Posts Tagged ‘ communication exchange ’

Communication Effectiveness – Becoming a Constant Solution Provider!

SERIES: Part Three of a Five-Part Article

Turning arguments and debates into solutions and alternatives is a hallmark of both effective communicators and successful leaders. As communication goes hi-tech and low-touch, it becomes easy for disconnection to arise in communication. These disconnections only serve to impede productivity and profitability to businesses.

A leader must be constantly cognizant of the individual tactics deployed to stimulate open dialogue.  While in pursuit of solution-oriented dialogue and an environment conducive to free spirited communication exchanges, how one engages or responds to another directly influences whether that communication exchange will be solution oriented or corrosive.

How you arrange a conversation has a direct influence upon the mindset of the participants, which will determine how healthy the outcomes will be. In her classic work, The Argument Culture, author Deborah Tannen illustrates how one sentence sets up defense posture and another creates inclusion. Consider: “Battle of the sexes” (argumentative) versus “Relations between men and women” (dialogue). Or, “Debate” (argumentative) versus, “Discuss” (dialogue). In striving for solution-oriented communication exchanges, be careful not to derail otherwise positive intentions.

Here are ten powerful ways to tactically stimulate solution-oriented communication among individuals in your work place:

  1. Establish Ground Rules – Identify how the other party likes to communicate (visual, auditory, kinesthetic) and share with them how you communicate best. By establishing these most basic ground rules, you open yourself to gain greater participation from others!

  1. Covenant-Based – This implies that, as the sender of a signal, you “also” recognize what else you can do to make the communication exchange non- threatening and solution-oriented. So, in looking at the “What else can I do?” (covenant implies other responsibilities) factor, make sure to listen and take notes to objectively consider the other parties’ positions, ideas and views.

  1. You First – Become known as the person who always seeks others’ ideas before offering yours. This may allow for a synergy of action plans and a more cost effective final result!

  1. Demand Alternatives – Whenever someone voices a rejection to an idea or action plan, instead of defending, digging in and challenging the other party, simply back up, gently look at the attempted challenger and say, “What do you feel would be a more viable option?” If they don’t respond with a tangible answer, repeat the question again. What you are implying is, “Put up or shut up!”

  1. One Percent Factor – Regardless of a solution (whether yours or someone else’s), always ask, “What can we do one percent more to make this even more productive or profitable?” This causes people to strive even harder and implies that pushing for something better is always acceptable and expected!

  1. Learn to Forecast – Recognize that when circumstances dictate that you realize an impending problem, and adjustments are not made, this is a great opportunity to invest internally with your colleagues. Ask, task, delegate or assign to everyone to collectively workshop your forecasted challenge for alternatives, solutions or coping strategies so the forecasted issue does not implode the productivity of individuals in the future.

  1. Shop Your Ideas Electronically – Before implementing any solution-action plan, always bounce your challenge and perceived solution off of at least three other people. Someone you know, who previously has been where you are, someone two positions removed from you, who can provide an emotionally biased view and the person most likely to be affected by your action!

  1. Identify Internal Subject Matter Experts – Intrapreneurs – Cultivate from your colleagues, employees and customers (that would be entrepreneurs) those individuals who possess a wealth of knowledge (based upon their education, experience or certifications) and could be the official or unofficial “go to” people to solicit feedback for your solutions and quick-start ideas for your challenges.

  1. Solution Board – When time allows for solution (idea) generation, post that on a community bulletin board with all of your team (including yourself) listed vertically below the entry. Then, post a deadline and publicly invite everyone to write their ideas and allow for ideas to feed off one another. If someone posts an unprofessional energy, let it stand. Later, when you pull the idea list down for discussion in a meeting, engage that person by using technique number four in this list.

  1. Horizontal Action Information Grams – Encourage cross communication among individuals, not from a bragging perspective, but from a “lessons learned” celebration perspective. When someone has faced a difficult situation, generated a viable solution and experienced victory, encourage them to share that three-step evolution with everyone.  If someone else finds him or herself in a similar position in the future, they will be prepared with solutions!

