COMMUNICATING FOR LEADERSHIP SUCCESS

Development Dimensions International, Inc., MMXII. 1 Permission is granted to photocopy this page for internal use only.

Managers Guide

FOR THE MANAGERS 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 Managers 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 theyve learned to their jobs.

File Name: CLS-ManagersGuide

Development Dimensions International, Inc., MMXII. 2 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. 3 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 successfullyin person and virtuallyso 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 peoples 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 needspersonal and practicalmust 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. Respected and valued. Trusted (and willing to trust). Meaningfully involved. Supported.

Reach a decision. Resolve a conflict. Develop a solution or solve a problem. Plan how to approach a task or project. 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 organizations business goals.

Development Dimensions International, Inc., MMXII. 4 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).

In addition, checking for understanding ensures that everyone understands whats 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

Monograph Discussion

Planner

Effective Feedback

Participants learn about STAR, an approach to giving complete, specific feedback that reminds the leader to describe: STSituation or Task. What was the problem, business opportunity, challenge, or task?

AAction. What was said or done to handle or respond to the situation or task?

RResult. What happened, for better or worse, because of the persons or teams actions, and what was the impact or consequence of that result?

An additional AR component for providing developmental feedback includes: An Alternative actionsomething the person or team could have said or done differently.

The enhanced Result that the alternative action might have produced.

Key Principles

These Key Principles can be used anytime to address others personal need to feel appreciated, understood, or involved: Esteem

Empathy

Involvement

Share

Support

Interaction Guidelines

Five Interaction Guidelines provide structure and direction to learners discussions so that they can meet the practical need of achieving objectives: OPEN

CLARIFY

DEVELOP

AGREE

CLOSE

INTERACTION

ESSENTIALSSM:

WHAT THEY ARE

AND WHY THEY MATTER

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Human beings are social creatures. In daily lives

and our work, we are constantly interacting

with others. Whether these interactions happen

face-to-face, over the phone, or through e-mail

or text, the way we treat others and how we

communicate with them makes an impactfor

better or worse. So what are the skills required

to conduct effective interactions day-to-day?

Through our 40+ years of assessing talent, con-

ducting research, and creating development

programs, we have found that there exists a

core set of skills everyone needs to master in

order to effectively build relationships and get

work done. We call these skills the Interaction

EssentialsSM.

We refer to them as the Interaction Essentials

because they are the core behaviors that make