Facilitator Notes
Leaders as Communicators
Enhance your communication style to engage and inspire
2 Facilitator Notes: Leaders as Communicators Workshop – Enhancing my communication style to engage and inspire
Content Facilitator Preparation
Session and Timings Summary
Our Inspiration
Personal Impact and Influence
Communicating a purpose
Engage for success
Applying your learning
Close
3 Facilitator Notes: Leaders as Communicators Workshop – Enhancing my communication style to engage and inspire
Facilitator
Preparation
These notes include information about how to deliver the training,
including key learning points, activities, session timings, questions
and discussion points. Please read all the information in this pack
and complete any preparation or research you personally require
to deliver the training successfully.
Audience: Focus on developing candidates who need to build their
ability to create an inspiring and engaging communication style as
a leader.
Aim: This training sets out the responsibility managers have in
being effective communicators as part of their leadership role. We
will explore how to set the right vision and purpose for their teams
and effectively engage them to deliver results.
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Pre-event activity
You will need to ensure that you have sent candidates
the Candidate Notes at least three weeks before the
training and follow up with a couple of reminder
emails.
At least one week prior to the event:
Familiarise yourself with the aims of the training and be aware of
the pre-learning activity asked of candidates.
At least three days prior to the event:
Send out the final reminder email to candidates.
Review the facilitator notes in detail.
Familiarise yourself with handouts (bring enough copies for all
candidates), activities and videos.
Ensure you have a clear understanding of the links between the
training activities and the pre-learning activities.
Have a clear idea of how you will support any candidates who
have not completed the pre-event activity – without disrupting
those who came fully prepared.
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Equipment
You will need to provide your own laptop and have printed enough
copies of relevant handouts. You will also need a flipchart, pens,
post-it notes and printed copies of this year’s Civil Service people
survey results.
Please check the video clips work and the sound quality is good.
Participant numbers
Minimum number: 8 Maximum numbers: 16.
Room Layout
Cabaret Style – maximum of 4 x tables of 4 candidates.
Or, where smaller groups are in attendance then horseshoe
chair arrangement
Pre-event activity
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Arriving in advance to facilitate:
• Ensure room layout is correct and allows for safe and easy
movement.
• Prepare handouts and other materials for ease of distribution
during the session.
• If you are not automatically briefed, ask about the fire evacuation
procedure, confirm whether a drill is due to be carried out that
day and familiarise yourself with the nearest exits and location of
the meeting point if evacuation is necessary.
After the event:
The candidates will complete a feedback form, please return them
to CSL.
Pre-event activity
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Session and
timings summary
Timing Session Number
and Title
Slides and Resources
10 minutes Our inspiration Slide 2
Show video from CSLive link
https://design102.wistia.com/medias/c9j905o
9z2
40 minutes Personal
impact and influence Slides 3-7
10 minute Comfort Break
40 minutes Communicating a
purpose
Slides 8-12
30 minutes Engage for Success Slides 13-17
45 minutes Applying your
learning
Slide 18
5 minutes Close Slide 19
8 Facilitator Notes: Leaders as Communicators Workshop – Enhancing my communication style to engage and inspire
Introduction
Facilitator input
Introduce yourself and explain that you will be getting them
to introduce themselves in a while.
Welcome the candidates
Training outline
The aim of today’s training is to focus on the key challenges we all
have as leaders in communicating effectively with our people.
As part of the pre-course work you were asked to undertake
some reading and complete an Emotional Intelligence self-
assessment, which we will be asking you to discuss as part of the
training today. We also asked you to bring a communication or
engagement challenge that you will work through in small groups.
Check whether anyone had any problems with this
If so, reassure them that they will still be able to take part.
Ask if there are any questions.
9 Facilitator Notes: Leaders as Communicators Workshop – Enhancing my communication style to engage and inspire
Objective: By the end of this introduction, candidates will
understand why communication is essential for effective
leadership.
Timing: 10 minutes
Facilitator input
There is plenty of research that shows how investing your time in
communication ultimately saves you time and creates a more
productive, engaged, motivated and results driven team.
Let’s celebrate the work we started last year on the
Leadership Statement.
Last year we embraced the Leadership Statement. It is
something to be proud of. It makes clear who we are and what
we stand for so that everyone feels part of one Civil Service.
Why does the Civil Service need a Leadership Statement? What does it really mean to us?