As a leader, if you really want to empower your team and create an environment of mega solutions, design a system that both recognizes and rewards implemented solutions. Imagine giving ten percent of any solution that yields a savings or increase in profitability to an organization. Wow! Pure solution energy. The downfall, unfortunately, is that most leaders take a minimalist attitude towards this view; they don’t want to share ten percent of something they don’t have at the expense of never cultivating the solutions from their most prized assets (their people) that would otherwise yield them a 90 percent gain!

An effective leader continually focuses on individual performance improvement in a highly effective organization. A leader always appreciates, respects and focuses upon the tactics which turn arguments and debates into solutions and alternatives for positive outcomes in every communication exchange.

-Dr Jeff Magee
Facebook (Get a FREE copy of my Performance Execution Ebook)
Twitter
http://JeffreyMagee.com

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Communication Effectiveness – Becoming a Constant Solution Provider!

Turning arguments and debates into solutions and alternatives is a hallmark of both effective communicators and successful leaders. As communication goes hi-tech and low-touch, it becomes easy for disconnection to arise in communication. These disconnections only serve to impede productivity and profitability to businesses.

A leader must be constantly cognizant of the individual tactics deployed to stimulate open dialogue.  While in pursuit of solution-oriented dialogue and an environment conducive to free spirited communication exchanges, how one engages or responds to another directly influences whether that communication exchange will be solution oriented or corrosive.

How you arrange a conversation has a direct influence upon the mindset of the participants, which will determine how healthy the outcomes will be. In her classic work, The Argument Culture, author Deborah Tannen illustrates how one sentence sets up defense posture and another creates inclusion. Consider: “Battle of the sexes” (argumentative) versus “Relations between men and women” (dialogue). Or, “Debate” (argumentative) versus, “Discuss” (dialogue). In striving for solution-oriented communication exchanges, be careful not to derail otherwise positive intentions.

Here are ten powerful ways to tactically stimulate solution-oriented communication among individuals in your work place:

  1. Establish Ground Rules – Identify how the other party likes to communicate (visual, auditory, kinesthetic) and share with them how you communicate best. By establishing these most basic ground rules, you open yourself to gain greater participation from others!

  1. Covenant-Based – This implies that, as the sender of a signal, you “also” recognize what else you can do to make the communication exchange non- threatening and solution-oriented. So, in looking at the “What else can I do?” (covenant implies other responsibilities) factor, make sure to listen and take notes to objectively consider the other parties’ positions, ideas and views.

  1. You First – Become known as the person who always seeks others’ ideas before offering yours. This may allow for a synergy of action plans and a more cost effective final result!

  1. Demand Alternatives – Whenever someone voices a rejection to an idea or action plan, instead of defending, digging in and challenging the other party, simply back up, gently look at the attempted challenger and say, “What do you feel would be a more viable option?” If they don’t respond with a tangible answer, repeat the question again. What you are implying is, “Put up or shut up!”

  1. One Percent Factor – Regardless of a solution (whether yours or someone else’s), always ask, “What can we do one percent more to make this even more productive or profitable?” This causes people to strive even harder and implies that pushing for something better is always acceptable and expected!

  1. Learn to Forecast – Recognize that when circumstances dictate that you realize an impending problem, and adjustments are not made, this is a great opportunity to invest internally with your colleagues. Ask, task, delegate or assign to everyone to collectively workshop your forecasted challenge for alternatives, solutions or coping strategies so the forecasted issue does not implode the productivity of individuals in the future.

  1. Shop Your Ideas Electronically – Before implementing any solution-action plan, always bounce your challenge and perceived solution off of at least three other people. Someone you know, who previously has been where you are, someone two positions removed from you, who can provide an emotionally biased view and the person most likely to be affected by your action!

