Download to read offline
More Related Content
![An Introduction to The Challenger Customer [Pat Spenner, CEB]](https://cdn.slidesharecdn.com/ss_thumbnails/cebthechallengercustomer16x9navc-160119171917-thumbnail.jpg?width=640&height=640&fit=bounds)
Similar to Interpersonal skills essential for effective leadership.ppt
Interpersonal skills essential for effective leadership.ppt
- 1.
- 2. Confidential text text texttext text Interpersonal Skills Importance & Benefits Components Steps to Interpersonal Relationship Emotional Intelligence Understanding Self Iceberg Model Perceptions Johari Window Understanding Others Empathy Social Styles Connecting With Others Rapport Building Building Trust Assertiveness Conflict Management LEARNING OBJECTIVES Expectations Mapping
- 3.
- 4.
- 5. Confidential Is My RoleDependent on Others? Summarise challenges
- 6. Confidential Human Bingo Chart activity-how this info helps us
- 7. Confidential Any One WordThat Defines Interpersonal Skills Defining IP skill
- 8.
- 9.
- 10.
- 11. Confidential What makes ourLenses The Iceberg Model
- 12.
- 13. Confidential Self- Assessment andTeam Mates
- 14.
- 15. Confidential Understanding Others SOCIAL AWARENESS Activity:Orange- buyer & seller
- 16.
- 17. Confidential The 5 levelsof listening! 1 2 3 4 5 Clip- JKJ
- 18. Confidential Four autobiographical responses… 1. Evaluating: agreeing or disagreeing 2. Probing: from our frame of reference 3. Advising: based on our own experience 4. Interpreting: attributing motives based on our own motives Activity: We have not got enough
- 19. Confidential Clip : Bugsrace Work inventory
- 20. Confidential Communication Style Strengths Analytical AmiableExpressive Driver Controlled Emotive Tell Ask Objective Precise Thorough Detailed Rational Controlled Supportive Empathic Loyal Group-Oriented Team focus Sharing Decisive Tough Candid Efficient Results-Oriented Controlled Creative Enthusiastic Humorous Energetic Focus on Vision Promoter
- 21. Confidential Communication Style Gaps Analytical AmiableExpressive Driver Controlled Emotive Tell Ask Slow Overcautious Indecisive Inflexible Unfriendly Nit-picky Rigid Complying Pushover Follower Self-sacrificing Passive Hesitating Autocratic Overbearing Insensitive Impatient Pressuring Ruthless Dominating Excitable High strung Emotional Loose cannon Lacks detail Over-committed Not focused
- 22. Confidential Improving Your Versatility DECIDE Bemore flexible, more open-minded Openly show more concern for other people Be decisive with data Listen for people’s feelings DECLARE Be less sensitive Be more willing to take risks Say “no” more often Let people know what you think RESTRAIN & CHECK Talk less Spend more time looking at facts Control time and emotion Think before you speak LISTEN Acknowledge different points of view Show more patience Tone down intensity Pay attention to feelings 22
- 23. Confidential Styles Under Stress Driver Commands/ Takes Over Analytical Avoids / Withdraws Amiable Acquiesces / Goes Along • Logically discuss the issue • Acknowledge a need for time • Set a deadline • Restate their concerns • Offer options for moving forward • Recommit to results and time frame Controlled Emotive Tell Ask • Ask open questions about concerns • Allow them to express disagreement • Acknowledge feelings and points of view • Separate emotions from facts Expressive Attacks / Confronts 23
- 24.
- 25.
- 26.
- 27.
Editor's Notes
- #3 Identify the importance of effective communication at their workplace Identify Barriers to Communication. Understand the expectations and needs of their clients through effective communication Clearly communicate about goals, responsibility, performance, expectations and feedback to stakeholders Understand the key components of Impactful Communication Identify the benefits of Timely and Responsive Communication Understand the importance of Listening, Questioning, Paraphrasing & Probing Identify the components of Correct Grammar of English communication. Write clear concise messages using appropriate tone and formatting. Understand some common pitfalls in Email Writing Learn to incorporate effective techniques in their written communication Understand to apply effective Email Mechanics Learn and Apply Effective Email Writing Skills Develop a personal action plan for the purpose of implementing positive changes in the workplace.
