In a recent post I talked about communication style and adaptability. I think this is one issue we have spent the most time on over the years—from the C-suite to the frontline. As mentioned previously, it is also one of the most consistent themes in 360 feedback surveys (i.e., that managers need to do a better job adapting their style to meet the needs of other people—in particular their staff and peers).
Transparency
Author: Diane Hamilton, Date: 10/19/2010Much has been written about transparency in business. When I work with senior executives they talk about wanting an organization that is “more transparent”. When I work with directors and managers, they voice concerns about the “lack of transparency” throughout the company. And, frontline supervisors and employees—well, the further removed you are from the actual decision-making, the less likely it is that you feel that the organization is actually transparent (at least in many companies). So, why is that? Why do we long for transparency, often build it into our corporate values, and yet fail to follow through in our day-to-day actions.
Word Choice – Catch Yourself In The Act
Author: Paul Dillenburg, Date: 10/12/2010Recently I had a conversation with a friend that caused me to reflect on a lesson I learned a few years previous. During our conversation my friend talked about an issue at work in which “everyone” was upset with how a project was being rolled out within the organization. As he talked, he expressed his dissatisfaction with the process and mentioned similar feedback he received from a colleague. As he talked he continued to use the phase, “everyone,” and occasionally peppered in an “always.”
Adapting for Success
Author: Diane Hamilton, Date: 9/14/2010When communicating with others, one of the key ways to increase effectiveness is to learn how to adapt your own style to meet the needs of the other individual. I spend a lot of time coaching people on adaptability. One of the most consistent themes in 360 feedback surveys is that managers need to do a better job adapting their style to meet the needs of other people (in particular their direct reports and peers). This is a critical leadership skill. To be influential, you need to master it. (We can’t expect them to meet our needs). Successful leaders learn this early on.
Living In The Here And Now
Author: Diane Hamilton, Date: 8/31/2010I’ve been coaching someone who has been striving to be more “present”. Her mind is constantly racing to her to-do list of 50 things that need to get done. She runs from one activity to the next, rarely enjoying the journey or the accomplishment.
She works long hours and has done so for years. But her challenge isn’t a work/life balance issue. She enjoys countless “fun” activities with family and friends. She volunteers, goes out for dinner, regularly works out, enjoys the theater, and spends time with her family. Living in the “here and now” is different. She wants to “stop and smell the roses” and live life with more gratitude and appreciation. She clearly wants to enjoy the moment she is in—without getting ready for or thinking about the moment to come.
How Do Others Respond to You?
Author: Paul Dillenburg, Date: 8/24/2010I was recently directed to a book by Dr. Albert Mehrabian, a communications researcher at UCLA. In his book, Silent Messages, Dr. Mehrabian outlines the way individuals respond to the messages they receive from others. According to the research, the way people respond to you is broken down as follows: 55% is based on your facial cues, 38% is based on your tone, and 7% is based on the information you provide.
Beyond the Jargon – A Blog by Calibra
Author: btj-admin, Date: 7/13/2010Welcome to “Beyond the Jargon,” a blog by Calibra. Over the years we have provided coaching, training, and consulting to thousands of leaders and managers at all levels in organizations—senior level executives, mid-level managers, and frontline supervisors. We have learned as much from them as they have hopefully learned from us. What many have told us is, “this stuff should be so simple” (meaning the concept of leadership; providing vision and clear direction; the basic principles of communication; giving candid feedback; and, coaching openly and honestly). Then, they add, “but, it’s not easy!”
