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8TOOLS FOR COMMUNICATIONEven in this electronic age, face-to-face conversations are stillthe most powerful and significant communications leadershave. Research shows that only 20 percent of communicationis contained in a conversation’s actual words, while 80 percentis in the tone of voice and other nonverbal cues. Furtherresearch shows that leaders believe they communicate threetimes more than do the people they are communicating with!These tools will help you examine your leadership communications,and provide concrete suggestions for dealing with typicalcommunication concerns.231
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Copyright © 2001 by McGraw-Hill. A
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➠ 8.4 Levels of Communicating: De
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➠ 13.9 Human Capital: Truly the M
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1.10 The GAS model: Designing pract
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S ECTION 5—TOOLS FOR L EADING C H
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7.8 Affinity diagrams: Organizing m
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10.9 Making information visible 323
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13.8 Job Competencies: Measuring an
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HOW TO USE AND BENEFITFROM THIS BOO
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locate and use the exact tool for y
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If your need is:Look for these reso
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The Leadership GurusJohnson, BarryJ
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ACKNOWLEDGMENTSA book is never the
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1.1L EADERSHIP IN THE T WENTY-FIRST
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Information[☛ 2.2 7S Model]Leader
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H OW TO USE THIS LEADERSHIP TOOL“
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1.3H OW E FFECTIVE L EADERS A CT: A
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F OUR STEPS TO IMPROVING YOUR LEADE
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Challenge and support,but don’t p
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R ELATED LEADERSHIP TOOLS1.5 Seven
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Fosterinterdependence.(Think win-wi
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1.6 L EADERSHIP: THE B OARDS OF P L
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2. Are you satisfied with leadershi
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Leadership starts at the top, be th
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4. Follow through by holding leader
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R ECURSIVE M AXIM #1The best way to
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WEB WORKSHEETTake a few minutes to
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Work designWhat challenged theparad
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R ELATED LEADERSHIP TOOLS1.1 Twenty
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development paths of all positions
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1.11I NTEGRITY: GUT-LEVEL E THICSCo
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What actions will you take to begin
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2.1 I NTRODUCTION TO S YSTEMST HINK
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4. As above, examine the subsystems
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This graphical illustration of a mi
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2.3 D IRECTIONAL S TATEMENTS:T HREE
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➌➍Next, have the group come tog
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H OW DOES A VISION STATEMENT FIT WI
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R ELATED LEADERSHIP TOOLS1.10 The G
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Step ➌Communicatingand modelingva
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The values you currently practiceTo
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N ESTEDPURPOSESA specific purpose k
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2.7 W RITING C LEAR G OAL S TATEMEN
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GoalKeyActionItemsGoal #2IntentGoal
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Internal Process MeasuresEmployee a
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3TOOLS FOR STRATEGICTHINKINGWith th
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Michael Traceyand FredWiersmaJames
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Mintzberg, Henry. The Rise and Fall
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their product or service no longer
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3.3 SWOT: STRENGTHS, WEAKNESSES,O P
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strategy clarification. Having said
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Designing the Value ConstellationTh
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3.5 S TRATEGIC R ESOURCING: DEFININ
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High Value-Added or Business Necess
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3.6S TRATEGIC R ELATIONSHIPS: ANALY
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I NCREASING V ALUE-ADDED W ORKNeces
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AppropriateorganizationalcultureApp
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3.8P ARTNERING FOR S UCCESS: JOINT
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StrategicYour proposeddimension Key
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3.9M ARKETING A P ROFESSIONAL S ERV
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G ETTING THE PROCESS STARTEDAs a wa
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4TOOLS FOR DESIGNINGPRODUCTIVE PROC
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A N ORGANIZATIONAL DESIGN MODELAll
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WEB WORKSHEETWho You ServeThe Exter
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Mid-level leaderFrontline leaderSen
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4.3 B USINESS P ROCESS R EENGINEERI
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❑❑❑❑Form a steeringcommitte
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4.4 E MPLOYEE I NVOLVEMENT:A RANGE
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The guideline What to look for Rema
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1. What is the probable level of in
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➠➠➠➠thrive; inappropriate a
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Need to Start Need to Stop Need to