Empirical evidence, independent reports and best practice from
the private sector show that strong leadership is critical to the
culture of high-performing organisations.
Our inspiration
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Show the video from CS Live on peoples’ thoughts about what
makes a great leader
https://design102.wistia.com/medias/c9j905o9z2
What did you think?
Does anything you heard relate to your personal leadership style?
Answers could include
− The majority of comments were about valuing good
communication from their leader.
− Communication is the most important skill required to engage
others. People really value their leader spending time
keeping them informed and translating priorities into
practical actions.
− It’s important to explain decisions.
− They listen to what I have to say.
Our inspiration
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Summarise that good communication requires us to:
− Invest time in the beginning, but delivers you more benefits in the
long term.
− Understand that developing teams through engaging, confident
communication doesn’t get in the way of your everyday work.
On the contrary it is critical to it and will help you achieve your
goals more efficiently and effectively.
− See communications as an essential part of our role to lead
by example to others that you may manage or work
alongside. By doing this you will influence their behaviour
and contribute to the culture of ‘how things are done around
here’.
Our inspiration
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Facilitator input
Show the first slide
We have used a number of models in our course that have
been researched and developed by thought leaders of today.
They have been our inspiration and we encourage you to read
at least one of the books shown here.
Kevin Murray the author of ‘The Language of Leaders’ and
‘Communicate to Inspire’ has worked with leaders from across a
wide range or organisations and identified the elements that
help to engage and inspire people.
In today’s training we will touch on a number of these and look at
some of the key challenges you face and how communications
can help.
Our inspiration
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Today we will cover:
− Creating a first impression
− Understanding our communication preferences and how this
can affect how well our message is received
− Emotional intelligence – the importance of being self-
aware and interpreting others’ emotions
− Facilitating discussions then engaging others
− Creating a compelling vision and purpose for people
− Looking at your personal communication challenge and
how you can overcome it.
Our inspiration
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Personal impact
and influence
Objective:
Candidates will:
• Have considered the importance of creating a good first
impression.
• Understand why effective communication is important and how
their own communication style impacts others.
• Understand how emotional intelligence is important to help
them communicate well.
• Understand why a team needs a shared purpose and how
they communicate and engage others in it.
• Understand how they deliver a verbal message when put on the
spot and how they could do it differently.
Timing: 40 minutes.
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Facilitator input
Introduction to the session
So let’s now explore how you can overcome some of the barriers and
difficulties you have shared, through your own impact and
influence.
By the end you will understand why effective communication is
important and how your own communication style impacts on
others.
Creating a good first impression
Let’s start by looking at how we come across when we first meet
someone. You haven’t yet had a chance to find out much about
each other so we are going to get you to introduce yourself without
saying anything about your job or the work of your team.
Exercise – Candidates to pair up with someone they don’t
know (where possible).
Personal impact
and influence
16 Facilitator Notes: Leaders as Communicators Workshop – Enhancing my communication style to engage and inspire
Show and ask candidates to read through slide 3 then hide the slide
(so that they focus on engaging with the other person), and ask
them each to introduce themselves.
Strict 2 minutes each person.
Remind them at the two minute mark to swap round.
Now ask delegates to consider how the other person
delivered their introduction and the impact they made.
Tell candidates… you are now going to give some feedback to
your partner on how they came across. Allow a maximum of 2
minutes each.
Ask candidates in their same pairs to feedback on…
− What was your first impression?
− What did you notice about what they said, their tone, their
body language?
− How did you feel about them when they had finished
their introduction?
Bring the group back together.
Personal impact
and influence
17 Facilitator Notes: Leaders as Communicators Workshop – Enhancing my communication style to engage and inspire
Facilitator asks
What helped create a positive first impression?
Expect to get back:
− How enthusiastic, positive and engaging they were
− Clear and succinct messages
− Their body language? (friendly, open, good eye contact)
Conclusion of the exercise…
You and your colleagues are more than your work. You are
valued as people and good leaders tell stories to bring
information to life.
Personal impact
and influence
18 Facilitator Notes: Leaders as Communicators Workshop – Enhancing my communication style to engage and inspire
Facilitator input
We all know people who are in full control of their emotions – they
can be calm in crisis, and they can make decisions sensitively
however stressful the situation. We have all seen how someone
who expresses their emotions immediately without considering the
audience can have a detrimental effect on the relationship.
