communication & commitment

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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]

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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]

it all starts with communication

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 communication

interpersonal

interpersonal communication takes place between two (or more) people

interpersonal communication is

inescapable irreversible complicated contextual

© Richard Longman Associates Ltd 2015

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

© Richard Longman Associates Ltd 2015

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

© Richard Longman Associates Ltd 2015

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

© Richard Longman Associates Ltd 2015

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

interpersonal communication

intrapersonal communication

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

© Richard Longman Associates Ltd 2015

think about it

describe yourself in ten words

describe yourself in three words

describe yourself in one word

© Richard Longman Associates Ltd 2015

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

© Richard Longman Associates Ltd 2015

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

if your goals are realistic all you need to do is perform to

your capabilities

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

© Richard Longman Associates Ltd 2015

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

© Richard Longman Associates Ltd 2015

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

© Richard Longman Associates Ltd 2015

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]