Team Essentials

Leadership, Influence & Communication

 Perspective
BOSS

YOUR
PEERS PEERS
BOSS

PEERS YOU PEERS

YOUR
TEAM
What is Communication?

Interchange
Speech
of thoughts

Wri=ng Signs
 The effectiveness of your communication can
have many different effects on your life,
including items such as:
• Level of stress
• Rela=onships with others
• Level of sa=sfac=on with your life
• Produc=vity
• Ability to meet your goals and achieve your
dreams
• Ability to solve problems
 Boss

Spouse Peers

You

Family Team
 It’s Complicated
What did you say?
Why did you say it?
When did you say it?
How did you say it?
Who did you say it to?
Where did you say it?
 Communication Strategy

Establish Non-verbal and

common Iden=fy barriers paraverbal Listen ac=vely
ground communica=on
 How Do We Communicate?

•This is what
Verbal you are saying.

Paraverbal •This is how you

Nonverbal) say it - Feel
How are Canadians and Americans
different?
An Overview of Common Barriers

Language

Culture

Loca=on
Language Barriers

Different languages

Not first language

Same language, but different

dialect
 Cultural Barriers

Same words, different meanings

Encourage ques=ons

Prepare before hand if possible

Listening and Paying Attention
Remove any distrac=ons

Make eye contact

Nod your head periodically

Ask for follow up details

Ask the person to repeat anything missed

 Don’t Judge

Done subconsciously
In your mind
Creates barriers
 Listening Skills

So far, we have discussed all the

components of sending a message:

•Non-verbal
•Para-verbal
•Verbal

Now, let’s turn the tables and look at

how
to effec=vely receive messages.
Seven Ways to Listen Better Today
Listen, don’t talk

Avoid interrup=ons

10% talking

Related conversa=on

Do not offer advice

Be aware of your environment

Take appropriate notes if required

Sending Good Signals to Others

Non- Quasi-
verbal verbal

Verbal
 Don’t Jump to Conclusions

There is another side

Take a few minutes to

reflect

Form a logical conclusion

 Don’t Discount Feelings

Feelings are valid

Important to recognize

Listen to them

Offer support
Give Respect and Trust

Builds rapport

Full a]en=on

Trust given will come

back to us
 Be Consistent

Builds rela=onships

Shows reliability

Do what you say you’ll do

 Stay Calm

Try not to take words personally

Stop and reflect what was said, not

how it was said

Make a note to learn from this

experience

Reason for what was said?

 Building Rapport
• Rapport is used in the business
world to build professional
rela=onships and networks. It helps
gain confidence and trust in other
people and makes them feel more at
ease.
• When in social situa=ons, this can
include simple techniques such as
mirroring and sharing common
interests.
Understanding the Mehrabian
Study

Silent
7% verbal
Messages

38% 55% body

paraverbal language
 Focus on the other person

Be an ac=ve listener

Show interest in their ideas

Ask for follow up informa=on

Offer opinions as needed, but focus

on them
 Remembering People

Say their name immediately

Don’t be afraid to ask them to repeat
their name
Associate a gesture with their gree=ng

Remember dis=nct features

Shift Your View

Stand in their shoes

Stop and reflect

Show empathy
Be Aware of Your Movements

Nonverbal communica=on

Prac=ce with a mirror

Watch reac=ons from people

 It’s Not What You Say –
It’s How You Say It
I’d like to help you work on your
presenta=ons.

I’d like to help you work on your

presenta=ons.

I’d like to help you work on your

presenta/ons.
 Conversations
• Show you are interested/care
• Builds trust
• Breaks down barriers

“We are more the same than we are different.”

Open vs. Closed Body Language

• Feet facing forward

Open • Smiling face
• Making eye contact

• Looking away or around

Closed • Crossing the arms or legs
• Rolling the eyes
 INFLUENCE
How do you use yours?

Do you need to be the Leader to influence?

