贝恩咨询有效沟通-cmnctnstl2

bcCommunicationStylesAnalysisofStyle-GivingFeedback(2of2) Francesassumedthatcriticismshouldbetemperedwithpraise includingpraiseequalizestheotherwiseone-downposition Johnrecognizedtheritual heardpraiseasfirststepofpattern appreciatedtactofapproach understoodthatcriticismwasthemainmessageAlassumedfeedbackwouldbedirectshouldbedirect:whatissaidisthemessageFrancetoldhimeverythingwasfinecriticismwassuggestionratherthandirectionSource:Source:Tannen,Deborah,“TalkingFrom9to5”,AvonBooks,1994;Tannen,Deborah,“YouJustDon’tUnderstand”,BallantineBooks,NewYork,1990cmnctnstl2bcCommunicationStylesStylisticNorms-GivingFeedbackSource:Tannen,Deborah,“TalkingFrom9to5”,AvonBooks,1994;Tannen,Deborah,“YouJustDon’tUnderstand”,BallantineBooks,NewYork,1990HierarchyEqualityStyleAssumptions:StyleAssumptions: Bluntfeedbackisdirectandhonest Feedbackisaboutbusiness,notfeelings Bluntfeedbackiscallousandharsh Therelationshipisasimportantasthemessage Importanttobetactful;includepraise Givingcriticismisaninherentlyone-upposition itcan’tbedisguised One-upnatureneedstobeequalized “Saveface”byprovidingpraiseaswellascriticismcmnctnstl2bcCommunicationStylesStyleinAction-GettingCreditforYourIdeas(1of2) Isabelleintroducesanideainameeting Itisignored Laterinthemeeting,Janesuggeststhesameideaagain expandsonit,sellingittogroup Ideaisadopted;Janereceivescredit NeitherIsabellenorJaneacknowledgetheideaasIsabelle’sInitiatinggoodideasisnotenough.Youalsohavetogetcreditforthem.Source:Tannen,Deborah,“TalkingFrom9to5”,AvonBooks,1994;Tannen,Deborah,“YouJustDon’tUnderstand”,BallantineBooks,NewYork,1990cmnctnstl2bcCommunicationStylesAnalyzingStyle-GettingCreditforYourIdeas(2of2)Source:Tannen,Deborah,“TalkingFrom9to5”,AvonBooks,1994;Tannen,Deborah,“YouJustDon’tUnderstand”,BallantineBooks,NewYork,1990 Isabelle’scommentsdidnotgetheard introducedherideaindirectly,usingadisclaimer “thisprobablywon’tworkbut…” spokesoftly spokebriefly spoketentativelyJane’scommentsdidgetheardintroducedherideadirectlyandsuccinctlyspokeenthusiasticallyspokeatlengthspokewithcertaintycmnctnstl2bcCommunicationStylesStylisticNorms-GettingCreditforYourIdeasSource:Tannen,Deborah,“TalkingFrom9to5”,AvonBooks,1994;Tannen,Deborah,“YouJustDon’tUnderstand”,BallantineBooks,NewYork,1990HierarchyEqualityStyleAssumptions:StyleAssumptions: Seekvisibility Downplaydoubts otherwiseyou’llappearinsecure Claimcreditforyourideas Seekequalexposure Downplaycertainty otherwiseyou’llappearboastful Goodworkwillberecognized Shiftstatusuponebyclaimingcredit Maintainequalstatusbyneverclaimingcreditcmnctnstl2bcCommunicationStylesAgenda CanYouUseThisModule? HowCommunicationWorks CommunicationandPerception StylesintheWorkplace CommunicatingatBain UnderstandingYourIndividualStyle ManagingCommunicationatBaincmnctnstl2bcCommunicationStylesBain’sNorm(1of2) Directcommunication Aggressiveinteraction Pro-activeproblem-solving IdeaassessmentbychallengeBain’sdominantstylereflectsmanyhierarchicalcharacteristics.Stylefavors:cmnctnstl2bcCommunicationStylesBain’sNorm(2of2)WhileBain’scommunicationnormisprimarilyhierarchical,thenormmaydependonthesituation.cmnctnstl2bcCommunicationStylesWhyItIstheWayItIsBain’sdominantstyleevolvedfromworkandclientneeds