1.

Communication
Communication
- Communication is the process of conveying information and
meaning.
- True communication takes place only when all parties understand
the message from the same perspective
Communication and leadership
Leadership is about influencing others through communications.
Leadership is also about building relationships, which is based on
communications.
Two important parts of leadership communication are sending and
receiving messages.
Sending messages and giving instructions
- Planning the message by answering these questions:
What is the goal of the message?
Who should receive the message?
How will you send the message?
When will the message be transmitted?
Where will the message be transmitted?
- The oral message sending process:
Step 1. Develop rapport
Step 2. State your communication objective
Step 3. Transmit your message
Step 4. Check the receiver’s understanding
Step 5. Get the commitment and follow up
- Written communication and writing tips
Lack of organization is a major writing problem. Before you begin
writing, set an objective for your communication.
 Write to communicate, not to impress. Keep the message short and
simple.
Edit your work and rewrite where necessary.
Receiving messages
- With oral communications, the key to successfully understanding
the message is listening.
- The message - receiving process (listening -> analyzing -> checking
understanding)

Listening Analyzing Checking

understanding
Pay attention Think Paraphrase
Avoid Wait to evaluate Watch nonverbal
distractions until after listening cues
Staying tuned in
Not assuming
and interrupting
Watching
nonverbal cues
Asking questions
Taking notes
Convey meaning
2. Feedback
The importance of feedback
- Feedback is the process of verifying messages and determining if
objectives are being met.
- The role of feedback in verifying messages
Questioning, paraphrasing, and allowing comments and
suggestions are all forms of feedback that check understanding.
Feedback motivates employees to achieve high levels of
performance.
- The role of feedback in meeting objectives
 Leaders should set specific measurable objectives and monitor the
process through feedback.
- The need to be open to feedback
To improve your performance and get ahead in an organization, you
have to be open to feedback.
Common approaches to getting feedback on messages and Why
they don’t work
- Sending the entire message and then assuming that the message
has been conveyed with mutual understanding
- Giving the entire message and then asking “Do you have any
questions?”
There are at least 4 reasons why people do not ask questions
Receivers feel ignorant
Receivers are ignorant
Receivers are reluctant to point out the sender’s ignorance
Receivers have cultural barriers
How to get feedback on messages
Be open to feedback
Be aware of nonverbal communication
Ask questions
Use paraphrasing
3. Coaching
Coaching and leadership
- Coaching is the process of giving motivational feedback to maintain
and improve performance.
- Coaching is designed to maximize employee strengths and
minimize weaknesses.
How to give coaching feedback
- Develop a supportive working relationship
 - Give praise and recognition
- Avoid blame and embarrassment
- Focus on the behavior, not the person
- Have employees assess their own performance
- Give specific and descriptive feedback
- Give coaching feedback
- Provide modeling and training
- Make feedback timely, but flexible
- Don’t criticize
Job instructional training steps
Step 1. Trainee receives preparation
Step 2. Trainer presents the task
Step 3. Trainee performs the task
Step 4. Trainer follows up
Criticism
- Criticism involves a judgment, which is that either the person is right
or wrong. Criticism is also the process of pointing out mistakes,
which places blame and is embarrassing.
- Employees with overly critical managers tend to develop the attitude
of “My manager doesn’t care about me or appreciate my work, so
why should I work hard to do a good job?”
- The major difference between criticism and coaching feedback is
that coaching feedback is based on good, supportive relationship, it
is specific and descriptive and it is not judgmental criticism.
The coaching model for employees who are performing below
standard
- Attribution theory is used to explain the process managers go
through in determining the reasons for effective or ineffective
performance and deciding what to do about it.
- Determining the cause of poor performance and corrective coaching
action
The performance formula explains performance as a function of
ability, motivation, and resources.
- Improving performance with the coaching model
Step 1. Describe current performance
Step 2. Describe desired performance
Step 3. Get a commitment to the change
Step 4. Follow up