than during a crisis. This presentation outlines key things you should do to prepare for all types of potential crises and provides a simple action plan towards completing a preliminary crisis communications plan.
Every crisis has four stages: prepare, respond, maintain, and recover. The prepare stage involves building credibility and trust by educating stakeholders and testing communication plans. When responding, organizations should be fast, honest, and empathetic while informing the public and committing to action. During the maintain stage, risks are explained and support is gained through ongoing communication. Finally, the recover stage focuses on thanking supporters, rebuilding trust through transparency, and learning from mistakes. The first 48 hours of a crisis are critical for filling information needs quickly while acknowledging uncertainty and public concern.
Public relations involves managing communication between an organization and its various stakeholders or publics. It is defined as the evaluation of public attitudes, the identification of policies and procedures regarding public interest, and the execution of a communication program to build understanding and goodwill. Key aspects of public relations include being deliberate, planned, in service of the public interest, and involving two-way communication. The role of public relations is to build and maintain positive relationships between an organization and its publics.
This document discusses different types of crises including financial, technological, malevolence, natural, deception, and workplace violence. It provides examples for each type such as the Kingfisher Airlines financial crisis, the Exxon Valdez oil spill technological crisis, and the Tylenol murders malevolence crisis. The document also discusses crisis management and provides an example of Union Carbide's unsuccessful management of the Bhopal gas tragedy and Pepsi's successful handling of a 1993 tampering crisis through effective communication.
This document outlines an agenda for a communication workshop. The workshop covers topics like disclosure and vulnerability, feedback, and building relationships through appreciation. Participants are asked to commit to working agreements around respect, challenges, and minimizing distractions. Exercises include giving feedback to others using specific behaviors, shared feelings, and mutual understanding. The goal is to have difficult conversations while avoiding defensiveness and focusing on shared goals. Homework assigns giving complimentary feedback and another full feedback conversation in the next week.
Comunication & Storytelling for Product Managers (and anyone else)Christina Wodtke
Half-Day Interactive Workshop
“Get ready to actively participate in your transformation from product manager to product leader”
A product manager rarely has any authority beyond what they can talk people into, thus we need to become really strong communicators. In this half-day interactive workshop, we’ll look at the three kinds of communication: managing up, team communications, and the very important roadshow for getting other groups onboard with your vision. We will use the power of story for formal communication and a combination of techniques from NVC (Harvard’s negotiation project) and the GSB’s “touchy feely” class to make sure your message gets through, and that we are listening effectively.
This special half-day training workshop, with product author and lecturer, Christina Wodtke, is specifically designed for product managers who are looking to really level up their communications skills and who want to use story-telling to effectively communicate with others.
"Telling A Good Story: Getting from Idea, to Pitch, to Public," was presented by Generation PRX Director Jones Franzel at the 2012 NYC Digital Waves Youth Media Festival. Learn more at htttp://generation.prx.org
Better - Fearless Feedback for Software TeamsErika Carlson
The feedback loop is easily the most effective way to improve individual and team performance. When it is given well and received willingly, feedback can be a powerful ally in growing happy teams who work together effectively to deliver great software. Here's the challenge: giving and receiving feedback are skills, and many of us haven't had the chance to develop those skills. Maybe we find giving feedback intimidating. Maybe receiving feedback makes us feel defensive. Maybe we simply haven't had much positive experience with open, honest conversations about performance. It's not easy to do feedback "right", and when it is given badly or received poorly, feedback can cause a team's relationships to disintegrate. This talk will introduce the fundamentals of effective feedback; provide strategies for giving, receiving, and processing feedback; and discuss the challenges and rewards of using feedback as a tool to improve team performance.
InnerSpace / NRI Communication WorkshopHannah Knapp
This document summarizes a communication workshop that focused on giving effective feedback. It discusses focusing feedback on specific, observable behaviors and their impact, and asking about the other person's intentions. Better feedback examples are provided that follow this approach. The benefits of self-disclosure and vulnerability in feedback are covered. Techniques for setting up feedback by emphasizing goals and intent are outlined. An exercise models giving complimentary feedback by describing an appreciated behavior and its impact. Building a culture of appreciation through leading by example is recommended. Suggested topics for feedback on work product, communication, and role modeling are provided.