Stylesupportswork directcommunicationisfast;bestforshorttimeframe displayslogicclearlysoproblemscanbefoundquickly Stylemeetsclientneeds clientswantstronganalysispresentedclearly expectsBaintodrivedecisionsthroughtheirorganization Stylepreparesteamforclientinteraction challengingideasincaseteamanticipateschallengesfromclient matchespredominantstyleofmanyclientscmnctnstl2bcCommunicationStylesAgenda CanYouUseThisModule? HowCommunicationWorks CommunicationandPerception StylesintheWorkplace CommunicatingatBain UnderstandingYourIndividualStyle ManagingCommunicationatBaincmnctnstl2bcCommunicationStylesHowDoIKnowWhatMyStyleIs?(1of2)Beginbyconsideringthefollowingcharacteristics:Source:Tannen,Deborah,“TalkingFrom9to5”,AvonBooks,1994;Tannen,Deborah,“YouJustDon’tUnderstand”,BallantineBooks,NewYork,1990cmnctnstl2HierarchicalEgalitarianFocusisachievinghigheststatusofgroupmembersFocusisonmaintainingequalstatuswithallgroupmembersStatesideasinstrongesttermsandwaitstofendoffchallengesPrecedesideaswithdisclaimers,waitsforotherstoexpandDownplaysdoubtDownplayscertaintyExploresideasbychallengingExploresideasbyinquiryDeliversordersascommandsDeliversordersassuggestionsUsesinterruptionsasmeanstochallengeUsesinterruptionsasmeanstosupportWantstotakecenterstageWantstosharespotlightComfortableclaimingrecognitionforworkComfortablegivingcredittoothersbcCommunicationStylesHowDoIKnowWhatMyStyleIs?(2of2)Source:Tannen,Deborah,“TalkingFrom9to5”,AvonBooks,1994;Tannen,Deborah,“YouJustDon’tUnderstand”,BallantineBooks,NewYork,1990 Looktoseewhichcharacteristicsreflectyou mayhavesomefrombothstyles mayactdifferentlydependingonthesituationAskotherswhocommunicatewithyouforfeedbackAimtoobjectivelyunderstandyourconversationalhabits,ratherthanjusttakeonstylelabelLearnwhatyourhabitsare,understandhowtheyfunctioninBain’senvironment.Don’tjustassumealabel.cmnctnstl2bcCommunicationStylesHowDoIKnowIfThere’saProblem?(1of3)Keyphrasestolistenfor:“Youjustdon’tseemconfident”“Don’tworryaboutwhetheryourideasareperfect,justgetthemoutthere”“Yourideasarehardtofollow”“Youhavetogettothepointfaster”“Youtakethingstoopersonally”“Youneedtobemorevisible”“Youneedtodevelopyourleadershipskills”Therearecertainperformanceproblemsthatareoftenattributabletoaclashincommunicationstyles--eventhoughtheyseemtoaddresssomethingelse.Source:Tannen,Deborah,“YouJustDon’tUnderstand”,BallantineBooks,NewYork,1990cmnctnstl2bcCommunicationStylesHowDoIKnowIfThere’saProblem?(2of3)Lookatthesituationobjectively.Getfeedbackfrommanagersandfriends. Consideryourexperience Areyouoftenfrustratedinyourjob? Aretheperceptionsofotherssignificantlydifferentfromhowyouseeyourself? Dopeoplegrantyoulesscompetencethanyouthinkyoudeserve? Considerfeedback Doothersidentifycommunicationproblems? Considerthepossibility Determinewhich,orwhichpartoftheseproblemscouldresultfromcommunicationstyleclashcmnctnstl2bcCommunicationStylesHowDoIKnowIfThere’saProblem?