communication & commitment
TRANSCRIPT
enabling high performance
communication & commitment
Richard Longman Associates Ltd Company Number: 8573663 Registered Office: 1 Chapel Terrace, Sheffield, S10 3HF
t +44 114 230 1367 m +44 7969 284464 e [email protected]
communication
successful communication lies in the quality of messages you send out, and the quality with which you decode messages you receive
your ability to communicate is directly correlated to your ability to exert control, on yourself and on others, and, being in control is vital to high performance
© Richard Longman Associates Ltd 2015
interpersonal
interpersonal communication takes place between two (or more) people
interpersonal communication is
inescapable irreversible complicated contextual
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inescapable
we can’t not communicate
through tone of voice, gesture, posture, facial expression we constantly send and receive messages
and people are not trained as mind-readers, so they judge you by your behaviour, not your intent
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irreversible
we can’t take something back that has been communicated
“Once a word leaves your mouth, you cannot chase it back even with the swiftest horse.”
Chinese proverb
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complicated
even in two-way communication there are six people involved
1. who you think you are 2. who you think the other person is 3. who you think the other person thinks you are 4. who the other person thinks they are 5. who the other person thinks you are 6. who the other person thinks you think they are
and when we exchange words, remember that few people use the same word exactly alike
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contextual
communication does not happen in isolation
psychological context - you and your baggage relational context - how you react to others situational context - the pyscho-social of ‘where’ environmental context - the physical of ‘where’ cultural context - the learned behaviours of different people
and what we say is only the starting point
communication includes how we say it, how we react, where we say it, when we say it, and what we are doing when we say it
© Richard Longman Associates Ltd 2015
and, of course
we battle Osmo Wiio’s laws of communication
Communication usually fails, except by accident.
If a message can be interpreted in several ways, it will be interpreted in a manner that maximizes the damage.
There is always someone who knows better than you what you meant with your message.
The more we communicate, the worse communication succeeds.
In mass communication, the important thing is not how things are but how they seem to be.
The importance of a news item is inversely proportional to the square of the distance.
The more important the situation is, the more probably you forget an essential thing that you remembered a moment ago.
© Richard Longman Associates Ltd 2015
intrapersonal
intrapersonal communication takes place within one person
we communicate what we know about ourselves to ourselves
so what we know about our goals, strengths, limitations, moods, anxieties, desires, and motivations needs to be accurate
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think about it
describe yourself in ten words
describe yourself in three words
describe yourself in one word
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and the hardest was
“describe yourself in one word”
we are complex people, and we need to talk about it
© Richard Longman Associates Ltd 2015
but it is important
in order to successfully communicate with others, we must first learn to communicate with ourselves
intrapersonal communication is the most basic skill of communicating - you must understand who you are, and what you think of yourself
“Whether you think you can, or you think you can’t,
you are right.” Henry Ford
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if we can communicate …
we can underpin high performance
and commit to our goals
build confidence through visualising our success
strengthen concentration with positive self-talk
and control our physical and mental experience
© Richard Longman Associates Ltd 2015
goal setting
what is your motivation for achieving this goal?
think about the outcome, the process, and your performance
think about all the energy and resources you will have to commit, and why it is worth it
then, get SMART
© Richard Longman Associates Ltd 2015
SMART goals
S M A R TMEASURABLE ATTAINABLE REALISTIC TIME-BOUNDSPECIFIC
What do you want to achieve?
Describe it, answering:
who? what? when? where? why? & how?
How will you track progress,
and measure the result?
Establish how you will know
when you have achieved your
goal.
Is your goal going to need
the support and cooperation of
others?
If so, make sure they are
committed to your goal.
When is your goal’s expiry
date?
Set a completion date, and
interim deadlines to keep you on
task.
Your goal should stretch you, but
is it realistic (and relevant)?
Ensure you can you do and control the
actions needed to achieve your
goal.
Doran, G. T. (1981). "There's a S.M.A.R.T. way to write management's goals and objectives". Management Review 70 (11): pp. 35–36.
© Richard Longman Associates Ltd 2015
building belief
we are replacing an old habit with a new habit
persisting contemplating preparing acting maintaining
persisting … the cons significantly outweigh the pros
contemplating … the cons start to outweigh the cons
Prochaska, J. O., Norcross, J. C., and Di Clemente, C. C. (2007) Changing for good, New York, Avon Books.
© Richard Longman Associates Ltd 2015
emotional arousal
different tasks require different levels of arousal
Yerkes-Dodson Law
“ … performance increases with physiological or mental arousal, but only up to a point … ”
Yerkes, R. M., and Dodson, J. D. (1908) “The relation of strength of stimulus to rapidity of habit-formation”, Journal of Comparative Neurology and Psychology vol. 18: pp. 459–482.
© Richard Longman Associates Ltd 2015
story telling
we act in terms of data, packing ourselves full of facts
but story-telling is much better designed for learning
reduce the amount of effort needed
you are much more likely to do things in a particular way
and to keep doing it
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implementation intentions
goal intentions differ from implementation intentions
develop implementation intentions by creating situational cues
because situational cues reduce the cognitive load
and, share your goals, so that others can help you
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analogy-making is a basic human ability which lies at the heart of human cognition
you can often miss the opportunity to use your knowledge
In problem solving, you may find that one of the stories you read before will give you a hint for solving the problem.
develop your behaviour by better recognising opportunities
Gick, M. L. and Holyoak, K. J. (1980) “Analogical Problem Solving”, Cognitive Psychology, vol. 12, pp. 306-355.
specific cues
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behave differently
priming can change something as fundamental a general knowledge or general intelligence
adopting the right mindset can have a positive impact on the outcome
© Richard Longman Associates Ltd 2015
communication & commitment
communicate with yourself
communicate with others
focus on quality messages
acknowledge the difficulties
recognise the importance of underpinning high performance with communication
only work with SMART goals
slowly change habits from bad to good
create the right level of emotional arousal
tell stories about what you are doing
identify when you will implement things
recognise specific cues
start to behave differently
© Richard Longman Associates Ltd 2015
let’s talk
a word or two is all it takes to get started
if you are in pursuit of high performance and/or if commitment is something you want to develop then let’s talk
www.richardlongman.com
Richard Longman Associates Ltd Company Number: 8573663 Registered Office: 1 Chapel Terrace, Sheffield, S10 3HF
t +44 114 230 1367 m +44 7969 284464 e [email protected]