  1. Identify Internal Subject Matter Experts – Intrapreneurs – Cultivate from your colleagues, employees and customers (that would be entrepreneurs) those individuals who possess a wealth of knowledge (based upon their education, experience or certifications) and could be the official or unofficial “go to” people to solicit feedback for your solutions and quick-start ideas for your challenges.

  1. Solution Board – When time allows for solution (idea) generation, post that on a community bulletin board with all of your team (including yourself) listed vertically below the entry. Then, post a deadline and publicly invite everyone to write their ideas and allow for ideas to feed off one another. If someone posts an unprofessional energy, let it stand. Later, when you pull the idea list down for discussion in a meeting, engage that person by using technique number four in this list.

  1. Horizontal Action Information Grams – Encourage cross communication among individuals, not from a bragging perspective, but from a “lessons learned” celebration perspective. When someone has faced a difficult situation, generated a viable solution and experienced victory, encourage them to share that three-step evolution with everyone.  If someone else finds him or herself in a similar position in the future, they will be prepared with solutions!

As a leader, if you really want to empower your team and create an environment of mega solutions, design a system that both recognizes and rewards implemented solutions. Imagine giving ten percent of any solution that yields a savings or increase in profitability to an organization. Wow! Pure solution energy. The downfall, unfortunately, is that most leaders take a minimalist attitude towards this view; they don’t want to share ten percent of something they don’t have at the expense of never cultivating the solutions from their most prized assets (their people) that would otherwise yield them a 90 percent gain!

An effective leader continually focuses on individual performance improvement in a highly effective organization. A leader always appreciates, respects and focuses upon the tactics which turn arguments and debates into solutions and alternatives for positive outcomes in every communication exchange.

Dr Jeff Magee
Facebook (Get a FREE copy of my Performance Execution Ebook)
Twitter

http://JeffreyMagee.com

Communication Effectiveness – The Three-Level Exchange Process to Value-Based Action!

World-class communication exchanges made easy in the work place. What could be easier?

As a leader, how the other party interprets your message is crucial for the exchange process to occur. Understanding the act of communicating to another person or groups in the work place and in which level of the communication exchange process you are residing is also important to word economy and communication breakdown avoidance.

If you were to have an out-of-body experience and observe yourself communicating with someone either significantly younger or significantly older than yourself, you would notice how your behavioral patterns change, without much pain or effort, to allow for a successful exchange. When one transitions into a communication exchange with someone in the same peer group, however, many of the exchange process breakdowns occur due to simple resistance or avoidance to what one just did effortlessly with the youth or elder.

So, what are these behaviors, and what are the three exchange process steps to value- based action on the part of the recipient in your communication exchanges?

1. RECEIPT/RECEIVED of the message itself is obviously necessary if the message being sent is to be processed and acted upon. Many times, managers and leaders merely craft a message with little regard for the actual recipients.  They send that message through the communication airwaves and assume it will be received and acted upon.

2. UNDERSTANDING of the communication signal being sent by the recipient is essential for the exchange process to evolve upward. Tailoring the message intent by using the appropriate words, syntax, tone, emphasis, imagery, stories, examples and statistics that the recipient can actually comprehend is essential at this second exchange level!

3. VALUE of that signal to that recipient causes action!


As a tactical leader, ensuring communication exchange success is dependent upon your ability to deploy the individual steps necessary to ensure each level is addressed thoroughly!

Here are several immediate application techniques to ensure each step is addressed as thoroughly as necessary and you don’t overkill any one level.

  1. RECEIVED – Ensuring that the signal is received dictates an awareness of any possible interference issues and objectively looking at the transmission of the communication exchange from a broader perspective.