(3of3)Operatingoutsidethegroupnormcanhavepotentiallysignificantconsequences.Source:Tannen,Deborah,“YouJustDon’tUnderstand”,BallantineBooks,NewYork,1990 Styleclashescanimpactyouandassessmentofyourperformance Takingstylisticbehaviorsliterallycanresultindiscomfortandfrustration challengesfeellikepersonalattacks opportunitiestobehearddon’tpresentthemselves yourstylisticbehaviormaybetakenliterally Frequentpausesperceivedaslackofconfidence Perceptioncouldimpactperformanceassessment Frequentpausesperceivedasweakanalysiscmnctnstl2bcCommunicationStylesIsBain'sStyleBetterThanMine?Themeasureofastyleiswhetheritworksinthesettingyou’rein Allstylesareequallyvalidasstyles oneisnotquantifiablybetterthananother allstylescanworkwellwithotherswhosharethatstyle Butallstylesdonotworkequallywellineverysituation yourstylemaynotworkwellinthissettingSource:Tannen,Deborah,“YouJustDon’tUnderstand”,BallantineBooks,NewYork,1990cmnctnstl2bcCommunicationStylesCanIChange?Youcanlearntooperateeffectivelyinnormsotherthanyourown Noone’sstyleisabsolute canlearntooperateeffectivelyinothernorms understandingwhypeopleactastheydo developabilitytomatchstylisticbehaviorsChangingisnotnecessarilyeasytakesawareness,focusandtimeSource:Tannen,Deborah,“YouJustDon’tUnderstand”,BallantineBooks,NewYork,1990cmnctnstl2bcCommunicationStylesShouldIChange? Flexibilityisthekey insteadofchanging,expandyourstyleAddnewbehaviorstoyourcorestyleuseascalledforbysituationexpandthesituationsinwhichyouareeffectiveDevelopabilitytocommunicatesuccessfullyinrangeofenvironmentsInsteadofchangingyourstyle,youcanexpandyourstyleSource:Tannen,Deborah,“YouJustDon’tUnderstand”,BallantineBooks,NewYork,1990cmnctnstl2bcCommunicationStylesHowDoIExpandMyStyle?(1of5) Rememberthatlearningnewstylebehaviorscanbedifficult takestime Developaplanthatprogressesinsmallsteps: Identifyonebehaviortolearn(forinstance,avoidingdisclaimersorsubstitutinginquiriesforchallenges) Plantopracticeonebehavioronceortwiceinanyonesituation (i.e.acaseteammeeting) Lookforotheropportunitiestopractice casualconversation voicemailisgreatforpracticingAnswer-FirstDevelopaplanforintegratingnewstylisticbehaviorscmnctnstl2bcCommunicationStylesHowDoIExpandMyStyle?(2of5) Whenyouaresuccessful,increasepractice Continuetoincreaseinsmallstepsuntilthebehavioriscomfortable Identifynextnewbehaviorandbegintopractice Talktootherswhohavefacedthissituationforadditionalideascmnctnstl2bcCommunicationStylesHowDoIExpandMyStyle?(3of5) Provideasourceofsupportandfeedback involveyourmanagerorcaseteamleader hookupwithapartner Afriend,caseteammember,orcoach Celebratesuccesses ReinforcesmallwinsaswellaslargeOnceyou’vedecidedonyourplan,takestepstoensuresuccesscmnctnstl2bcCommunicationStylesHowCanIExpandMyStyle?(4of5) Targetsituation(s)toobserve caseteammeetings clientmeetings presentationsAnalyzewhatcontributestothemetamessagemessagecontentrelationshipbetweenparticipantsactivityatmosphereReallygettoknowyouraudience.cmnctnstl2bcCommunicationStylesHowDoIExpandMyStyle?(5of5) Identifyyourhighestimpactmisseswithlistenergroup decideonalternatebehaviortopractice Useanyresourcesavailabletoprepareyourcommunication Answer-Firststructure coachormentorGetinputfromsomeonewhoknowsthesituationmanagercaseteamleaderothercaseteammembermemberofclientteamSpendasmuchtimeplanninghowyou’llcommunicateasyoudowhatyou’llcommunicatecmnctnstl2bcCommunicationStylesHowDoIIncreaseParticipationMeetings? Speakoften initiateideas challengeothers’ideasSpeakforlongerperiodsoftimeDon’tworryaboutbeing100%rightmanagersaremoreinterestedinhowyouprocessideasWheninterrupted,re-assertyourpointWhenchallenged,persistinmakingyourpointSource:InterviewswithBainmanagers1997cmnctnstl2bcCommunicationStylesHowDoICommunicateClearly?