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Manager’s

Guide
COMMUNICATING FOR FOR THE MANAGERS
LEADERSHIP SUCCESS OF PARTICIPANTS

One or more of your people are scheduled to participate in the Communicating for Leadership
Success session. You play a critical role in ensuring results from their learning and development
activities. This guide will help you support and reinforce the benefits of the Communicating for
Leadership Success course back in the workplace.

This Manager’s Guide is organized as follows:


Before the Session: Setting Up Learners for Success ....................................................... 2

Describes the Course Prep and what you can do to ensure participants arrive at the
session prepared and motivated to learn.

Overview of Course Content .................................................................................................. 3

Presents key course content to help you understand and reinforce the use of the
concepts, skills, and techniques introduced in the course.

After the Session: Reinforcing and Supporting Application ............................................. 5

Provides an action list you may refer to and use at any time to help participants
successfully apply what they’ve learned to their jobs.

File Name: CLS-ManagersGuide

© Development Dimensions International, Inc., MMXII. 1 Permission is granted to photocopy this page for internal use only.
COMMUNICATING FOR LEADERSHIP SUCCESS

Before the Session: Setting Up Learners for Success

About the Course Prep


Participants begin their learning and development experience for Communicating for Leadership
Success by completing course preparation activities. These include:
• Reading background about a workplace situation and jotting down notes for a follow-up
discussion in preparation for the opening activity of the course.
• Completing and scoring a self-assessment of their interpersonal skills.

Consider using these activities with each person before the classroom session:
• Discuss how effective communication contributes to business success in your organization,
including how it benefits leaders directly.
• Share and solicit insights about how providing meaningful feedback can enhance leadership
success in your organization.

Encouraging and Supporting Participation


To make the session as valuable and successful as possible, consider the following:
 Provide the time and resources people need to complete the Communicating for Leadership
Success Course Prep (estimated completion time of 15 minutes).

 Listen for and openly discuss resistance or objections to attending the training. Work with
people to find ways to overcome them.

 Schedule a post-training meeting with each person to discuss how he or she will begin using
the skills that will be introduced in the session. Identify and agree on how to monitor
progress and how to measure the application of new skills as well as potential challenges.
Do this before the training so you can set expectations for follow-up.

© Development Dimensions International, Inc., MMXII. 2 Permission is granted to photocopy this page for internal use only.
COMMUNICATING FOR LEADERSHIP SUCCESS

Overview of Course Content


Successfully completing Communicating for Leadership Success will enable learners to:
• Enhance their performance as leaders who achieve results through others as they build
stronger relationships with their teams and others.
• Realize business benefits as well as benefits to themselves as leaders from anticipating and
meeting the personal and practical needs of those with whom they interact.
• Plan for interactions more successfully—in person and virtually—so that their efforts and
those of their teams are increasingly focused, efficient, and impactful.
• Enrich the feedback that they provide to others.

Core Content
In an increasingly complex and fast-paced work environment, leaders often fail to see the impact
their interactions with others have on their success as leaders, their job satisfaction, or the
success of the business. Meeting ambitious deadlines and maintaining operational metrics can
overshadow being aware of people’s “human” needs.

In Communicating for Leadership Success, participants learn when and how to use interpersonal
skills that will enable them to prepare for, lead, and participate in a variety of crucial interactions
with you, their peers, and their team members.

Personal and Practical Needs


For an interaction to be effective, two kinds of needs—personal and practical—must be met.
Personal needs are the “human” needs that each individual brings to the workplace and to
interactions. Practical needs are the objectives an interaction is intended to accomplish.

Personal needs include the need to feel: Practical needs include the need to:
• Heard and understood. • Reach a decision.
• Respected and valued. • Resolve a conflict.
• Trusted (and willing to trust). • Develop a solution or solve a problem.
• Meaningfully involved. • Plan how to approach a task or project.
• Supported. • Plan the implementation of a change.

