A. Understanding Self and Others
Learning
- managers must have an understanding of themselves and others
- one way people differ is in their task-related abilities
- another way is feelings, needs and concerns
- people react to different things in different situations
- emotional intelligence: personal and social competence
- Important to know what motivates your behavior, and what influence how you will react in different situations
Understanding Yourself: Three dimensions of self-awareness
1. Emotional Intelligence: recognizing your emotions and how they affect you and others
2. Self-Assessment: knowing your strengths and limits and being open to feedback
3. Self-Confidence: awareness of self-worth and capabilities
Personality and 2 Approaches to Personality: psychological and behavioral attributes that distinguishes individuals from others
1. Five-Factor Model: 5 basic tendencies of personality (continuum)
a. neuroticism: worry a lot, insecure, anxious and emotional VS. clam, relaxed and self-confident
b. extraversion: urgency and assertiveness, social, talkative, and gergarious VS. reserved, quiet, withdrawn and aloof
c. openness to new experience: curious, imaginative, creative and nontraditional VS. conventional, concrete, and practical
d. agreeableness: good natured, trusting of others, and forgiving of their mistakes VS. cynical, suspicious of others and antagonistic
e. conscientiousness: organized, responsible, and self-disciplined VS. impulsive, careless, and undependable
2. Myers-Briggs Type Inventory
a. introversion-extraversion
b. sensing-intuition
c. thinking-feeling
d. judging-perceiving
Increasing Your Self-Awareness: Johari Window
| Open: know your self and others know about you | Blind: not known yourself, but known to others |
| Hidden: known to self, not known to others | Unknown: not known to self and others |
Guidelines for Asking for Feedback
- Before asking for feedback, make sure you are open to hearing information that may alter your perception. Prepare yourself to hear things that may make you uncomfortable.
- Be aware that the person giving you feedback is describing his or her own perception of the situation, but realize that his or her feelings are real.
- Check your understanding of feedback: Ask questions or give examples and share your reactions. Clarify issues, explain your actions, and correct perceptions people may have of you, but do not defend and debate.
- Express your appreciation for the person who has given you the feedback. It may have been difficult for that person to be honest with you, and it is important that you show clearly and unequivocally that you welcome feedback.
Understanding Other
Empathy: truly putting yourself in the position of others and honestly trying to see the world as they see it
Guideline for practicing empathy
- You must first examine yourself. If you do not truly want to understand others, if you are insincere, empathy will not work.
- Communication is more than words. You must be sensitive to times when expressed thoughts and feelings are not congruent. You must read nonverbal signs as well as verbal ones.
- Do not react too quickly to inaccurate statement of fact; listen carefully for the feelings beneath the statement before rushing in to correct facts.
- You must allow the person to tell the emotional truth, which may include negative feelings about you. You must be ready to explore such negative feedback.
- User reflective listening
B. Communication Effectively
Communication is the exchange of information, facts, ideas and meanings. Can be used to inform, coordinate or motivate people.
A Basic Model of Interpersonal Communication
- Communicator encodes message: translates ideas into systems of symbols, such as words and numbers.
Influences: urgency of message, experience and skills of sender, sender's perception of receiver
- Decoded: interpret the message (same range of influences)
- Feedback: informational: nonevaluative response that simply provides additional facts to the sender
corrective: correction to or challenge of the original message
reinforcing: clear acknowledgement of the message (positive or negative)
- Noise: anything that distorts the message in the communication process
Barriers to Effective Interpersonal Communication
2 elements
1. Individual must be able to express themselves
2. Individual must be a good listener
List of Barriers
- Inarticulateness: Sender has a problem expressing the concept. If the receiver is not aware of the problem, completely inaccurate images may arise, resulting in misunderstanding.
- Hidden Agenda: Motives that people don't want to reveal. Keeping true purpose hidden due to reaction consequents- results in low trust and cooperation.
- Status: Distortion by perceptions of position. High status vs. Low Status
- Hostility: When the receiver is already angry with the person sending message, the communication will be tend to perceive in a negative way.
- Difference in Communication Style: Loud vs. Soft. Detail vs. Straight to Point. Gender, cultural background.
