Leveraging Your Communications

7/27/2019 Leveraging Your Communications

1/35

Leveraging YourCommunicationStyle PCSI

Monica BrunacciniDirector, LeadershipDevelopment


2/35

Welcome!

AGENDA

Why communication is so important Introduction of PCSI - Coaching Styles

Overview of each coaching style

Distinction between styles

Flexing your style real life scenarios Applying what you learn


3/35

Program Objectives

You wil l gain an understanding of:

Why coaching styles are important The strengths and liabilities of each style

The impact of different styles in the workplace

The impact of communication with someone of the same style

or different style Opportunities to immediately apply your learning


4/35

Why is communication key?

Regardless of the changes in technology, the market for well-craftedmessages will always have an audience.

- Steve Burnett(Technical Writer)

The art of communication is the language of leadership.

- James Humes(Former Presidential Speechwriter)


5/35

Types of Communication

Verbal

Interchange of information- thoughts, opinions, writing and/or speech

Voicemail: How does it sound to the receiver? Email: How is it perceived by the receiver?

Meetings: Be here now concept and no phones please.

Listening: being an active listener

What you say to the person and aboutthe person.

Non-verbal

Interchange of information - observations and/or signs

What is my body language stating?

How does my resting face get interpreted?

Are you fully engaged: the power of eye contact?


6/35

Communication Fundamentals

How do you know when you are connecting withsomeone in a conversation?

When the conversation is focused and organized When you feel compatible with the person

When the pace seems even and everything clicks


7/35

Communication Fundamentals

How do you identify when there is a misconnectionand a potential style difference?

When one person is talking much more than the other When you dont feel like the person gets it

When your pace is different from the other persons


8/35

Created by Coach Works International

Used since 1995 by tens of thousands of individuals world-wide First coaching instrument developed by coaches for the coaching

industry

Designed to address the need for understanding and mastery ofinteraction styles

Not a psychological/personality tool Intended to be a self-inventory how to enhance effective

communication and relationships

PCSI Assessment

Personal Coaching Style Inventory


9/35

Aids you to understand and enhance your communication,

interpersonal skil ls and relationships.

Recognize style distinctions in others and yourself

Aid you to build rapport and connect with others

Focus on stronger, more strategic outcomes

Can forward conversation more clearly and precisely

Identifying Your Natural StylePCSI Personal Coaching Style Inventory


10/35

Four different styles:

Director

Presenter

Mediator

Strategist

There is no right or wrong style and

everyone has a li ttle of each style.

PCSI Styles


11/35

Complete the assessment

Total number checked for each column

Mark this in the associated sections at the bottom ofthe page

The highest score typically is your natural style, the onethat best describes you!

Determining Your Style


12/35

One High Score (4 points or more)

Strong preference

Two High Scores (within 2 points) May lead with preferred style and can draw from others

Three Close Scores Will lead with preferred style, may have developed from experience

Equal Score in all four styles

Highly adaptable, may appear inconsistent to others

PCSI Assessment:Determining Your Natural Style


13/35

What is yournatural style?

PCSI Assessment:Poll of Todays Attendees


14/35

Distribution of styles for optimum team performance:

Director 30%

Presenter 20%

Mediator 40%

Strategist 10%

PCSI Communication Styles


15/35

Liabilities

-Impatient with those who work slowly-Lone ranger

-Can be judgmental

-Tendency to dominate others

-Difficulty trusting others work

-Need to be in control causes frustrations

PCSI Assessment:Directing Style

Strengths

-Fast paced, quick thinkers-Focus on action and results

-Decisive

-Takes responsibility

-Natural leaders

-Visionary, big picture


16/35

Liabilities

-May not always be taken seriously-Poor operational follow through

-Easily bored

-May over promise and under deliver

-Would rather talk than listen

-Does not manage time well

PCSI Assessment:Presenting Style

Strengths

-Knows how to have fun-Always up, energetic

-Communicates easily

-Motivates others

-Lots and lots of ideas

-Enjoys/prefers new projects


17/35

Liabilities

-Likes privacy, difficult to get to know-Focuses on people issues first

-Reluctant to correct difficult peopleproblems

-Doesnt like risk taking

-Doesnt care for surprises-May avoid center stage

PCSI Assessment:Mediating Style

Strengths

-Subtle, gentle, indirect, inclusive-Good listener

-Expert

-Loved by everyone

-Champion of others

-Encourages others throughappreciation


18/35

Liabilities

-Difficult to stop pursing perfectness-Fear of mistakes (time consuming)

-Tends to be critical

-Worries a lot

-Slow to embrace new

-Tends to be critical

PCSI Assessment:Strategizing Style

Strengths

-Likes people, not large groups-Confident if facts are known

-Likes to give advice

-Very thorough

-Fair and unbiased

-Enjoys structure


19/35

Strategist

Presenter

Mediator

Director

What are the followingindividuals styles?