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In Jack Stack’s Springfield Reman
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WEB WORKSHEETLeadershipAction plans
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4.7J OB S ATISFACTION: INVOLVING W
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5. Meaningful work• Your work has
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3. Clarify limitations on the CEO
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4.9U SING P ROFESSIONAL E XPERTISE:
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❑ What concerns do you each have
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Act on survey results and changes p
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Questionnaire designWhat elements o
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5.1L EADING C HANGE: A CHANGE E QUA
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5.2 L EADING M A JOR C HANGE IN Y O
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R ELATED LEADERSHIP TOOLS5.1 Change
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➢➢➢If the Readiness Index is
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5.5C HANGE W INDOW: A BALANCED A PP
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1. On balance, quadrants ➊ and
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Past experience in your organizatio
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5.7S T AKEHOLDER G ROUPS: UNDERSTAN
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5.8H UMAN T RANSITIONS: HELPING P E
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Endings Turmoil period New beginnin
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1. Initially, treat the other peopl
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5.10 A PPRECIATIVE I NQUIRY:B UILDI
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• Explore the strengths and past
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6.1 T HE BS DETECTOR K IT:R ECOGNIZ
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❑❑❑If there’s a chain of ar
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A SSUMPTIONCertainMATRIXTriviaImpor
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6.3 S ORTING O UT C OMPLEX S ITUATI
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WEB WORKSHEETBrainstorm and list th
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D ANGER!—CAVEATIn cases in which
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R ELATED LEADERSHIP TOOLS6.3 Comple
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H INTS• This tool is easy to use
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6.6O PTIMIZING Y OUR T HINKING—A
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Green(creative, newideas)[☛ 6.7 C
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Using MetaphorsBlue-Skying/No Const
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How skilled are you as a changelead
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P ARTIAL EXAMPLE: LEADERSHIP DEVELO
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6.9B RAINSTORMING: GENERATING I DEA
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• Ask people to post their ideas
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7.1R EFRAMING: WORKING THE R EAL P
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7.2 A GENERAL P ROBLEM-S OLVINGM OD
Page 470: ❑❑Integrate with the workgroup
Page 474: Step ➌ Every problem leaves a dis
Page 478: WEB WORKSHEETF INDING C AUSE W ORKS
Page 482: 7.4 P OLARITIES: DEALING WITHI NTRA
Page 486: P OLARITY M AP W ORKSHEETPole 1: Po
Page 490: ➎ Assess the risks and the limita
Page 494: Assess risks and limitations for ea
Page 498: ➍AssessRisk✔ For each potential
Page 502: R ELATED LEADERSHIP TOOLS6.2 Assump
Page 506: The QualityTool What it is and what
Page 510: ✔✔✔✔✔Leaders need to be a
Page 514: P ROCESSSTEPSStep❶ Materials❷ D
Page 518: WEB WORKSHEETNow think of situation
Page 524: Y OU GET THREE CONVERSATIONS FOR TH
Page 528: 2. Information(gleaned from thedata
Page 532: Communicationfactors➊ Use CORE to
Page 538: An effective communication strategy
Page 542: 8.4 L EVELS OF C OMMUNICATING:D EBA
Page 546: Purpose__ to analyze and decideDisc
Page 550: M ETACOMMUNICATIONSCHEMATICProcess
Page 556: Empathy:❑ Positions and expressed
Page 560: 8.7 A CTIVELY L ISTENING FOR C ONTE
Page 564: 5. Actively listening to content:1
Page 568: H OW TO USE THIS LEADERSHIP TOOL“
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8.9 C ROSS-CULTURAL C OMMUNICATIONI
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(e.g., speaking out of turn in meet
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into the official system. Make comm
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9TOOLS FOR LEADINGAND INFLUENCING O
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W HEN TO USENondirective• when a
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9.2 M ATCHING Y OUR L EADERSHIP S T
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9.3L EADERSHIP S TRATEGIES FOR D EL
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❑❑❑Delegate according to the
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influencing those areas that provid
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9.5 P RINCIPLED N EGOTIATION:C REAT
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WEB WORKSHEET1. SEPARATE THE PEOPLE
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9.6 M AKING G REAT P RESENTATIONSIn
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The Body—The FrameworkMain Point
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❻many presenters don’t allow pe
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9.8 S ELLING L ARGE P ROJECTS:A MUC
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Type of question What they are Comm
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9.9 P OWER: A FUNDAMENTAL E LEMENTO
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Source of PowerConnection-based ora
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Type of SupportChallengersFamily an
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10TOOLS FOR LEADING TEAMSAND GROUPS
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High-PerformingTeamHow work gets do
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10.2 I MPROVING T EAM IQContributed
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2. Signs of high Team IQ: Identify
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10.3 T EAM C OMPETENCIES:T HINKING,
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R ELATED LEADERSHIP TOOLS1.7 Result
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10.5 D EALING WITH D ISTURBANCESIN
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WEB WORKSHEETUse the workspace prov
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1 2 3 4 5 I can deal with typical d
