Table of Contents

Team-Member
Welcome-Message


Essentials of Negotiation

[N]Chapter1 and mapping

[N]Chapter2 and mapping

[N]Chapter3 and mapping

[N]Chapter4 and mapping

[N]Chapter5 and mapping

[N]Chapter6 and mapping

[N]Chapter7 and mapping

[N]Chapter8 and mapping

[N]Chapter9 and mapping



Leadership Communication

[L]Chapter1 and mapping

[L]Chapter2 and mapping

[L]Chapter3 and mapping

[L]Chapter4 and mapping

[L]Chapter5 and mapping

[L]Chapter6 and mapping

[L]Chapter7 and mapping

[L]Chapter8 and mapping

[L]Chapter9 and mapping

[L]Chapter10 and mapping



VDO Studies

Time-Management

Conflict-Resolution-Techniques

[Leadership] Chapter 10: Leading through Effective External Relations

Leadership Communication

Chapter 10

This chapter focuses on leading through effective external relations that include developing an external relations strategy, building and maintaining a positive corporate image, working with the news media, and handling crisis communication.
Effective external relations require a sound communication strategy. You can use the communication strategy framework. With the framework in mind, you can take the following steps to create a strategy for external audiences:

1. Clarify your purpose and strategic objectives.
2. Identify your major audiences or stakeholders.
3. Create, refine, and test your major messages.
4. Select, limit, and coach your spokesperson(s).
5. Establish the most effective media or forum.
6. Determine the best timing.
7. Monitor the results.

Building and maintaining a positive corporate image require having an external relations strategy that is vigilant, vigorous, and comprehensive. It involves developing a strategy for managing the press and media, making meaningful and sincere philanthropic contributions, being actively involved in the community, obeying all of the legal and regulatory requirements of investor relations, and ensuring all external communication vehicles carry honest, clear, consistent, and meaningful message to all stakeholders.

To increase chances for favorable treatment, it is important for a company to establish a positive relationship with the media and for every senior manager to know how to work effectively with them. Any leader of an organization should know why the media are important, when to talk to them, and how to manage encounters with them.
Most companies will face a crisis so they should know how to handle with it. Although establishing positive relationships with external audiences prior to a crisis will help in all but the extreme situations, no amount of goodwill can guarantee the positive coverage that is necessary to avoid permanent damage to a company’s reputation. The following guidelines will help companies respond appropriately in most crisis situations.

1. Develop a general crisis communication plan and communicate it.
2. Once the crisis, respond quickly.
3. Make sure you have the right people ready to respond and that they all respond with the same message.
4. Put yourself in the shoes of your audience.
5. Do not overlook the value of the Web.
6. Revisit your crisis communication plan frequently.
7. Build in a way to monitor the coverage.
8. Perform a post crisis evaluation.

All leaders of organizations must realize that their companies’ reputations depend on their internal ethos and the perceptions of their many external stakeholders. They cannot ignore the importance of establishing and maintaining a positive reputation or the necessity of effectively managing external relations to obtain and keep it.

[Leadership] Chapter 9: Establishing Leadership through Strategic Internal Communication

Leadership Communication

Chapter 9

Recognizing the strategic role of employee communication For employee communication to play a strategic role in organization, the leader must realize its importance in accomplishing the company’s strategic objectives and performance goals and integrate it into the company’s overall strategy and business processes. Your communication to employees needs to support the strategy and the performance goals, and all communication with them needs to position them to help you achieve those goals. Therefore, you should think about how best to accomplish the following basic employee communication objectives:

1. Educate employees in the company vision and strategic goals.
2. Motivate employee support for the company’s strategy.
3. Encourage higher performance and discretionary effort.
4. Limit misunderstandings and rumors that may damage productivity.
5. Align employees behind the company’s performance objectives and position them to help achieve them.

Assessing employee communication effectiveness. Before developing an internal communication strategy, you may want to use the scorecard to uncover how your organization stands in relation to the best practices for internal communication.

Establishing effective internal communications. The effective internal communication consists of the following:

1. Supportive management—managers should model the communication behavior they expect of their employees.
2. Targeted messages—effective communication depends on making all messages specific to the audience receiving them.
3. Effective media/forum—companies may need to communicate internal messages through several different media to reach all employees.
4. Well-positioned staff—the communication staff must be positioned close to the most important business issues and decisions and involved in the strategic and business planing processes for internal communication to be fully effective.
5. Ongoing assessment—you need to demonstrate clearly that you consider good communication to be valuable and important.

Using missions and divisions to strengthen internal communication
- Understanding the importance of missions and visions—effective mission and vision statements can :
1) inspire individual action, determine behavior, and fuel motivation.
2) Establish a firm foundation of goals, standard and objectives to guide corporate planner and managers.
3) Satisfy both the company’s need for efficiency and the employees’ need for group identity.
4) provide direction, which is particularly important in times of change, to keep everone moving toward the same goals.

- Defining missions and visions: Mission—a statement of the reason a company exists that is intended primarily for internal use. ; Visions—describe an inspiring new reality, achievable in a well-understood and reasonable time frame.

- Ensuring the mission and vision are effective—can be helpful in guiding employees.

- Building an effective mission and vision. There are three approaches to building a vision:
1) CEO/leadership developed
2) Leader-senior team visioning
3) Bottom-up visioning.