Make sure you communicate at the right time and place. Be sensitive to what is happening in the other person’s environment, and ask for verification that it has been receive. Also inquire if they would like the signal delivered in a different format than how you are delivering it at that present moment. The objective is to do something to ensure that if you are taking the time to send a message, it is, in fact, being received. If you d o not receive any immediate feedback confirming a message’s receipt, assume the responsibility to follow up with them in the near future to solicit feedback and determine if it was received. If you receive feedback that the message has been received, cease the delivery activity and evolve upward to the second communication exchange level. Another tactical way to ensure a signal is being received – with minimal interference – would be to ask the recipient to repeat the message; this will ensure the message is correctly relayed. Give the signal a bounce back mechanism – an email return receipt, a phone call response or a postal receipt vehicle – to merely let you know level one has successfully been accomplished.

  1. UNDERSTOOD – Ensure that you adjust how the message is constructed so the recipient can understand and process its meaning. A lot of times, the core reason a person does not take action (Level Three, VALUE) in a communication exchange is due in large part to a breakdown at level two.

This is where one adjusts the jargon, slang, code words, phrases, vocal tones, speed, pitch and pace of the communication signal being delivered.  This allows for an accent that can break down understanding based upon the level of education, knowledge, training or experience the parties involved in the communication interaction have!

The use of PowerPoint, handouts, slides, signage, literature, business cards, notes, audio and anything else used to reinforce the understanding of the message must be used judiciously and concluded at the precise moment the recipient clues you into the fact that they understand. The danger of continuing can be the complete disconnect by the recipient to the sender in the communication exchange process!

  1. VALUE – When a signal has value, it motivates the recipient to take action. Your objective in crafting the signal is to build it from the other person’s vested interest level and perspective – the old “what’s in it for me” syndrome!

Motivating the recipient to take action is the net result of effectively crafting your message to evolve through the three levels. A person can sense value only when your message addresses two core needs: Pleasure or Pain. If they sense a better outcome, elevation in status or enrichment of any level, the “Pleasure” is implied, and the recipient will tend to sense a level of value and take action. Conversely, if your message communicates a worsening of lifestyle, status or position, “Pain” has been implied. If that reaches a level the recipient cannot tolerate, the action will again be taken.

The effective leader recognizes all of the nuances that tactically influence effective communication exchanges and strives to ensure he or she takes the necessary steps at each individual level to attain success with the intended recipient.

Communication Effectiveness – The Psychology of Shaping, Sending & Receiving Signals!

As a leader, how you tactically shape and send communication signals to others will have a direct influence on how others perceive you as a leader and embrace your communication signals!

Communication effectiveness in sending and receiving signals in the work place is critical to keeping everyone on the same game plan and not creating minor implosions for miscommunication. With a better understanding of the shared commonalities between the sender and receiver, a leader can become increasingly more effective in creating a hospitable environment for the communicators.

When crafting a communication signal, the tactical leader must recognize that for all of the differences among the individuals involved in the communication exchange, there are some shared commonalities concerning the communication psychology. As a sender (encoder) of a signal or the receiver (decoder) of a signal, it is important to see the psychology of communication as circular in design; what occurs within the process of sending a signal is similar to what occurs in receiving the signal.

To improve the process of sending communications (whether printed correspondence and memos, email, voice mail, teleconference, face-to-face interactions or group presentations), consider the six evolving variables of the process:

1. YOU as Sender =

2. Encoding Via =

3. How one Thinks (logic, rationalization, analyze…) and

4. How one Feels (instinct, emotion, experiences…) =

5. Shaped by your Filters =

6. Your Intentions =

7. The communication signal that actually leaves as a

    representation of you!

“The words that you choose to use are the only representation I have of who you are and how you wish to be judged!” Explosive advice from a trusted colleague, Mr. Jim Stovall, President of the Emmy Award-Winning Narrative Television Network, television for the sight impaired viewed daily by millions!

To further enhance your ability to craft powerful words and messages, recognize that within the norm of communication exchanges in the work place how one goes about sending a signal is mirrored in the receiving side as well. Recognizing as much as you can about the intended recipient of your signal will help you tactically adjust the building and sending of a signal for maximum impact!