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10.7 G ETTING P ARTICIPATIONInspire
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WEB WORKSHEETThink about specific s
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A FIVE- STEP PROCESS FOR ESTABLISHI
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10.9 M AKING I NFORMATION V ISIBLEI
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❑Sorting out complex situations
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T IPS FOR HELPING GROUPS REACH CLOS
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10.11 P RIORITY S ETTINGIN A W ORKG
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WEB WORKSHEETThink of situations in
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An alternative is to list the key p
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11TOOLS FOR LEADINGMEETINGSThe most
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H OW TO USE THIS TOOL“…If leade
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11.2M EETINGS: PURPOSE AND F UNCTIO
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What key functions are served by ou
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❑ Quickly refine the purpose, goa
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5. Following up on action plans dev
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11.4 M EETING R OLESInspired by Ric
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TimekeeperProcess Advisor (meeting
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Keeping the meeting on track:❑ Ge
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11.6 T HE M EETING A GENDA:W HY, WH
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Person Time Measurable/observableAg
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➍Agree onthe Agenda➟❑❑❑Di
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11.8 T HE M EETING M INUTES:W HY, W
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Agenda item Meeting decision and/or
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12.1 T HE R ELATIONSHIP B ANK:M AIN
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3.4.5.Copyright McGraw-Hill 2000. O
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Trusting otherspredisposes them tot
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12.3T RIANGULATION: THE S UREST W A
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Note a couple of ways you can you h
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12.5 P REPARING Y OURSELF TOG IVE N
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2. What specifically do you want th
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➍ConfrontConsequences➟➎Conclu
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12.7 C ONFLICT: FIVE L EVELS FORD E
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WEB WORKSHEETBest resolutionConflic
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the gang. Challenge Insecure Aggres
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12.9T HE E SSENTIALS OF C USTOMER S
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Current description(as of date: ___
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13.1 C OACHING AND S UPPORTINGTHE S
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➋Assessing andbenchmarking➌Esta
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13.2 C OACHING H IGH-PERFORMERS:A N
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paths to success, solidify old skil
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13.3A CCOUNTABILITY A GREEMENTS: DE
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AccountabilitiesI am personally acc
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➋➌➍➎Key Result Areas (KRAs)
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➎ Action PlansCopyright McGraw-Hi
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NotImportantActivities➌Activities
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13.6A TTRIBUTION T HEORY: ASSESSING
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The attributions others might make
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✔✔✔✔✔✔required for high
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13.8J OB C OMPETENCIES: MEASURING A
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WEB WORKSHEETJob: _________________
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ience, education, and training.”
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13.10 T HE F OUR S TAGES® M ODEL:U
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4. What barriers does this person n
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Expertise Key relationship Typical
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14TOOLS FOR LEARNINGChange is takin
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ScarcityAbundanceAppropriate UsesSc
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14.2S INGLE-LOOP AND D OUBLE-LOOP L
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List one or two key reasons why you
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Level ofvaluationA. PreparationB. T
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Improve your own leadership practic
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14.5T EACHING A J OB: AN E S SENTIA
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Major learning steps Bite-size lear
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What are the practical implications
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14.7P ERSONAL P REFERENCES: CAPITAL
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LeaderDirectreportIssues that might
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15.1B ALANCE: TAKE C ARE OF Y OURSE
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3. Nurturing my close relationships
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15.2 LEQ: THE L EADERSHIPE MOTIONAL
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Emotional competency My assessment
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15.3T HE J OHARI W INDOW: WHAT Y OU
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Things TheyDon’t KnowThings I kno
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In the example here, Lee is a Sr. V
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Use these questions to assess your
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15.5H ABITS: THE G OOD AND B AD N E
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FeelingBuild on the positive: What
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S TRESS HAS BOTH FINANCIAL AND HUMA
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R ELATED LEADERSHIP TOOLS4.7 Job Sa
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Contingency leadership model, 267-2
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Quality, tools for ensuring, 199-23
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