When personal needs are met, people become more engaged and motivated, and their work
results improve. When practical needs are satisfied, people are more likely to achieve their
objectives and the organization’s business goals.

© Development Dimensions International, Inc., MMXII. 3 Permission is granted to photocopy this page for internal use only.
COMMUNICATING FOR LEADERSHIP SUCCESS

Interaction Essentials
The Interaction EssentialsSM will help learners address both personal and practical needs so
that their workplace interactions can be more effective. The Interaction Essentials are:
• Key Principles (to meet personal needs).
• Interaction Guidelines (to meet practical needs).

Key Principles Interaction Guidelines


These Key Principles can Five Interaction Guidelines
be used anytime to address provide structure and direction
others’ personal need to to learners’ discussions so that
feel appreciated, they can meet the practical
understood, or involved: need of achieving objectives:
• Esteem • OPEN
• Empathy • CLARIFY
• Involvement • DEVELOP
• Share • AGREE
• Support • CLOSE

In addition, checking for understanding ensures that everyone understands what’s been said or agreed
to and making procedural suggestions keeps the discussion moving forward.

Learners watch engaging videos in which they see the skills in action
and take part in a variety of activities to try out the skills themselves.
They fill out part of a Discussion Planner for an upcoming workplace
discussion. (For information on the planner and the skills, double-click
the icons at right. Print the files or save them to a desired location.) Research Discussion
Monograph Planner

Effective Feedback
Participants learn about STAR, an approach to giving complete, specific feedback that reminds
the leader to describe:
• ST—Situation or Task. What was the problem, business opportunity, challenge, or task?
• A—Action. What was said or done to handle or respond to the situation or task?
• R—Result. What happened, for better or worse, because of the person’s or team’s actions,
and what was the impact or consequence of that result?

An additional AR component for providing developmental feedback includes:


• An Alternative action—something the person or team could have said or done differently.
• The enhanced Result that the alternative action might have produced.

© Development Dimensions International, Inc., MMXII. 4 Permission is granted to photocopy this page for internal use only.
COMMUNICATING FOR LEADERSHIP SUCCESS

After the Session: Reinforcing and Supporting Application


After participants have attended Communicating for Leadership Success, you can reinforce and
support their application of skills in the following ways:
 Encourage accountability. Hold participants accountable for consciously using the
Interaction Essentials to meet personal and practical needs in their interactions with team
members and others. For example, a goal could be: Begin using the Key Principles in each
interaction with team members to better meet their personal needs and build stronger
relationships.

 Offer support. Discuss each person’s notes for development from the course activity,
“Make It Personal,” and offer your support in implementing their plans to enhance
interpersonal skills. You might also meet with the person to help him or her complete a
Discussion Planner for an upcoming interaction, and then follow up with the person after the
interaction to see how it went.

 Measure progress. Work with people to identify and agree on ways to measure their
progress and success in applying their newly learned skills and knowledge. For example,
they could use a survey to gather feedback from team members on their progress in using
the Interaction Essentials.

 Use social media. Take advantage of technology to sustain learning and development.
For example:
• Post the Key Principles on a discussion board and ask for specific input on how learners
have used them (or observed others using them) to realize leadership success.
• Write a blog to recognize how participants and other leaders are using the core content of
Communicating for Leadership Success to meet both personal and practical needs.
• Share links to articles, videos, and other media that reinforce the importance and impact
of providing and responding to effective feedback.
 Address barriers. Discuss barriers that are preventing people from applying new skills and
help them plan how to overcome them.

 Provide feedback. Regularly check in on formal or informal discussions to ensure people


are applying the new skills and that their use of them is positively affecting performance.
Then, incorporate feedback on their skills in their performance reviews.

 Recognize successes. As participants begin to consciously use the Interaction Essentials,


acknowledge and appreciate the impact—big or small—their work is having on business
success. Use your firsthand observations as well as feedback from the participants and
stakeholders.

© Development Dimensions International, Inc., MMXII. 5 Permission is granted to photocopy this page for internal use only.

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