1. THEM as Receiver =

2. Decoding Via =

3. How one Thinks (logic, rationalization, analyze…)=

4. How one Feels (instinct, emotion, experiences…) =

5. Shaped by their Filters =

6. Their Perceptions =

7. The communication signal that actually is received as a representation of you!

What causes most communication breakdowns in the workplace today is when the psychology of communication is obstructed due to the sender or receiver, which in turn allows their FILTERS to be violated. There are six shared FILTERS that influence how we think and feel in the process of communication. If violated, the communication exchange process typically will break down, and one or both parties will feel compelled to defend the filter that they feel has been challenged. The six common shared filters are:

  1. Age
  2. Gender
  3. Race
  4. Education (formal, informal, technical, certifications, etc.)
  5. Socioeconomic position and background
  6. Profession (or cumulative professional backgrounds)

All of these shape how one encodes and decodes. The more you know about the other person, the more you will recognize that six filters are not a finite number. Rather, there are an infinite number of filters one can have. The six is merely a shared starting point. If you know what your filters are, that’s great! But remind yourself that if the recipient does not share a similar filter, you shouldn’t let that filter become such an over influencer of the signal that it becomes the filter violation breakdown!

Example: When I moved to Tulsa, Oklahoma a few years ago, I found myself being turned off by a great number of individuals when it came to communication exchanges. I soon was able to isolate the cause…it was a filter violation. In Oklahoma there is a shared number seven filter (RELIGION, or a derivative thereof) that is used to influence how almost everyone communicates; outside of Oklahoma it is exceedingly unprofessional. Once I was able to recognize what it was that I was unaccustomed to, I was able to set that to the side. Now, I hear people for the signal they are sending and not the one they are violating.

Should you need to engage someone on your team, there may be a reason for you to suspect that there could be a communication filter violation that would impede the flow of encoding and decoding. Therefore, you should preface the signal intent with a respectful reference to their filter, encouraging their ear to remain focused on the intention and not shut you out at the first sign of a filter violation. It could sound like this:

“With all due respect, I know that you have been doing this for some time (profession, education and possibly age filters have just been referenced). What are your thoughts on…?”

With this sentence, the leader has tactically built the exchange to be sensitive to filters and allowed the signal process to continue to the point of the message.

Dr Jeff Magee
Facebook (Get a FREE copy of my Performance Execution Ebook)
Twitter

http://JeffreyMagee.com

Communication Effectiveness – Becoming a Constant Solution Provider!

Turning arguments and debates into solutions and alternatives is a hallmark of both effective communicators and successful leaders. As communication goes hi-tech and low-touch, it becomes easy for disconnection to arise in communication. These disconnections only serve to impede productivity and profitability to businesses.

A leader must be constantly cognizant of the individual tactics deployed to stimulate open dialogue.  While in pursuit of solution-oriented dialogue and an environment conducive to free spirited communication exchanges, how one engages or responds to another directly influences whether that communication exchange will be solution oriented or corrosive.

How you arrange a conversation has a direct influence upon the mindset of the participants, which will determine how healthy the outcomes will be. In her classic work, The Argument Culture, author Deborah Tannen illustrates how one sentence sets up defense posture and another creates inclusion. Consider: “Battle of the sexes” (argumentative) versus “Relations between men and women” (dialogue). Or, “Debate” (argumentative) versus, “Discuss” (dialogue). In striving for solution-oriented communication exchanges, be careful not to derail otherwise positive intentions.

Here are ten powerful ways to tactically stimulate solution-oriented communication among individuals in your work place:

  1. Establish Ground Rules – Identify how the other party likes to communicate (visual, auditory, kinesthetic) and share with them how you communicate best. By establishing these most basic ground rules, you open yourself to gain greater participation from others!