People like this have high emotional intelligence. They have
strong relationships, and they manage difficult situations calmly
and effectively. They are also resilient in the face of adversity.
As a leader you have a responsibility to deliver key messages to
individuals and teams using the most appropriate and effective
methods. However just as important is understanding the role
that our emotions have in communication.
When people are upset about the message you are giving they find
it hard to listen, equally when you are nervous you may not put
across what you want to say as clearly as you could.
While we have a natural level of ability, we are all able to develop
our skills further.
Psychologist Daniel Goleman identified five elements that make up
emotional intelligence. Two dimensions in particular are important
for us as leaders.
Personal impact
and influence
19 Facilitator Notes: Leaders as Communicators Workshop – Enhancing my communication style to engage and inspire
− Understanding and managing your own emotions
− Understanding others’ emotions
Explain
Self-awareness – The ability to recognise and understand our own
moods, emotions and drives, as well as their effect on others.
Self-regulation – The ability to control or redirect disruptive
impulses and moods, and the propensity to suspend judgment and
to think before acting.
Motivation – Specifically internal motivation which is a passion to
work for internal reasons that go beyond money and status
(external rewards). This could include a clear vision of what is
important, a joy in doing something and a curiosity in learning.
You may have heard people talk about when they are in a ‘flow’
that comes with being immersed in an activity.
Empathy – The ability to understand the emotional makeup of
other people. A skill in understanding and adapting how we
behave to treat people differently according to their emotional
reactions. It is important to note that empathy does not
necessarily imply compassion.
Personal impact
and influence
20 Facilitator Notes: Leaders as Communicators Workshop – Enhancing my communication style to engage and inspire
Social Skills – Proficiency in managing relationships and
building networks, and an ability to find common ground and
build rapport.
Facilitator input
Let’s explore your answers to the Emotional Intelligence
questionnaire you completed before you came here today.
Exercise
In pairs ask them to review their results and discuss.
• What were your strengths?
• What areas do you need to develop?
Now ask candidates to go back to their seats and individually make
commitments on how they are going to change these patterns in
their Candidate Notes, page 10.
Personal impact
and influence
21 Facilitator Notes: Leaders as Communicators Workshop – Enhancing my communication style to engage and inspire
Facilitator input
Communicating is not just about the words you use but also
about your body language. This non-verbal language will affect
how we act and react to others and how they react to us. This
includes movements and gestures (hands, head, legs...) and
also posture, eye contact, even peoples’ breathing rate.
A growing body of research (Amy Cudd, Harvard Business
School) suggests the way to influence—and to lead—is to begin
with warmth. Warmth is the conduit of influence: It facilitates
trust and the communication and absorption of ideas. Even a
few small nonverbal signals—a nod, a smile, an open gesture—
can show people that you’re pleased to be in their company and
attentive to their concerns. Prioritizing warmth helps you connect
immediately with those around you, demonstrating that you hear
them, understand them, and can be trusted by them.
Listening is also an important part of communication. Research
shows that we only remember 25-50% of what we hear so that’s
something we need to improve. If we only remember half a
conversation, we’re likely to miss out on some really important
points. By listening better, you’ll be able to improve productivity, and
your ability to influence, persuade and negotiate. The way to do this
is to practise active listening.
Personal impact
and influence
22 Facilitator Notes: Leaders as Communicators Workshop – Enhancing my communication style to engage and inspire
Ask …
• In your introductions, how did the other person show they were listening to you?
You should get back that they noticed good eye contact or
they were nodding.
• How do you feel when someone isn’t listening (carefully enough)
to you?
You will probably get comments such as annoyed, upset
or frustrated.
Facilitator input
Conclusion of the exercise…
Communication starts the minute you meet someone and
before you have even started to speak. We have started to see
how, even when we think we have a one way communication
such as a presentation, it is really still a two way process.
Any questions?
23 Facilitator Notes: Leaders as Communicators Workshop – Enhancing my communication style to engage and inspire
We are now going to look at our communication style and how that
can help or hinder our ability to influence.
Part of your role as a manager is effective communication with
your team and colleagues as it is essential in developing
relations with people and working collaboratively.
Every interaction you have with them contributes to your
success with both.
We all have our personal communication styles and preferences,
and we need to understand how these are helping or hindering us.
Facilitator input
In your Candidate Notes you will have seen a list of
communications approaches frequently used in the
workplace.
