If you truly understand resistance, you seldom need to deal with it: You manage its cause before it even manifests itself!
The leader understands the source of resistance and deals with it adequately. Some typical sources are: Continue reading “Using Resistance to Lead Effectively”
In my post Once You Understand Emotion, Motivation Is Easy, I laid the link between Deci and Ryan’s Self-Determination Theory and current emotions.
In this post, I will briefly expand these ideas and then focus on a specific emotion from a communication and leadership point of view: Anxiety. Continue reading “Anxiety, Communication and Leadership”
One of the most powerful theories on how to motivate people on the work-floor is Deci and Ryan’s Self-Determination Theory. In my post ‘Effective Communication Is About Understanding Emotion’ I dealt with the idea of Observational Listening and how that way of listening focuses on emotions people are currently experiencing. These two concepts together make a powerful combination in which motivation takes current emotions into account. Continue reading “Once You Understand Emotion, Motivation Is Easy”
Imagine a world in which you wouldn’t experience any emotion whatsoever. What would your life look like? Drab? No, it wouldn’t be drab, as that’s an emotion. Nor boring, peaceful or any other state of mind which implies an emotion is being experienced. This means, therefore, that emotions are necessary for you to be able to experience anything at all. It goes a step further: Emotions are adaptive, they increase your chances for survival. Take fear, for example. If you didn’t ever get scared, you wouldn’t be aware of danger and would do silly things, like not jumping out the way when a car comes barreling down the road towards you. Emotions tell you what is important, what needs your attention and what action is required. Only when something is important enough does it capture your attention, this all thanks to the emotion that brings it to the forefront for you. And you only learn something when it is important enough to be able to react appropriately to such a given situation. In other words, emotion not only tells you what is important, it also is the motor for your learning. Emotions are primary. Emotions motivate. Continue reading “Effective Communication Is About Understanding Emotion”
People usually know very well what they don’t want, and are also easily able to verbalize that. The reverse is less true. Knowing what you don’t want is one thing; knowing what you do want is a little trickier, leave alone being consistent in verbalizing that in what is known as positive language. Yet doing just that is also good for your self-image. Continue reading “Positive Language Is Good For Your Self-Image”
An important task you have as a leader is giving feedback. Not only in terms of task performance (so that the other knows how he or she is doing), but also in terms of social behavior. This article is about just that: giving feedback on someone’s behavior with the intention that the other actually does something with that feedback. In other words, you give feedback because you would like to see different behavior. In a previous post, we looked at the difference between compliments, criticism and feedback. We now deal with the rules you should follow in order to increase the chance that your feedback will lead to desired results. Continue reading “Why Leaders Give Feedback”
An important task you have as a leader is to give compliments and know how to deal with criticism. Compliments motivate; criticism has a negative effect on relationships. And good relationships already facilitate an environment in which the other is more willing to do things differently. In this article we therefore focus on what the effects of compliments and criticism are. In a future article, we will concentrate on a related skill: Giving feedback. Continue reading “Compliments, Criticism And Relationship”
One of the powerful conversational techniques is the Socratic dialogue, a method which boils down to making your conversational partner aware of what precisely they are saying, what exactly they are thinking and what they are actually doing. The major difference between ordinary conversation is that this awareness is reached via questioning and literal reflection instead of directly telling them. As was mentioned in a previous post, the Socratic dialogue is based on reflecting meaning, in other words, it’s not about the facts nor the emotions those facts elicit, but what this all means (and what the impact is) for the other. Continue reading “The Socratic Dialogue”
One of the problems when dealing with communication as a subject is that various authors sometimes use the same term to mean something different. This is especially true of the word reflection. To avoid confusion, I have decided to use the term ‘reflection’, but never on its own and always with a qualifier to indicate what is being reflected. So, when speaking of reflection as an activity to reflect on your own functioning, I use the term ‘self-reflection’. In terms of listening skills, I use three terms: Literal reflection, when actual words are repeated; reflection of emotions, when dealing with the feelings we observe in our conversational partner; and reflection of meaning, when we interpret what someone may mean by what they have just said. Continue reading “Reflection, Reflective Listening And Some Other Terms”
What really makes a good leader? Many theories and models try to show us the way. The discussion may be approached from several perspectives. For example, what are the characteristics (or personality traits) of effective leaders, what do effective leaders do or what are process models in which the nature of the work is connected with the type of leadership that is effective? We’re not going to deal with all the approaches in this post – that would require a book in itself! We’re going to focus on one of the common factors: the leader’s social skills. Why? Because attractive leaders are also much more effective leaders. Specifically we will look at one element of these social skills, one which especially makes leaders attractive, both to the people who work for them as well as to others, either higher up in the organization or outside: their ability to always add something to any interaction in which they engage. Continue reading “It’s About What You Add To The Interaction”