  1. Covenant-Based – This implies that, as the sender of a signal, you “also” recognize what else you can do to make the communication exchange non- threatening and solution-oriented. So, in looking at the “What else can I do?” (covenant implies other responsibilities) factor, make sure to listen and take notes to objectively consider the other parties’ positions, ideas and views.

  1. You First – Become known as the person who always seeks others’ ideas before offering yours. This may allow for a synergy of action plans and a more cost effective final result!

  1. Demand Alternatives – Whenever someone voices a rejection to an idea or action plan, instead of defending, digging in and challenging the other party, simply back up, gently look at the attempted challenger and say, “What do you feel would be a more viable option?” If they don’t respond with a tangible answer, repeat the question again. What you are implying is, “Put up or shut up!”

  1. One Percent Factor – Regardless of a solution (whether yours or someone else’s), always ask, “What can we do one percent more to make this even more productive or profitable?” This causes people to strive even harder and implies that pushing for something better is always acceptable and expected!

  1. Learn to Forecast – Recognize that when circumstances dictate that you realize an impending problem, and adjustments are not made, this is a great opportunity to invest internally with your colleagues. Ask, task, delegate or assign to everyone to collectively workshop your forecasted challenge for alternatives, solutions or coping strategies so the forecasted issue does not implode the productivity of individuals in the future.

  1. Shop Your Ideas Electronically – Before implementing any solution-action plan, always bounce your challenge and perceived solution off of at least three other people. Someone you know, who previously has been where you are, someone two positions removed from you, who can provide an emotionally biased view and the person most likely to be affected by your action!

  1. Identify Internal Subject Matter Experts – Intrapreneurs – Cultivate from your colleagues, employees and customers (that would be entrepreneurs) those individuals who possess a wealth of knowledge (based upon their education, experience or certifications) and could be the official or unofficial “go to” people to solicit feedback for your solutions and quick-start ideas for your challenges.

  1. Solution Board – When time allows for solution (idea) generation, post that on a community bulletin board with all of your team (including yourself) listed vertically below the entry. Then, post a deadline and publicly invite everyone to write their ideas and allow for ideas to feed off one another. If someone posts an unprofessional energy, let it stand. Later, when you pull the idea list down for discussion in a meeting, engage that person by using technique number four in this list.

  1. Horizontal Action Information Grams – Encourage cross communication among individuals, not from a bragging perspective, but from a “lessons learned” celebration perspective. When someone has faced a difficult situation, generated a viable solution and experienced victory, encourage them to share that three-step evolution with everyone.  If someone else finds him or herself in a similar position in the future, they will be prepared with solutions!

As a leader, if you really want to empower your team and create an environment of mega solutions, design a system that both recognizes and rewards implemented solutions. Imagine giving ten percent of any solution that yields a savings or increase in profitability to an organization. Wow! Pure solution energy. The downfall, unfortunately, is that most leaders take a minimalist attitude towards this view; they don’t want to share ten percent of something they don’t have at the expense of never cultivating the solutions from their most prized assets (their people) that would otherwise yield them a 90 percent gain!

An effective leader continually focuses on individual performance improvement in a highly effective organization. A leader always appreciates, respects and focuses upon the tactics which turn arguments and debates into solutions and alternatives for positive outcomes in every communication exchange.

Dr Jeff Magee
Facebook (Get a FREE copy of my Performance Execution Ebook)
Twitter
http://JeffreyMagee.com

Communication Effectiveness – The Three-Level Exchange Process to Value-Based Action!

World-class communication exchanges made easy in the work place. What could be easier?

As a leader, how the other party interprets your message is crucial for the exchange process to occur. Understanding the act of communicating to another person or groups in the work place and in which level of the communication exchange process you are residing is also important to word economy and communication breakdown avoidance.

If you were to have an out-of-body experience and observe yourself communicating with someone either significantly younger or significantly older than yourself, you would notice how your behavioral patterns change, without much pain or effort, to allow for a successful exchange. When one transitions into a communication exchange with someone in the same peer group, however, many of the exchange process breakdowns occur due to simple resistance or avoidance to what one just did effortlessly with the youth or elder.