 The country is
Basic InTluencing Skills full of good
coaches. What it
takes to win is a
• The best leaders are able to bunch of
interested
influence others to do something players.
and think it was all their idea. Don Coryell

• As the leader, you get credit

whenever your followers succeed
because you created the
environment that allowed their
success.
Who are the people that Some look at
things that are,
have inTluenced you to and ask why. I
dream of things
be and do better? that never were
and ask why
not?
George
Bernard Shaw
 Know your team!
• Show you care
• Be interested in the people you lead

Take care of your people and they will

take care of the work.

When you care they care back.

 The Principles of InTluence

Reciproca=on Commitment Authority

Social
Friendship
Valida=on

RESPECT
 Being an Inspirational
Role Model

Listen to
Honesty Integrity Fair
cri=cism
 InTluencing Others’
Perspectives
Address issues immediately

Listen to people

Go that extra mile

Be seen
 Most Important…
How do people feel afer they have
been with you?
 Perspective
BOSS

YOUR
PEERS PEERS
BOSS

PEERS YOU PEERS

YOUR
TEAM
TEAM
 ReTlect
Are you a Leader?

What would the people you lead say about you

and your leadership style?

What do you want people to say about you as a

Leader?
 DeTining Leadership

Establish direc=on

Influence

Mo=vate

Responsible
 Team Effectiveness

Common goal

Shared purpose fosters effec=veness and

produc=vity

Team members respect & trust each

other
 Situational Leadership:
Delegating

Empowered Minimal Praise good

follower supervision performance
 Setting Your Team Up for
Success
Purpose/What – Clear Objec=ves
Players/Who – People, talent, roles and
responsibili=es
Plan/How – Steps, processes and procedures
CommunicaGon Plan – How we work together
Philosophy – Respect, recognize effort,
celebrate results
 What does your Team want?

CommunicaGon - Honest, frequent two-way

communica=on between workers and managers

Challenging and exciGng work - Ask them

OpportuniGes - Reward managers for developing

their employees

ValidaGon – Confidence and security

 What does your Team want?

RecogniGon and reward for performance - Be

clear and fair

Control over the job - Trust people to be able to

shape the way they work and the projects they get
involved in

Business Impact - They need to know their work

makes a difference
Creating a Long-Term Plan

Strategic planning

Guides your vision

Build on smaller goals

 The Importance of Trust

Respect leads to trust

Manage expecta=ons

Work hard and be seen working

hard
 Creating Mutual Respect

Give respect

Be visible

Answer ques=ons
Can you have respect
without trust?
 Situational Leadership You manage
things; you lead
- Know your audience people.
Murray
Telling Hopper

Selling

Par=cipa=ng

Delega=ng
 Your POWER is in your
questions?
• What do you think?
• How do you feel about that?
• Does anyone have anything to add?
• Have we missed anything?
Challenging the Process Leadership: the
art of getting
someone else to
1. As a leader, you must search out do something

opportuni=es to change, grow, you want done

because he
innovate and improve. wants to do it.
Dwight D.
Eisenhower

Can you lead your Leader?

Challenging the Process Leadership: the
art of getting
someone else to
2. There is no reward without risk do something
however, so you must be willing to you want done
because he
experiment, take risks, and learn wants to do it.

from any mistakes. Dwight D.

Eisenhower

How do you take smart risk vs. stupid

risk?
 Leadership: the
Challenging the Process art of getting
someone else to
do something
3. Ask ques=ons, even if you fear the you want done
because he
answers. wants to do it.
Dwight D.
Eisenhower

How do you ask these ques=on?

Does this work in China?

North America?
 Think Outside the Box

Generate
Ask why?
ideas

Query
everyone
Seeing Room for Improvement

Goals must be a]ainable

Some degree of difficulty

Inves=gate any poten=al
bo]lenecks
Encouraging Growth in Others

Posi=ve One on
altude one

Ques=on
and listen
Celebrating Accomplishments

Public Team Provides

recogni=on milestones mo=va=on
Making Celebration Part of Your
Culture
Have a welcoming
environment

Break up the rou=ne

More than just a paycheck

 Boss

Spouse Peers

You

Family Team
How will you show your Team
you care?
 Words from the Wise

Melanie • People don’t care how much

Hayden- you know… un=l they know how
Sparks much you care.

Woodrow • The ear of the leader must ring

Wilson with the voices of the people.