(1of2) UseAnswer-Firsttostructurecommunications providebackground,complication,questionandanswer workfrombroadconceptstospecificevidence usestructuretoleveragetheirtime providedetailsonlyasneededbylistener highlightkeyconcepts,outstandingissues,openquestions presentyourrecommendationswithoutqualifications Useshortsentences,activelanguageSource:Minto,Barbara,“ThePyramidPrinciple”,FTPitmanPublishing,1987;BainCommunicationSkillsWorkshopcmnctnstl2bcCommunicationStylesHowDoICommunicateClearly?(2of2) Stateideasdirectly,withoutneedforinterpretation“IagreewithMaria.Weshoulddomoreinterviews.”insteadof“Mariahassomegoodinterestingpoints.Wecertainlycoulddomoreinterviews.Maybeweshould.Ofcourse,itwouldtakemoretime.”Stateideaswithoutdisclaimers“BillJohnson’sanexpertinthisarea.Weshouldtalktohim.”Insteadof“Thismaysoundlikeacrazyidea,andit’snotexactlythedirectionwe’reheading,butmaybeweshouldthinkabouttalkingtoBillJohnson.Imean,Ithinkhe’sdonealotofworkinthisarea,butIcouldbewayoffbase.”Source:Tannen,Deborah,“YouJustDon’tUnderstand”,BallantineBooks,NewYork,1990cmnctnstl2bcCommunicationStylesHowDoIGainRecognitionForMyWork? Initiateideas,thenexpandonthem Claimownershipforideasoraccomplishments Say“I”insteadof“We”Source:Tannen,Deborah,“YouJustDon’tUnderstand”,BallantineBooks,NewYork,1990cmnctnstl2bcCommunicationStylesResourcesandSupport Foradditionalsupport,contacttheHumanResourcesorTrainingDepartments Supportandresourcesavailable: coachingtoassistinaddressingcommunicationconcerns trainingtoexpandcommunicationstyle: communicationworkshop one-on-onecoaching externaltrainingclassesThesourceforinternalandexternalresourcesisHumanResourcesorTrainingcmnctnstl2bcCommunicationStylesAgenda CanYouUseThisModule? HowCommunicationWorks CommunicationandPerception StylesintheWorkplace CommunicatingatBain UnderstandingYourIndividualStyle ManagingCommunicationatBaincmnctnstl2bcCommunicationStylesManagingStyles:UnderstandingtheProblem Performanceproblemsliketheseusuallyattributedtolackofcompetence: lacksconfidence,seemsinsecure doesn’ttakedirectionwell micro-manages justdoesn’tcatchonRootcauseofperformanceproblemmightbecommunicationinsteadofcompetencecmnctnstl2bcCommunicationStylesManagingStyles:UnderstandingtheProblemSourceofproblemcouldbecommunicationstyles:cmnctnstl2PerceptionIntentionLacksconfidence,seemsinsecureAsksquestionsbecausethat’showtoparticipatewithoutboastingDoesn’ttakedirectionwellDoesn’trespondtoordersbecausetheyarephrasedasquestions(“DoyouthinkthatcangetdonebyFriday?”)Micro-managesChecksinfrequentlybecausethat’showtodemonstrateinterestintheteamJustdoesn’tcatchonDoesn’tshareideasincaseteammeetingsbecausetheatmosphereistoohostilebcCommunicationStylesManagingStyles:HowDoYouKnowWhattheProblemIs? Distinguishwhatobservablebehaviorsleadtoyourassessment: Assessment: can’tdothework Behaviors: doesn’tgetassignedworkdone,ideasdon’t makesense Assessment: can’tlead,nosenseofauthority Behaviors: directionsaren’tclear,norespectfromthe peoplewhoreporttohim/herFirststep:Separatebehaviorsfromassessmentcmnctnstl2bcCommunicationStylesManagingStyles:HowDoYouKnow...