This document provides information on developing effective communication skills. It discusses communication principles like giving and gathering good information and building mutual trust. It covers developing assertive communication skills through verbal, vocal, and visual cues. Active listening skills like exploring, affirming, reflecting, and using silence are explained. Barriers to communication like assumptions and poor listening are addressed. The importance of effective communication for productive relationships and avoiding issues in the workplace is emphasized.
Communication workshop cmb_may2016_contentonlyHannah Knapp
This document summarizes Semira Rahemtulla's communication workshop. The workshop focused on giving effective feedback by staying focused on specific behaviors, describing the impact on emotions, and asking for the other perspective. Examples were provided of giving feedback in an effective way that minimizes defensiveness by focusing on facts rather than judgments. Receiving feedback effectively also focuses on understanding the other perspective rather than being defensive. The workshop emphasized giving feedback to improve mutual goals and ended with agreements on changes and an assigned homework of having more feedback conversations.
This document discusses effective communication skills. It covers basic communication principles like giving and gathering good information to build mutual trust. It also discusses developing assertive communication skills through verbal, vocal, and visual cues. Key aspects of communication covered include active listening, overcoming communication barriers, and improving communication habits. The document provides tips for communication in areas like receiving feedback and criticism.
This document discusses effective communication skills. It covers basic communication principles like giving and gathering good information to build mutual trust. It also discusses developing assertive communication skills through verbal, vocal, and visual cues. Key aspects of communication covered include active listening, overcoming communication barriers, and improving communication habits. The document provides tips for communication in areas like receiving feedback and criticism.
This document discusses effective communication skills. It covers basic communication principles like giving and gathering good information to build mutual trust. It also discusses developing assertive communication skills through verbal, vocal, and visual cues. Key aspects of communication covered include active listening, overcoming communication barriers, and improving communication habits. The document provides guidance on communication fundamentals like the communication trilogy, asking exploring and probing questions, and receiving feedback.
Semira Rahemtulla led a communication workshop focused on effective feedback and building psychological safety. She discussed models for understanding intentions, impacts, and behaviors in communication. Rahemtulla emphasized giving feedback focused on observable behaviors and their impact, and asking for the other perspective. Examples were provided for giving both constructive criticism and compliments. Creating a culture of appreciation through self-disclosure and managing defensiveness when receiving feedback were also covered.
This document discusses Appreciative Inquiry, an approach that focuses on discovering an organization's strengths and potentials rather than focusing on problems. It emphasizes asking positive, open-ended questions to envision positive futures. The approach involves understanding what works well now, imagining positive potential futures, and creating action plans to realize those futures. Examples show how Appreciative Inquiry questions can be used to uncover strengths and spark positive change by focusing on possibilities rather than deficiencies.
InnerSpace / RideCell Communication Workshop Hannah Knapp
The document summarizes Semira Rahemtulla's communication workshop. It discusses establishing intent, impact and shared realities in communication. It provides a model for giving effective feedback by focusing on specific observable behaviors, describing the impact, and asking about the other person's perspective. The document emphasizes staying "on your side of the net" by discussing your own feelings and intentions rather than judging others. It suggests building a culture of appreciation and managing defensiveness when receiving feedback.
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Semira Rahemtulla led a communication workshop where she:
1) Introduced herself and her background in executive coaching, startup founding, and product management.
2) Discussed the importance of psychological safety, self-disclosure, and giving effective feedback by focusing on specific behaviors, sharing one's feelings and perspective, and understanding the other person's point of view.
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Slides from the Peer Academy class on Appreciative Inquiry hosted by Max Hardy. All rights are reserved by Max Hardy as the creator of this presentation.
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Isn't It All Just Improv Anyway? Building Successful Relationships in the Workplace and Community
1.