- #7 Debrief by asking for volunteers to share how they feel differently about the others in the group now that they know a few things about them. When we take the time to get to know each other, barriers dissolve, people open up, and learning can take place. When used with interprofessional teams, this has led to discussion related to team building, team relationships and respect. Often, team members display greater trust for each other, demonstrate improved communication, are more willing to approach each other and are much better at dealing with conflict once they think about colleagues as people rather than an unknown discipline. Why is connecting more important today than ever before? What are you missing by not connecting? Identify people you don’t connect effectively. They potentially add value or could make your job easier and you have something to offer them.
- #8 Rearrange the words to make a statement /definition of IP Skills
- #9 What did you exhibit to achieve your Task through IP Skills EI, Communication,
- #10 Key Points Interpersonal skills are vital for forming and maintaining effective working relationships. They require a high degree of emotional intelligence, which enables you to understand how your thoughts and actions affect others in the workplace. You can develop your interpersonal skills in four key areas: Communication skills. Craft your message carefully, with your audience in mind, be aware of body language, and listen. Managing differences. Deal with difficult people assertively but with good grace, and learn to resolve conflict. Managing agreement. Establish trust and a supportive working environment. Accept the strengths and weaknesses in your team, and give effective feedback. Personal integrity. Recognize your core values, and act accordingly.
- #12 Explain the Human Ice Berg Theory Research shows that the content of communication (words and data) represents only a small percentage of the meaning of communication (less than 10%). The vast majority of the perceived meaning of any experience is derived from what we can call context (the situation, the circumstances, timing, nonverbal cues, assumptions, and interpretations). Think of content as the small tip of an iceberg that is visible, while context is represented by the larger mass hidden beneath the surface. While people tend to be aware of the content of communication, most remain unaware of the context. They create meaning based on unconscious assumptions and interpretations about the context. In fact, most people wouldn’t even know what to look for if they wanted to peer beneath the surface (the “text”) to understand the “subtext” that determines how communication is being interpreted (its meaning). Conscious communication is fundamentally about awareness, perspective, and choice. All effective interpersonal communication starts with awareness. What dimensions and dynamics (especially about the context/subtext) are you aware of? Next, the person who is able to consider a topic from numerous diverse perspectives is able to construct a more accurate picture (and assessment) of the situation than the majority of people who are trapped in a singular vantage point. The English language is filled with words and phrases like viewpoint, outlook, angle, stance, “the way I see it,” and so on. All of these point to perspective as a key to understanding people and communicating with them effectively. Naturally, having a familiarity with the four fundamental worldviews (mindsets) helps us strengthen our perspective-taking ability and comfort with these wildly divergent viewpoints. Obviously, the more things you are aware of, and the more perspectives you can account for in a given situation, the more comprehensive and accurate your answers will be to the first and second set of integral leadership metaquestions: “What’s really happening here?” and “What’s important and what’s needed?” Conscious communication is also fundamentally about choice. Most people are unaware of the nuances of communication and tend to gravitate toward a singular communication style that reflects habitual and unconscious speaking and listening behaviors. By increasing their versatility with all the major modes modes of communication, integral leaders are far better equipped to consciously choose the most helpful way to respond to a given situation. This versatility is crucial when it comes to answering our third integral leadership metaquestion, “What’s the most helpful action I can take in this situation?” Our Actions/behaviours are driven by what lies beneath the surface. Our lenses are shaped by the collective of the material under the surface level. A discussion on how these are formed is interesting. How children in the same home turn out to be two different individuals.
- #14 Self Assessment: Using the following list choose 5 adjectives that best describe yourself. Be objective and honest.
- #15 Fill In the Johari Window Panes Compare this list with the list the individual generated about themselves. Where an adjective appears on both lists, place it in the Arena Quadrant. If an adjective appears on the individual’s list, but not on the group’s, place it in the Mask Quadrant. When an adjective appears on the group’s list, but not on the individual’s, put it in the Blind Spots quadrant. Any adjective that appeared on neither list can go in the Unconscious Quadrant. Review & Analysis Once everyone has finished, allow each participant to review their Johari Window assessment. Encourage them to compare notes between self and team assessment. Spend a few minutes discussing the adjectives that appear in the open quadrant. Ask an individual to disclose by talking about one of the adjectives they selected for themselves, but the group did not. Have the individual select one of the adjectives the group has identified, but the individual did not. The group now has the opportunity to give some feedback to the individual about this adjective.
- #18 Note for the trainer: Say that, as part of formal education we get trained mostly on how to speak well and not so much on how to listen well. Thus we would be trying to understand over the next few slides as to what we need to do to achieve deeper listening. Take them through the contents of this slide
- #19 Note for the Trainer: These are the obstacles which prevent us from achieving empathetic listening. Take the participants through the same.