(1of2) Lookatthesituationobjectively rememberthatyourstylecanblindyoutootherstylesConsiderwhatcouldbetheresultofcommunicationstylesdoesn’tgetassignedworkdone,ideasdon’tmakesensecompletesthework,butdoesn’tspeakupinmeetingspresentsideasindirectlyinsteadofdirectlydirectionsaren’tclear,norespectfromthepeoplewhoreporttohim/hergivessuggestionsinsteadofordersConsiderwhatpartcommunicationmightplayintheproblemcmnctnstl2bcCommunicationStylesManagingStyles:HowDoYouKnow...(2of2) Consideradditionalinformationyouhave doesn’tgetassignedworkdone,ideasdon’tmakesense haveaskeddirectlyifassignmentswerecompleted;theywere inone-on-onemeetingcouldclearlyexplainideasConsideradditionalinformationyouneedmayneedtodiscussthesituationandgatherinformationfromtheindividualfromotherswhoknowthesituationfromotherswhoknowmoreaboutcommunicatingMakeadecisionbasedonthedatastylemaybeall,partof,ornoneoftheproblemTestthepossibilityagainstreality,anddecidecmnctnstl2bcCommunicationStylesManagingStyles:PreparingtoCoach(1of2) Eachperson’scommunicationstyleisasnaturaltothemasbreathing theirstyleisinvisibletothem itisanintegralpartofwhotheyare anyproblem--iftheyareawareofit--isn’ttheirs fromtheirperspective,everyoneelsehastheproblem fromtheirperspective,theyarerightYourperspectiveandpointofviewonthesituationisinfluencedbyyourownstyleweallthinkourstyleis“right”yourbiasmaycauseresistanceinthelistenerpositionalthinkingwillnotmotivatesomeonetochange Therearekeypointstoremembertomakecoachingcommunicationsuccessfulcmnctnstl2bcCommunicationStylesManagingStyles:PreparingtoCoach(2of2) Changingstylemayseemaneasyandobvioussolutiontoyou consequently,youmayexpectthemtogreetyoursuggestionwithglee,andgetrightonitTothem,itmayseemthreatening,impossible,oreveninsultingmayhearthatwhotheyareiswrongmayhavenoideahowtomakechangesmayfeel(strongly)thenormiswrong,anditshouldchangeEveniftheywanttochange,doingsocanbedifficultthehabitstheyhaveareingrained,oftenfrombirthsuccessfulinthesystemtheyaremostfamiliarwithConsiderthesituationfromtheirpointofviewcmnctnstl2bcCommunicationStylesManagingStyles:BeforeYouStart Themessageis: allstylesareequallyvalidasstyles oneisnotquantifiablybetterthananother allstylescanworkwellwithotherswhosharethatstylebutallstylesdonotworkequallywellineverysituationtheirstyleisnotworkingwellinthissettingtobemoreeffective,recommendtheyexpandtheirstyleBeclearonthemessagecmnctnstl2bcCommunicationStylesManagingStyles:IntheCoachingSession(1of4) Identifyandhelpthemunderstandtheproblem statetheproblemingeneral describespecificbehaviorsthatillustratetheproblem (i.e.beingquietincaseteammeetings) askaboutwhytheyactthewaytheydo(theirintendedcommunication) providefeedbackonhowbehaviorisperceived helpthemseethe“miss”Suggestpossibilityofaclashincommunicationstylesemphasizeproblemissituational,notpersonaltheirstyledoesnotworkwellinthissettingTherearespecificstepstoconveythemessage.First,introducetheproblem.cmnctnstl2bcCommunicationStylesManagingStyles:IntheCoachingSession(2of4) Explaincommunicationstyles:whattheyare,howtheywork