Speaking without words working doc bm2
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Nonverbal communication conveys at least 55% of the message in interactions. Research studied 90 nonverbal behaviors in organizations across four categories. Key themes identified included who is new to a team based on nonverbal cues like standard poses and extremity positioning. Effective leadership uses nonverbal behaviors like stillness, expressive faces, and respectful listening cues while avoiding anxious behaviors like fidgeting or self-touching that undermine authority. The presentation addressed improving leadership presence through managing nonverbal communication.
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Speaking without words working doc bm2
- 1. Speaking without Words Kimberly Bradshaw - Managing Director, Buzzacott HR Consultancy December 2013
- 2. Agenda What non verbal communication is Strategic impact of non verbal communications Overview of the research What we are saying without words Using non verbal behaviour to improve leadership Questions
- 3. What is non verbal communication? “We speak with our vocal organs, but we converse with our whole bodies” Abercrombie 1968
- 4. What is non verbal communication?
- 5. How much of communication is non verbal?
- 6. Strategic impact of non verbal communications Higher reliability than words Meaning during conversation/meetings Role in making judgements Communication: a key organisational process Decision making ‘Sender’s’ message vs ‘listener’s’ interpretation Essential for interpersonal exchanges BUT - unconscious
- 7. See what you think…
- 8. The Research Unique – only study in organisations 90 different non verbal behaviours Four categories
- 9. The Research 12 seconds between each non verbal behaviour Key themes/messages
- 10. The research On the starting blocks… – Five standard poses NVC through extremities
- 11. What we are saying without words Exercise: Identify NVCs What are they saying? Who is new to the team?
- 12. Standard pose (5) Extremities (hands, eyebrows) Gestures – emphasis, anxiety, authority Hunching - anxiety Direction of gaze - listening Grooming/self touch – anxiety, thinking Request to speak/end of speech – hands/body Nodding – when speaking Conflict Frowning Mirroring – use of body Power – use of body Prevent own speech – hands on mouth Listening – head lean Relationship – body position Conflict – body angle and position Emphasis – hand gestures Smiling Helpful behaviours Use of mobiles Fidgeting Anxiety – throat clearing Interrupting Recognition – ‘yay’
- 13. Using non verbal communication to improve leadership
- 14. Using non verbal communication to improve leadership Exercise What NVCs look most senior? What are they? Why do you think that?
- 15. Using non verbal communication to improve leadership Positive indicators Power and authority – Body position – Stillness – Use of space – More expressive face Confidence – Body position – Fewer NVBs Credibility – Less smiling – More nodding
- 16. Using non verbal communication to improve leadership Positive indicators Listening and respect – Direction of gaze – Head lean Thinking – Frown – Looking up Relationship building – Sitting adjacent – Mirroring
- 17. Using non verbal communication to improve leadership Undermining behaviours Anxiety – Fidgeting – Throat clearing – Grooming – Self touch Conflict – Hunching – Body angle
- 18. Using non verbal communication to improve leadership Undermining behaviours Lack of seniority – Smiling – Helpful behaviours Lack of respect/attention – Use of mobiles – Direction of gaze
Editor's Notes
- KAB – this is a key part of brand as have the greatest impact…. 93% of message is non verbal 70% of our communication is non verbal Along with Mehrabian (1972), much research highlights the importance of NVBs in communication: Philpot (1983) concludes that 65% of the meaning of conversation comes from nonverbal cues, Means (2004) states that people base 93% of their judgement on nonverbal symbols and Dumbravă & Koronka (2009) claim 70% of communication is nonverbal. Whilst the percentages vary, the message is the same: the nonverbal aspect of communications is vital. This provides compelling evidence for the importance of NVBs which could be applied to the business context. Despite this, the organisational analysis of NVB is negligible revealing a distinct lack of understanding about this important form of organisational communication
- KAB 65% of meaning during conversation is non verbal 93% people base judgement on non verbal messages When verbal and non verbal conflict, we believe the latter Greater impact and higher reliability than words 75% of a managers day is communication – a key part of any organisational process Organisational decisions are based on non verbal messages – but we don’t understand them Non verbal messages determine what the ‘sender’ really means and what the ‘listener’ interprets Important for turn-taking, image management, opinion changing, facilitation, approachability BUT we do this unconsciously Porter (1969) states that many decisions made in organisations are based on NVBs and without an accurate reading of them, erroneous decisions can be made, which could result in loss of time, money and morale. Communication is one of the most paradoxical, mutually interactive and subtle areas of organisational life and is key effective management, relationships and organisations (Kikoski 1993, Berlo 1960, Porter 1969). Communication is a requisite step in any organisational process, but can only be effective when the messages are both clearly sent and received (Kikoski 1993). NVBs are important here, as they determine what the sender of the message really feels as well as the importance the sender attaches to the messages (Means 2004, Porter 1969). Tepper & Haase (1978) found that the balance between verbal and nonverbal cues in the communication process is critical for the percieved impact of the overall message and NVB impacts on how we are judged and perceived (Huczynski 1996, Fretz et al 1979).
- KAB
- KAB Only study in an organisational context Video of senior meetings in three organisations 90 different non verbal behaviours in four categories - consistent in all Sound/voice Body position Body movement Facial expression
- KAB Key themes Speech indicators Relationship building Interpersonal conflict Authority/power Anxiety Attentiveness to speaker At most 12 seconds between different behaviours (not including repeats)
- KAB JC model and I’ve used it to demonstrate impact of NVBs Grey – core