2. Introduction
The New Realities of Leadership
Communication
Organisational Communication : The Concept
Intimacy : Getting Close
Three ways to achieve Conversational Intimacy
Interactivity : Promoting Dialogue. (Contd.)
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3. Inclusion : Expanding Employee’s Role
Channels of Inclusion
Intentionality : Persuing an Agenda
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4. By Boris Goysberg & Michael Slind.
Traditional Command-and-Control Mechanisms are
redundant.
Globalization , New Technologies have reduced the
efficacy of top-down Leadership.
Traditional corporate communications unable to manage
the change .
The solution : A new model of Leadership
Communication known as “ Organisational Conversation”.
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5. Economic Change: Transition from service-based
industries to knowledge-based industries require newer
ways to process & share information.
Organisational Change: Flatter & Less hierarchical
companies have made top-down leadership redundant.
Global Change: Diverse and Culturally differentiated
workforces have necessitated conversations that are
smooth & fluid.
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6. Four Essential Attributes of Organizational
Communication :
1. Intimacy
2.Interactivity
3. Inclusion
4.Intentionality
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7. Organizational Communication requires Leaders to
minimize the distances , institunal , attitudinal and spatial.
This gives the decision-making authority trust & attention
from those under authority.
Leaders listen to conversations at all levels of the
organization.
Leaders speak and respond to at all levels of the
organization.
Not necessarily physical , but mental proximity required.
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8. Gaining Trust : No trust , No Intimacy.
Listening Well : Know when to stop speaking and start
listening.
Getting Personal : Absorbing criticism when it is direct
and personal.
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9. Exchange : Exchange of Comments & Questions
between participants.
Interactivity : This makes conversation more open &
fluid.
Dialogue : Replacing Monologue with Dialogue.
Technology : Use of
latest technology to supplement
Corporate Communication challenges.
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10. Equal Opportunity Endeavour: Sharing of Ownership
between the participants of the outcome.
Conversation Partners: Leaders turn Employees into
contributing equally towards New ideas and initiatives.
Emotional Engagement: Emotional Engagement Level is
higher .
Criticality: Leaders better able to convey the criticality of
their messages.
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11. Brand Ambassadors : Passionate Leadership become
brand ambassadors or living examples of Company
Vision.
Thought Leaders: Empowered employees , deep within
an organization are best suited to generate high – quality
thought leadership.
Storytellers: When employees speak from their own
experience , the story comes to life.
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12. Closure of Conversation : Intentionality is a measure of
closure of conversation .
Intent : Open-minded Conversations are not aimless.
Strategical Relevance : It allows focus on the relevance of
actions towards strategically important priorities.
Consent : This exercise leads to generation of Consent
versus commanding of Consent.
Big Picture View : Employees are aware of their broad
Strategy & Competitive environment.
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Editor's Notes
The command – control mechanism has become redundant as an example of top-down leadership. Globalization , new technologies , coupled with new ways of Value Creation & Business Generation has altered the efficacy of the Top-down Leadership. Traditional corporate communication channels are unable to manage the change.The Solution : A new model of Leadership Communication known as “Organisational Communication”.
Four essential attributes that form “ Organizational Conversation “ consists of Intimacy :- Personal conversation flourishes when Leaders stays close to the participants , figuratively as well as literally. Organizational Communication requires Leaders to minimize the distances , institunal , attitudinal and spatial.Interactivity: A personal conversation involves interaction between two or more groups of people. When there is interaction , this makes the organization open and fluid versus closed and secretive.Inclusion: A personal conversation is an equal opportunity endeavor. This enables the participants to share the ownership of the subjects of discussion and the outcome of the conversation.Intentionality: One of the objectives of organizational conversation is to be open but not aimless. Intent provides order and structure to loose pieces of conversation.These four attributes reinforce each other. In the end , they blend to form a single integrated process.
Four ways to achieve Conversational Intimacy:Gaining Trust : No trust,no intimacy. Where there is no intimacy , there is no trust. It is very hard for anybody to open up and speak about intimate or confidential issues. Even if conversation happens , it is upto the participants to take the outcome of the conversation at facevalue. Trust is hard to achieve . It is very difficult to put trust in the Leadership , if they are not perceived to be trustworthy and straightforward.This is especially true in the case of financial data.Example : Athena , a medical records-keeping company discusses the financial data with all its employees considering each of them to be “insiders”. The main objective was to achieve ownership and involvement at all its employees.2. Listening Well : Know when to stop speaking and start listening. True Leaders exhibit behaviours that project attentiveness , curiosity and humility . This behaviours are amark of respect in a conversatinally intimate behaviours.Example : The President of Duke Energy , as part of a conversation initiative , held 3-hour sessions where 90-100 managers were invited to take part in conversations.In this way , he was able to glean information that he would not have been able to gather otherwise.Getting Personal: Absorbing criticism , when it is direct and personal. True listening involves getting personal or absorbing criticism even when it is direct and personal.Example : - A Senior Executive invited employees to not only raise concerns , but to provide feedback on his own performance anonymously. At the end of the session , he was able to see that half of the employees were reluctant to give him a full “A”. He took these feedback very seriously , but , continued to hold such sessions.He also started asking open-minded questions about his performance . It was found out later , “internal Communications “ was a challenge that he had to work on.