What do you think are the most common forms of communication?
[Write up on flip chart the most common communication
approaches]
Personal impact and influence
24 Facilitator Notes: Leaders as Communicators Workshop – Enhancing my communication style to engage and inspire
− Phone calls 1-2-1
− Social media
− Face to face discussions with individuals
− Team Meetings to give the message just once to everyone
− Teleconference
− Etc ….
Ask the group which of these they identified was the most
used. In most organisations the email will be at the top.
Now write your name on a post it and place this on the flipchart
which shows your top preference (not necessarily the most used).
Facilitator input
Summarise back the results (e.g. the majority style for this group
is) and compare to the most used.
Ask
• Why might these not match?
Personal impact and influence
25 Facilitator Notes: Leaders as Communicators Workshop – Enhancing my communication style to engage and inspire
Ask them to pair up (ideally) with someone with a different style
and discuss...
Ask
How they think their preferred approach helps them?
When they think this gets in the way?
Allow 3 minutes to discuss and then bring the group back together.
Refer to the Candidate Notes, page 11-13, on ‘Ways to
communicate with your team’ for examples.
Facilitator input
We are now going to look at when these could be useful.
Exercise
Split people into 4 groups.
Allocate each group to look at one of the two scenarios.
Give them 5 minutes to discuss and ask that one of them
presents back to the group.
Facilitators Asks
Each group to give their recommendations and
why. You should get back this type of answer:
Personal impact and influence
26 Facilitator Notes: Leaders as Communicators Workshop – Enhancing my communication style to engage and inspire
1 As this is a cascade of meeting minutes (in essence), an email would be
appropriate with a ‘For Your Information…’ introduction. This will depend on
how you think the message will be received.
2 Given the gravity and potentially sensitive nature of the content of this
communication, then a face to face team meeting would be appropriate, with
an offer of individual one to ones as a follow up to speak about individual
concerns/worries.
3 Private face to face meeting (wherever possible). If geography is an issue,
and the person agrees to it, then a telephone call (offering the person the
opportunity in advance to find a private place to have it).
4 This could be a multi pronged approach… using email to introduce the
concept; a face to face meeting(s) to explain, describe it, and paper handouts
supplying data/evidence; or researched video clips (You Tube, Ted talks).
Ask the group to reflect, then in their groups discuss:
• A time when they could have communicated something better.
• A time when a better channel of communication could have been used.
Now ask them to share any examples of what they have just
discussed.
Personal impact and influence
27 Facilitator Notes: Leaders as Communicators Workshop – Enhancing my communication style to engage and inspire
Facilitator to summarise
We have seen there are a wide range of different types of
communication available and they have a different impact
depending on the circumstances. We have also seen that we can
sometimes default to our preferred approach or what is easiest.
For example, people will often choose email as a fast way to
communicate and it enables them to evidence what they have
done. However it can be very impersonal, cold and hard to see how
our message is received.
Personal impact and influence
28 Facilitator Notes: Leaders as Communicators Workshop – Enhancing my communication style to engage and inspire
Facilitator input
Now that we understand more about appropriate communication
channels and styles, we’re going to look at how we can link these
to employee engagement. Together we will explore how having a
shared team purpose and effective communication can increase
employee engagement.
A company called Mind Gym have produced a report on the
factors which create the best environment for high performance.
They compared the views of doctors and orderlies on whether they
saw their work as a job, career or calling. It turned out that an equal
number in each group saw their work as either a job, a career or a
calling.
Communicating a purpose
29 Facilitator Notes: Leaders as Communicators Workshop – Enhancing my communication style to engage and inspire
If people see their work as a calling they get more job
satisfaction and feel they have a better work life balance. Play
the video.
So we can see that not everyone will be persuaded by the grand
visions of the organisation. For some people achievement of the
task is most important. This means they like to understand the
contribution they make and feel that it is valued. For others,
understanding the contribution they make to the teams’
achievements is important and for others it is the end outcome.
Not everyone is motivated by the same thing. It’s important to
consider an individual’s purpose when communicating messages
to ensure it resonates for them. The stronger our sense of
purpose, the more we enjoy what we do and the more effort we
are likely to put into it.