You might take the following steps in a leader-led, interactive, employee-involved approach to building a mission and a vision:
1. Create initial draft—bring the right employees, usually a cross section of organizational leaders, together to create the initial draft of the mission and vision.
2. Clarify the meaning.
3. Tell the world in 25 words or less what you are and what you want to become.
4. Develop the strategic objectives to make the vision specific and actionable.
5. Hold cascading meetings with employees to test the mission and the vision.

Designing and implementing effective change communication
- Detemining the scope of the change communication program
- Structuring a communication program for major change

[Leadership] Chapter 8: Building and Leading High Performing Teams

Leadership Communication

Chapter 8

This chapter focuses on business leaders need to know how to build and how to manage them to achieve high performance. Most businesspeople have experienced successful as well as unsuccessful teams. Building an effective team raises both organizational and individual leadership issues. If you are thinking of forming a team for specific tasks, you first need to determine that a team is the most effective and efficient approach to perform the task, solve the problem, generate the new ideas, or generally move your company forward in some way.
Once you have told the selected team members that they are on your team, you should schedule a launch or kick-off meeting so establishing the necessary team work processes are important. Although most teams will probably want to jump right into the work without spending the necessary time on process issues, leading them through development of the purpose, goals, and approach (the commitment side of the team basics framework) will help your team work more efficiently and effectively. In this section, you will learn how to address the issues of goals, purpose, and approach in your team launch by creating a team charter, action plan, and work plan.
Teams bring together the best talent available to solve a problem; however, some times these talented people clash. Just as emotional intelligence is important for individuals, it is also important for groups. One way to improve the team’s emotional intelligence or ability to work together smoothly is for the team to take time to know something about each other’s current situation, work experiences, expectations, personality, and cultural differences. This knowledge may not result in team bonding or friendships, which are more the by product of teams than the goal, but since these softer issues influence how the person behaves as a team member, the knowledge can help the team avoid conflict and help you as the leader anticipate any problems or performance roadblocks. Although team members will get to know each other through day-to-day interactions while working together, the team members can shorten the learning curve by discussing the following information at the first team meeting:

1. Position and responsibilities
2. Team experience
3. Expectation
4. Personal
5. Cultural difference

Despite all of the best planning and time spent getting to know each other, teams will likely experience conflict. Some of it will be useful and some not, but the odds are that it will occur. As Katzenbach writes, an effective team is “about hard work, conflict, integration, and collective results.” Working on a team is not easy, but the benefits can be very rewarding for the team members, and the results can be much better for the company. Obtaining the best results can depend on the team’s ability to manage conflict. Just as individuals and teams must be able to disagree in meetings, teams need to know how to manage conflict in their overall team activities.

Types of team conflict; internal team conflict will usually be one of four types:
1. Analytical (team’s constructive disagreement over a project issue or problem)
2. Task (goal, work process, deliverables)
3. Interpersonal (personality, diversity, communication styles)
4. Roles (leadership, responsibilities, power struggles)

Approaches to handling team conflict; most teams will use one of the following three approaches to managing conflict:

1. One on one: Individuals involved work it out between themselves.
2. Facilitation: Individuals involved work with a facilitator (mediator).
3. Team: Individuals involved discuss it with the entire team.

More and more companies are using virtual teams to connect their personal in offices around the globe. Although virtual teams are common, many companies do not know to ensure that they function as effectively as a co-located team would. Virtual teams require special effort, and it should not be taken for granted that people who are effective in traditional teams will also work well in a virtual team setting. There are marked differences.

Traditional team:
• Face-to-face
• Communications primarily in person
• Limited by time and distance

Virtual team:
• Geographically dispersed
• Communicating through technology
• Unrestrained by distance and time

This chapter has discussed the best approach to ensuring all team activities run smoothly so that the team achieves its objectives. It has provided team leaders and team facilitators tools to help them build and manage a team. No doubt, leading a team and working on a team present some challenges, but with the right approach, a team can work through the challenges, achieve high performance, and, in the end, “outperform other groups and individuals.”

[Leadership] Chapter 7: Leading Productive Management Meeting

Leadership Communication

Chapter 7

The leaders need to be able to plan and conduct effective, productive meetings. Doing so requires leadership communication skills and is important in setting the precedent for the rest of the organization. To avoid creating a negative atmosphere around meetings in the company, we need avoid the seven deadly sins of meeting.
1. People don’t take meeting seriously
2. Meetings are too long
3. People wander off the topic
4. Nothing happens once the meeting ends
5. People don’t tell the truth
6. Meetings are always missing important information
7. Meetings never get better
Communication purpose and strategy should come first in planning meetings, as in all communication situations. We need to define a clear purpose and analyze your audience to determine whether a meeting is the best forum for what we want to accomplish. The care that people give to defining the purpose and objectives will determine the success of the meeting. We need to write out the purposes and objectives very specifically: then, to start the meeting, tell the audience our intentions.
The agenda should follow directly from the objectives and end products and contain the information regarding the topic. In determining the agenda topics and the meeting tasks, we need to consider the time it will take to cover each topic or more important, to accomplish each objective then add et least 5 minutes to each topic to allow for transition.
The attendees are should be the ones who can contribute to achieving the objectives. The selected attendees will usually include the decision makers, the budget holder, those who must take action on the decision, those with expert knowledge affecting the decision, and representation from those affected by the decision. To the differences arising from national, regional, and functional cultures, we should encounter differences caused by personality.