generalconcept stylesandhowtheywork Bain’snorm specificapplication useexamplesatBain otherswhohavehadsimilarstylecharacteristics otherswhohavehadstyleclashes focusonexplainingandgettingbuy-inontheproblem addresssolutionslaterNext,explaincommunicationstyles--ingeneral,andinthissituationcmnctnstl2bcCommunicationStylesManagingStyles:IntheCoachingSession(3of4) ExplainvalueofBain’snorm incaseteamsituations atclientsRecommendexpandingstyleinordertobettermatchBain’snormgiveexamplesEmphasizethatyouareseekingaresult:changedbehaviorhowtheycorrecttheproblemistheirchoiceExplainconsequences(ifany)ofstatusquoHelpthemunderstandwhyBainisthewayitis,thensuggesthowtheycanincreaseeffectivenessinthisnorm.cmnctnstl2bcCommunicationStylesManagingStyles:IntheCoachingSession(4of4) Bepreparedto: addressresistance/concerns “WhyshouldIchange?They’retheoneswhoarerude.” “Areyousayingthereissomethingwrongwithme?” discusspro’sandcons higherlevelofeffectivenessinmoresituations itisn’teasy;takesconcentration;processmaybeslowProvidesuggestionsandresourcesOnceyouhaveexplainedthesituation,provideopportunitytorespondcmnctnstl2bcCommunicationStylesManagingStyles:CoachingTips(1of2) Remember,thesituationisneutral aclashinstyles notaresultofconscious,problematicbehavior nooneisatfaultFocusonexpandingskills,notdumpingoldstyleinfavorofnewoneUsespecificexamplesgeneralexamplesillustratetheconceptspecificexamples,storiesmaketheconceptrealCoachingprocesshasstrongimpactonsuccess.Changeshouldbepresentedasbeneficialandpossible;coachshoulddemonstrateempathycmnctnstl2bcCommunicationStylesManagingStyles:CoachingTips(2of2) Beginbydiscussingconcretebehaviors,notperceptions startwith,“Youdon’tshareyourideasincaseteammeetings” not“Youseemtolackconfidence” Next,maketheconnectionbetweenbehaviorandperception “Youmaybewaitingbecauseyouwanttobe100%sureofwhatyousay,“buttheresultisaperceptionthatyouarehesitantanduncertain.” Treatthesituationseriously acknowledgethatchanginghabitsishardcmnctnstl2bcCommunicationStylesManagingStyles:WhattoDo(1of3) Inordertoincreasedirectness: stateideaswithoutqualificationorhedging. “IagreewithMaria.Weneedtodomoreinterviews.” insteadof “Mariahassomegenerallyinterestingpoints.Wecertainlycoulddomoreinterviews.Ofcourse,itwouldtakemoretime.” stateideaswithoutdisclaimers: “BillJohnson’sanexpertinthisarea.Weshouldtalktohim.” insteadof “Thismayjustbeacrazyidea,andit’snotexactlythedirectionwe’reheading,butmaybeweshouldthinkabouttalkingtoBillJohnson.Imean,Ithinkhe’sdonealotofworkinthisarea,butmaybeI’mwayoffbase.”ThemostcommonstyleclashesatBainareintheareasofdirectnessandclaimingownershipofideas.cmnctnstl2bcCommunicationStylesManagingStyles:WhattoDo(2of3) Toincreasedirectness: focusonreportinginformationinsteadofbuildingrapport don’traiseyourvoiceattheendofastatement ifyouaremanaging,makedemandsinsteadofsuggestions“CompletethisbyThursday”insteadof“ItwouldbegreattohavethisbyThursday,ok?”cmnctnstl2bcCommunicationStylesManagingStyles:WhattoDo(3of3) Inordertoincreaseownershipofideas: speakoutinsteadofwaitingtoberecognized speakl