So, what are these behaviors, and what are the three exchange process steps to value- based action on the part of the recipient in your communication exchanges?

1. RECEIPT/RECEIVED of the message itself is obviously necessary if the message being sent is to be processed and acted upon. Many times, managers and leaders merely craft a message with little regard for the actual recipients.  They send that message through the communication airwaves and assume it will be received and acted upon.

2. UNDERSTANDING of the communication signal being sent by the recipient is essential for the exchange process to evolve upward. Tailoring the message intent by using the appropriate words, syntax, tone, emphasis, imagery, stories, examples and statistics that the recipient can actually comprehend is essential at this second exchange level!

3. VALUE of that signal to that recipient causes action!


As a tactical leader, ensuring communication exchange success is dependent upon your ability to deploy the individual steps necessary to ensure each level is addressed thoroughly!

Here are several immediate application techniques to ensure each step is addressed as thoroughly as necessary and you don’t overkill any one level.

  1. RECEIVED – Ensuring that the signal is received dictates an awareness of any possible interference issues and objectively looking at the transmission of the communication exchange from a broader perspective.

Make sure you communicate at the right time and place. Be sensitive to what is happening in the other person’s environment, and ask for verification that it has been receive. Also inquire if they would like the signal delivered in a different format than how you are delivering it at that present moment. The objective is to do something to ensure that if you are taking the time to send a message, it is, in fact, being received. If you d o not receive any immediate feedback confirming a message’s receipt, assume the responsibility to follow up with them in the near future to solicit feedback and determine if it was received. If you receive feedback that the message has been received, cease the delivery activity and evolve upward to the second communication exchange level. Another tactical way to ensure a signal is being received – with minimal interference – would be to ask the recipient to repeat the message; this will ensure the message is correctly relayed. Give the signal a bounce back mechanism – an email return receipt, a phone call response or a postal receipt vehicle – to merely let you know level one has successfully been accomplished.

  1. UNDERSTOOD – Ensure that you adjust how the message is constructed so the recipient can understand and process its meaning. A lot of times, the core reason a person does not take action (Level Three, VALUE) in a communication exchange is due in large part to a breakdown at level two.

This is where one adjusts the jargon, slang, code words, phrases, vocal tones, speed, pitch and pace of the communication signal being delivered.  This allows for an accent that can break down understanding based upon the level of education, knowledge, training or experience the parties involved in the communication interaction have!

The use of PowerPoint, handouts, slides, signage, literature, business cards, notes, audio and anything else used to reinforce the understanding of the message must be used judiciously and concluded at the precise moment the recipient clues you into the fact that they understand. The danger of continuing can be the complete disconnect by the recipient to the sender in the communication exchange process!

  1. VALUE – When a signal has value, it motivates the recipient to take action. Your objective in crafting the signal is to build it from the other person’s vested interest level and perspective – the old “what’s in it for me” syndrome!

Motivating the recipient to take action is the net result of effectively crafting your message to evolve through the three levels. A person can sense value only when your message addresses two core needs: Pleasure or Pain. If they sense a better outcome, elevation in status or enrichment of any level, the “Pleasure” is implied, and the recipient will tend to sense a level of value and take action. Conversely, if your message communicates a worsening of lifestyle, status or position, “Pain” has been implied. If that reaches a level the recipient cannot tolerate, the action will again be taken.

The effective leader recognizes all of the nuances that tactically influence effective communication exchanges and strives to ensure he or she takes the necessary steps at each individual level to attain success with the intended recipient.

Dr Jeff Magee
Facebook (Get a FREE copy of my Performance Execution Ebook)
Twitter
http://JeffreyMagee.com

Communication Effectiveness – The Psychology of Shaping, Sending & Receiving Signals!

As a leader, how you tactically shape and send communication signals to others will have a direct influence on how others perceive you as a leader and embrace your communication signals!