Communicating a purpose
30 Facilitator Notes: Leaders as Communicators Workshop – Enhancing my communication style to engage and inspire
Three common types of purpose:
1. Task: feeling that work isn’t futile can have
a significant impact on our performance. Feeling that
we’re making progress can further multiply that effect
2. Collective: strong bond with team and shared purpose
and commitment to work hard. Top performing
organisations are 20 times more likely to have every
manager’s goals aligned to company strategy.
3. Social: Those who are more inclined to see their work as
a ‘calling’ are significantly more likely to be satisfied with
job, work life balance and be more productive at work.
Communicating a purpose
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Exercise
Ask people to get into pairs. Ideally working with people from a
different area of the business and not the same as the first
exercise.
• Tell them they are going to present a pitch to each other on
the vision they have for their team (can be a personal vision
for their role if they don’t have a team).
• Give three minutes for them to think and prepare the pitch.
• The vision should be engaging, inspirational, future focused,
appealing to the audience’s heart, making use of metaphors
and be memorable. Take into account what you feel will most
appeal to your team.
• Now ask each candidate to present their vision to each other
(3 minutes each) with NO discussion once they have finished.
Communicating a purpose
32 Facilitator Notes: Leaders as Communicators Workshop – Enhancing my communication style to engage and inspire
Facilitator input
Next ask each of them to give honest feedback.
(2 minutes each)
− My understanding of your team vision is…
− I noticed that your vision linked to the business
objectives…
− One thing to improve your communication would be…
− You know your team is engaged because…
− Your tone of voice and body language was…
Communicating a purpose
33 Facilitator Notes: Leaders as Communicators Workshop – Enhancing my communication style to engage and inspire
Now ask the candidates to each chose a specific individual
from their team and repeat their vision, taking into account the
feedback they have received.
Finally ask each pair to quickly feedback to each other on how
it was different the second time around.
Facilitator asks
What were the key features of your pitches which made the vision memorable. What was the difference between the two pitches and why were they different?
Communicating
a purpose
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Objective: Candidates will have an awareness of four
broad drivers that are cited as being critical to employee
engagement across different organisations.
Timing: 40 minutes
Facilitator input
An introduction to Engage for Success
In your pre-work you looked at the research of MacLeod who
reveals how engaged organisations are more productive, their
employees are more creative, and they have lower levels of
absenteeism and turnover.
Ask
What they found particularly useful or interesting from this report
(extract in the pre-work)?
Engage for
Success
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Most successful and engaged organisations have a powerful
employee voice and it is the people within them that make an
organisation a success. If people feel part of the major decisions
of the organisation and are contributing to its success then there
is more likelihood that they will work hard at making it work.
One approach that supports this is the ‘Engage for Success’
movement which is committed to the idea that there is a better
way to work, a better way to enable personal growth,
organisational growth and ultimately growth for Britain by
releasing more of the capability and potential of people at work.
They share evidence, case studies and points of view, about how
employee engagement drives performance and productivity, and
demonstrates how communication is not just about ‘sending stuff
out’ and telling people your vision or cascading news but very
much a two-way listening process.
The movement is widely supported across the UK, involving the
public, private and third sectors in the belief they can learn a lot
from each other. Organisations supporting the movement account
for more than 2 million people and increasing as employers
recognise the link between engagement and delivering results.
Engage for Success
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Any questions?
Current People Survey results show how people in the Civil
Service are not as engaged as we should be for an effective
organisation to thrive.
Facilitator note
Either use the Civil Service People Survey results or your
department results as background for this briefing exercise.
Exercise
Split the group into teams of 5
• Facilitator to randomly select one person from each group to be
the ‘team leader’ (perhaps those that haven’t spoken very
much so far?), and explain that they are now going to each
give a ‘team briefing’ to the other people.
• Play the video scenario to illustrate many of the bear traps
available as a team leader when briefing a team. Watch the
video and analyse the mistakes made, then use your learning
to shape this exercise.
• Give the team leader the People Survey results and explain they
are going to give the others in the group a briefing. They have to
imagine they are briefing their team at work and to think about
how they will deliver the briefing and engage the others in the
discussion.
Engage for
Success
37 Facilitator Notes: Leaders as Communicators Workshop – Enhancing my communication style to engage and inspire
Team Brief Exercise
Handout 1 – People Survey results
The People Survey results have just been released. You have a
copy of them to share with your team. The senior management
team has asked that you share the results with your team and
consider what actions should be taken.
This is the first team meeting since the results were published on
the website
Your aim is to get the team’s views of these results and what
action could be taken.