Rules of Effective Communication
- Be clear on who the receiver is. What is the receiver's state of mind? Assumptions, and feelings and the time of the situation
- Know what your objective is. What do you want to accomplish by sending the message
- Analyze the climate. Will it be necessary to help the receiver relax and open to communication
- Review the message in your head before you say it. Think of the message from the point of the receiver, any need to clarify certain ideas
- Communicate using words and terms familiar to other person. Use examples and illustrations that come from the world of the receiver
- If the receiver seems not to understand, clarify the message. Ask questions
- If the response is seemingly critical, do not react defensively. Try to understand what the receiver is thinking. Clear any misunderstandings.
Reflective Listening
- Listening requires truly understand what the other person is saying
- Reflective listening is a tool based on empathy
- Use open-ended questions
- Not talk, but keep the other person talking
C. Developing Employees
Learning
Delegating Effectively
- Push them to go beyond their current level of functioning
- Excellent opportunities for growth and development
- Develop new skills and abilities, as well as to learn more about the work unit and how it functions
- 3 core elements: responsibility, authority, and accountability
Reasons for not delegating
- associate with negative behavior, such as abdicating responsibility for task or letting someone else do it
- managers feel they will lose control
- managers have lot learned how to delegate effectively
Keys to Effective Delegation
1. Clarify, in your own mind, what is it that you want done.
2. Match the desires task with the most appropriate employee.
3. In assigning the task, be sure you communicate clearly.
4. Make sure the employee has the time to do the assignment.
5. Keep the communications channels open.
6. Allow employees to do the task the way they feel comfortable doing it.
7. Check on the progress of the assignment, but do not rush to the rescue at the first sign of failure.
8. Hold the person responsible for the work and any difficulties that may emerge.
9. Make sure the person has appropriate authority to carry out the task and obtain the resources and cooperation for it's successful completion.
10. Recognize the employees accomplishments.
Delegating Effectively
- Push them to go beyond their current level of functioning
- Excellent opportunities for growth and development
- Develop new skills and abilities, as well as to learn more about the work unit and how it functions
- 3 core elements: responsibility, authority, and accountability
Reasons for not delegating
- associate with negative behavior, such as abdicating responsibility for task or letting someone else do it
- managers feel they will lose control
- managers have lot learned how to delegate effectively
Keys to Effective Delegation
1. Clarify, in your own mind, what is it that you want done.
2. Match the desires task with the most appropriate employee.
3. In assigning the task, be sure you communicate clearly.
4. Make sure the employee has the time to do the assignment.
5. Keep the communications channels open.
6. Allow employees to do the task the way they feel comfortable doing it.
7. Check on the progress of the assignment, but do not rush to the rescue at the first sign of failure.
8. Hold the person responsible for the work and any difficulties that may emerge.
9. Make sure the person has appropriate authority to carry out the task and obtain the resources and cooperation for it's successful completion.
10. Recognize the employees accomplishments.
Guidelines for Giving Feedback
- Before giving feedback, examine your motivation and make sure the receiver is ready and open to hear you. Ask the person whether or not this is a good time to receive feedback.
- Make sure to give the person feedback in a private place that allows for further dialog.
- While giving feedback, use "I" statements rather than "you" statements to indicate there are your perceptions, thoughts and feelings.
- Provide feedback on both positive and negative behaviors. No one is either all good or all bad. Managers who present only one side lose their credibility fro being honest.
- Describe the other person's behavior and your perceptions of it. Present specific examples of behavior that you have observed, rather than generalize statements that describe a demeanor or an attitude.
- Make sure your examples are timely. Giving feedback on a behavior that has long passed is both annoying and difficult to discuss.
- Ask the other person to clarify, explain, change or correct.
- After giving feedback, give the receiver time to respond.
- Before giving feedback, examine your motivation and make sure the receiver is ready and open to hear you. Ask the person whether or not this is a good time to receive feedback.
- Make sure to give the person feedback in a private place that allows for further dialog.
- While giving feedback, use "I" statements rather than "you" statements to indicate there are your perceptions, thoughts and feelings.
- Provide feedback on both positive and negative behaviors. No one is either all good or all bad. Managers who present only one side lose their credibility fro being honest.
- Describe the other person's behavior and your perceptions of it. Present specific examples of behavior that you have observed, rather than generalize statements that describe a demeanor or an attitude.
- Make sure your examples are timely. Giving feedback on a behavior that has long passed is both annoying and difficult to discuss.
- Ask the other person to clarify, explain, change or correct.
- After giving feedback, give the receiver time to respond.
No comments:
Post a Comment