Communication effectiveness in sending and receiving signals in the work place is critical to keeping everyone on the same game plan and not creating minor implosions for miscommunication. With a better understanding of the shared commonalities between the sender and receiver, a leader can become increasingly more effective in creating a hospitable environment for the communicators.

When crafting a communication signal, the tactical leader must recognize that for all of the differences among the individuals involved in the communication exchange, there are some shared commonalities concerning the communication psychology. As a sender (encoder) of a signal or the receiver (decoder) of a signal, it is important to see the psychology of communication as circular in design; what occurs within the process of sending a signal is similar to what occurs in receiving the signal.

To improve the process of sending communications (whether printed correspondence and memos, email, voice mail, teleconference, face-to-face interactions or group presentations), consider the six evolving variables of the process:

1. YOU as Sender =

2. Encoding Via =

3. How one Thinks (logic, rationalization, analyze…) and

4. How one Feels (instinct, emotion, experiences…) =

5. Shaped by your Filters =

6. Your Intentions =

7. The communication signal that actually leaves as a

    representation of you!

“The words that you choose to use are the only representation I have of who you are and how you wish to be judged!” Explosive advice from a trusted colleague, Mr. Jim Stovall, President of the Emmy Award-Winning Narrative Television Network, television for the sight impaired viewed daily by millions!

To further enhance your ability to craft powerful words and messages, recognize that within the norm of communication exchanges in the work place how one goes about sending a signal is mirrored in the receiving side as well. Recognizing as much as you can about the intended recipient of your signal will help you tactically adjust the building and sending of a signal for maximum impact!

1. THEM as Receiver =

2. Decoding Via =

3. How one Thinks (logic, rationalization, analyze…)=

4. How one Feels (instinct, emotion, experiences…) =

5. Shaped by their Filters =

6. Their Perceptions =

7. The communication signal that actually is received as a representation of you!

What causes most communication breakdowns in the workplace today is when the psychology of communication is obstructed due to the sender or receiver, which in turn allows their FILTERS to be violated. There are six shared FILTERS that influence how we think and feel in the process of communication. If violated, the communication exchange process typically will break down, and one or both parties will feel compelled to defend the filter that they feel has been challenged. The six common shared filters are:

  1. Age
  2. Gender
  3. Race
  4. Education (formal, informal, technical, certifications, etc.)
  5. Socioeconomic position and background
  6. Profession (or cumulative professional backgrounds)

All of these shape how one encodes and decodes. The more you know about the other person, the more you will recognize that six filters are not a finite number. Rather, there are an infinite number of filters one can have. The six is merely a shared starting point. If you know what your filters are, that’s great! But remind yourself that if the recipient does not share a similar filter, you shouldn’t let that filter become such an over influencer of the signal that it becomes the filter violation breakdown!

Example: When I moved to Tulsa, Oklahoma a few years ago, I found myself being turned off by a great number of individuals when it came to communication exchanges. I soon was able to isolate the cause…it was a filter violation. In Oklahoma there is a shared number seven filter (RELIGION, or a derivative thereof) that is used to influence how almost everyone communicates; outside of Oklahoma it is exceedingly unprofessional. Once I was able to recognize what it was that I was unaccustomed to, I was able to set that to the side. Now, I hear people for the signal they are sending and not the one they are violating.

Should you need to engage someone on your team, there may be a reason for you to suspect that there could be a communication filter violation that would impede the flow of encoding and decoding. Therefore, you should preface the signal intent with a respectful reference to their filter, encouraging their ear to remain focused on the intention and not shut you out at the first sign of a filter violation. It could sound like this:

“With all due respect, I know that you have been doing this for some time (profession, education and possibly age filters have just been referenced). What are your thoughts on…?”

With this sentence, the leader has tactically built the exchange to be sensitive to filters and allowed the signal process to continue to the point of the message.

Dr Jeff Magee
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