You may like to explore what motivates people and what
inspires them to do their best.
Engage for Success
38 Facilitator Notes: Leaders as Communicators Workshop – Enhancing my communication style to engage and inspire
Facilitator input
Bring the group back and ask for some feedback…
How did the leader think their briefing went?
The group members?
Were they sharing information or simply delivering information
in their approach?
How did he/she ensure the ‘team’ felt included and
consulted?
Ensure that they reflect how well they felt listened to and what
helped them feel their contributions were valued.
Any other observations or comments?
Now ask candidates to go back to their seats and individually
make commitments on how they could enhance their approach to
team briefings, in their Candidate Notes, page 14.
Engage for Success
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In building trust and developing good two way communication it
is important that people feel they are listened to.
The ability to listen attentively and without judgement or giving
advice is one of the most difficult and prized skills for leaders to
master.
Explain to the group that listening to employees is critical to
forming strong bonds and developing an open and friendly
environment conducive to creativity, productivity and high quality.
However, negative listening habits can hinder a leader’s ability to
build these high trust bonds. Six negative listening habits are
often at the root of the inability to listen.
Facilitator input
Spend time describing the six negative listening patterns:
1. The Faker: all the outward signs are there: nodding, make eye
contact and giving the occasional uh huh. However, the faker isn’t
concentrating on the speaker. His mind is elsewhere.
2. The Interrupter: they don’t allow the speaker to finish and don’t
ask clarifying questions or seek more information from the
speaker. They are too anxious to say what they want to say and
are have little interest in the speaker.
Engage for Success
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3. The Intellectual or Logical Listener: they always try to
interpret what the speaker is saying and why. They are judging
the speaker’s words and trying to fit them into their logic box.
They rarely ask about the underlying feeling or emotion
attached to a message.
4. The Dominating Speaker: this person uses the speaker’s words
only as a way to get to his message. When the speaker says
something, the dominating speaker steals the focus and then
changes it to their own point of view or story. E.g.: Oh that’s
nothing, here’s what happened to me...’
5. The Rebuttal Maker: this listener only listens long enough to form
a rebuttal. Their point is to use the speaker’s words against them.
At their worst, they are argumentative and want to prove you
wrong. At their least, the person always wants to make the
speaker see the other point of view.
6. The Advice Giver: giving advice can be helpful, however, this
behaviour can sometimes interfere with good listening because it
doesn’t allow the speaker to fully articulate their feelings or
thoughts and doesn’t help the speaker solve their own problems
or vent and could prevent them from sharing more with you.
A copy of this is in the Candidate Notes.
Ask candidates to spend one minute reflecting on whether they have any of these negative habits, noting in their Candidate Notes what they may do differently.
Engage for Success
41 Facilitator Notes: Leaders as Communicators Workshop – Enhancing my communication style to engage and inspire
Objective: Candidates will share their communication or
engagement challenge and work together to explore solutions.
Timing: 45 minutes
Facilitator input
You now have some time to work with colleagues on your specific
challenge.
Exercise
• Put candidates into groups of three. This group is going to
support each other after today to help put their learning into
practice.
• Ask them to share the communication challenge with their
group (2 minutes each).
• Ask questions to clarify what the situation is and what the
individual has already tried.
• Using some of what has already been discussed today,
suggest to each other ways to overcome the
challenge…what are the obstacles and how can they be
overcome?
Applying your
learning to
organisational
change
42 Facilitator Notes: Leaders as Communicators Workshop – Enhancing my communication style to engage and inspire
• The individual should then consider which options they think
could help them and then commit to how they are going to
address the challenge back in the workplace.
Each person will take 10 minutes in total to go through their
challenge (30 minutes).
Facilitator asks
For volunteers to share their challenge and the peer
supported solution to address it.
Ask them to spend 2 minutes writing down the actions they will take
back in the workplace, what support they will need and how they
will know they have been successful. Candidate Notes, page 19.
Applying your
learning to
organisational
change
43 Facilitator Notes: Leaders as Communicators Workshop – Enhancing my communication style to engage and inspire
Close Thank candidates for their participation
Ask candidates if they enjoyed the day.
Timing: 5 minutes
Facilitator Input
For those of you who want to further your knowledge in this
area, there are a few books listed in your Candidate Notes,
page 21.
Facilitator note
Ask candidates to fill in the evaluation form.