2. Isn’t It All Just Improv, Anyway?
Building Successful Relationships
in the Workplace and Community
Susan Strunk & Anthony Auston,
Palatine Public Library District, IL
Richard Oberbruner, Chicago Improviser
3. Objective #1
Recognize & utilize
the elements of improv
to enhance daily interactions
4. Objective #2
Make the shift from
“Right or Wrong Thinking”
to seeing your options as
“Better Choices & Best Choices”
5. Objective #3
Move toward a
“Yes, and” attitude,
Allow for free flow
of communication
8. The 5 Elements of Improv
• Trust
• Communication
• Acceptance
• Building
• Spontaneity
9. Hand Clap Exercise
• Key Improv Element: Trust
• Clap once simultaneously with the person
standing next to you. Then, that person turns
and claps once simultaneously with the
person standing next to them until a hand clap
is passed to all participants.
10. Build Trust with Eye Contact
http://www.warrenphotographic.co.uk/20749-black-kitten-and-yellow-labrador-retriever-pup
11. Word Association Activity
• Key Improv Element: Communication
• Facilitator prompts individual or group to say
first word that pops into their head(s) based
on the word facilitator spontaneously says.
12. Dr. Know-It-All
• Key Improv Elements: Communication &
Building
• Four people stand side-by-side and answer a
question or explain a process one word at a
time building a complete thought. The last
person adds punctuation.
13. One Word Sentences
• Key Improv Element: Communication
• Participants build dialogue by exchanging
only one chosen word at a time
15. “Yes, and…” Thinking
• Brings positive energy to the workplace.
• Affirms and expands possibilities.
• Endorses acceptance of what has been said.
• Moves conversation forward constructively.
• Helps create partnerships within the
workplace and within the community.
16. “Yes, and…” Thinking
• Key Improv Element: Acceptance
• Yes, And - Two character scene where each
completely agree or positively reinforce what
the other is saying.
• No, But - Two character scene where each
completely disagree or negatively reinforce
what the other is saying.
17. Solving a problem
Training a new employee Working with a community partner
Brainstorming ideas
Applying “Yes, and…” Thinking ?
Coaching for improved performance Resolving complaints
Introducing a service
18. Conducted Emotion
• Key Improv Element: Building
• Four demonstrative participants stand side-
by-side, each given a specific emotion with
which to express themselves verbally about a
given topic when pointed-to by the facilitator.
20. Museum Statues
• Key Improv Element: Building
• Three participants connect physically and hold
their positions for audience to interpret the
meaning behind their poses.
21. Entrances & Exits
• Key Improv Element: Spontaneity
• Two character scene where conflict develops:
one character leaves and another enters to
interact with the remaining character. That
character leaves when conflict develops only
to be replaced by yet another character, etc.
22. Coping Strategies
• Pause/Stop • Suspend Judgment
• Breathe • Realistic Expectations
• Restate Scenario • Look for Root Cause
• Repeat the Question • Find the Positive
• Ask for Clarification • Play Along
• Use “I” Statements • Change the Setting
24. Finding a Fresh Perspective
http://www.flickr.com/photos/seeminglee/4556156477/
25. True in Improv, True in the Workplace:
“I made the best choice I could,
next time I’ll make a better choice”
http://www.flickr.com/photos/prettyfnmess/2725674288/
26. Marketing Madness!
• Key Improv Element: Building
• Facilitator asks the entire crowd
a series of questions, one at a time.
Choosing one answer shouted out
per question, the answer is repeated
to the crowd which, in turn, shouts:
“Yes, I love it! It's great!” and
applauds enthusiastically.
27. Thank you!
Presentation available online at:
http://www.slideshare.net/palatinelibrary
Susan Strunk: sstrunk@palatinelibrary.org
Anthony Auston: aauston@palatinelibrary.org
Richard Oberbruner: oberbruner@hotmail.com
Enjoy the conference!
Presented Thursday, March 15, 2012
Public Library Association Conference
Philadelphia, Pennsylvania
28. R.O.I.
Richard Oberbruner Improv
Spontaneous team building
Stress Relief Via Laughter
Improve Communication Via Laughter
Laugh Via Laughter … What the heck
oberbruner@hotmail.com
(630) 664-6616
Rates that fit your budget. Seriously!