chapter 6: managing social distance by: lorne lantz, carly moore and becky routledge
TRANSCRIPT
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Chapter 6: Managing Social
Distance
By: Lorne Lantz, Carly Moore and Becky Routledge
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AGENDA
L = f (L1 + L2 + Gm + s)
Closeness Distance
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Closeness
When should we be close? Building a team Coaching or giving intensive help
What occasions? While traveling together Sharing food and drink Can be staged
Must fit personality and style of leader as well as situation
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Closeness
Disadvantages Addressing performance issues Premature Leaders fail to recognize accountability
Issue of authenticity Genuine closeness Two-way street
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Distance
Advantages: Loss of Hierarchies
Create distance to establish perspective Legitimacy
Disadvantages: Trend of introverted managers
Lose touch with organization (people) Lose employee buy-in
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Distance
HOW to create distance
Use active sentences, avoid conditional verbs (should, could, might) Shows confidence
Tone of Voice
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Balance Between Closeness and Distance Role-switching trait
Distance: to establish perspective, see big-picture Closeness: to know what’s really going on inside Boundaries of variation
Situation-sensing skills Emotional Intelligence
Know your organization- sociable vs. solidarity cultures Cultural Intelligence
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Balance between closeness and distance
WHEN to shift the balance?
gradual shiftSocial distance Closeness
Distance- When you tell them WHAT to do
Closeness- When you talk about HOW
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Balance between closeness and distance
HOW to shift the balance? Give them warning Keep people on their toes by using conflicting
signals
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Final-take away
Social distance is a special type of situation sensing- reading when to get close,
when to be more distant, and then knowing which behaviours are most appropriate.
Effective leaders constantly practice and hone their skills!