20/35

What is your reaction to the assessment?

Does your primary style resonate with you?

Do you have any questions about the different styles?

Questions and Comments


21/35

Lets consider the following

How does each style like to make decisions?

How does each style work on a team?

How does each style approach meetings?

How does each style like to receive feedback?

How does each style like to be acknowledged?

Group Discussion:Application of Each Style


22/35

How The Styles Make Decisions

DirectorDirector

MediatorMediatorStrategistStrategist

PresenterPresenter

Quickly

Based on facts

Refer to the bottom line to help makedecision

Delegates any details

Considers the impact on other

people

Intuitive decision maker

Gets others excited and takes themwith them

Needs data, details, facts, figures andlogic

The need for all the facts may slow thedecision making process

By consensus

Can see things from othersperspectives which may slow the

decision making process


23/35

How The Styles Work on a Team

DirectorDirector


PresenterPresenter

Keeps the team moving towardsthe goal

Focuses on action

Focuses on bottom line and profit

Facili tator, motivator and networker

Creates an atmosphere of fun

Energises the team

May show lack of fol low through

Provides the data to supportdecisions

Finds change difficult

Need for perfection can causefrustrations in others

Very thorough

Good listener, sensit ive

Peace makerWill lead if asked to

May be overpowered orovershadowed by Directors and

Presenters


24/35


25/35

How The Styles Receive Feedback

DirectorDirector


PresenterPresenter

Objectively rather than subjectively

As an opportunity to get to theresult

Is likely to take immediate action

Will see it as related to bus iness,not personal

Finds it difficult to receive negativefeedback mix with some positive

May appear aloof to lighten theimpact

May take it personally

Finds it difficult to take criticism expects posi tive feedback

May challenge or questionfeedback

Needs stats and specifics tounderstand the feedback

Accepting of any feedback

Will take it to heart

Will see all s ides

May find it difficult to receiveposi tive feedback


26/35

How The Styles Like to be Acknowledged

DirectorDirector


PresenterPresenter

In public

For results and the impact on bottomline

Title and power first , then money

In public with fireworks

Anyt ime, anywhere (and as often aspossible)

Flattery

In private

Given by someone they respect

With specific examples

In private

Money

With respect and honesty

Mention and praise others who havecontributed


27/35

Commonalities Between Styles

DirectorDirector


PresenterPresenterTaskFocus

People

Focus

DirectCommunication

IndirectCommunication


28/35

Leveraging Your Style

What is your primary communication style?

What are the strengths of your style?

Where do you need to flexyour style in individual interactions?

Where do you need to flexyour style in team communications?


29/35

Helpful Hints

Approach Directors with clear, concise information and a resultsorientation. Minimize chit chat.

Approach Presenters with an exchange of personal information first,and respect their impulsive and intuitive ideas.

Approach Mediators with acknowledgment and patience. Recognizetheir sensitivity and humble attitude, and encourage them to sharetheir thoughts.

Approach Strategists with as much data as possible, and respect

their need for attention to detail. They may have important details thatshould not be overlooked.


30/35

Questions on any information that has been presented.

Sharing of personal insights

Suggestions on how to apply what you have learned

Closing Questions and Comments


31/35

Outline the strengths and liabilities of your primary style

Educate people about your style

Identify where you need to flex your style

Focus on enhancing a particular relationship

-Consider someone you would like to interact with more effectively.-What do you think is their natural style?

-How could you approach communicating with them differently?

Forwarding Your LearningRecommended Action Steps


32/35

The Personal Coaching Styles Inventory (PCSI) was created byCoachWorks International.

The handout you were given today is for your personal use ONLY and isconsidered value through the Pathways/ AITP partnership.

To purchase the full PCSI tool, please visit the CoachWorks site at:

http://coachworks.com/pcsi.lasso

About the PCSI Tool


33/35

Pathways is:

a premier leadership development program for A

players and highpotentials who are aggressively seeking the seat of CIO or another seniorleadership position within IT

an opportunity for AITP members to participate in customizable educationand leadership training initiatives

developed around three areas of professional development: leadership,technology and business

Visit council.cio.com/pathways/aitp and enroll today.

About the Pathways Program


34/35

Key Advice for Women in IT

Boston Chicago San FranciscoTuesday May 10, 2011 Tuesday J uly 12, 2011 Thursday J une 9, 2011

Visit http://events.cio.com/AITP to register today!

Our panel:

Pamela Rucker, PresidentThe Rucker Group &EWIT Co-Chair

Mary Finlay, ProfessorSimmons School ofManagement

Rhonda Gass, Vice PresidentInformation TechnologyDell


35/35

Thank you.

Contact Monica Brunaccini at:[email protected]

Date post:	02-Apr-2018
Category:	Documents
Upload:	shush10
View:	214 times
Download:	0 times

Leveraging Your Communications

Documents