LC Chapter 9 Establishing Leadership though Strategic Internal Communication

LC Chapter 9 Summary

Establishing Leadership though Strategic Internal Communication

One of the major responsibilities of an organizational leader is communication with employees.
Organizational directional direction comes from leaders having created and effectively communicated a clear and meaningful vision. Developing and communicating a vision is one of the most important and visible communication tasks of senior management.

Employees are motivated when, through words and actions, the leaders carefully translate the vision and strategic goals into terms that are meaningful to all employees.

The strategy for internal communication consists of the basic components of any effective business communication strategy, such as audience analysis, targeted messages, and appropriate media, but it is also much more than processes and products. Internal communication holds an organization together. Good internal communication provides the direction needed to reach strategic and financial goals and encourage productivity. It enables the smooth operation of the organization when interwoven seamlessly into all other processes of the organization.

LC Chapter 8 Building and Leading High- Performing Teams

LC Chapter 8 Summary
Building and Leading High- Performing Teams

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.

LC Chapter 7 Leading Productive Meeting

LC Chapter 7

Leading Productive Meetings

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 truth
6. Meetings are always missing important information, so they postpone critical decisions.
7. Meeting never get better.
This chapter tells us avoid these seven deadly sins. I learnt to plan and conductive meetings by determining when a meeting is the best forum for achieving the required result; establish objectives, outcomes, and agenda; performing essential planning; clarifying roles and establishing ground rules; using common problem- solving techniques; managing meeting problems; and ensuring following- up occurs.

Meeting can be small or large, internal or external, frequent or infrequent. This chapter focuses primarily on small-group meeting intended to accomplish tasks or move actions forward inside an organization since these are the most prevalent types of professional meetings.

LC CHAPTER 3

LC CHAPTER 3
USING LANGUAGE TO ACHIEVE A LEADERSHIP PURPOSE
SUMMARY


In this chapter we learned to do following:
- Achieve a positive ethos through tone and style;- Communicate clearly and concisely;- Use language correctly;- Employ efficient editing techniques.
One way to make my writing clear is to make it concise. Clear writing is direct, to the point, and free of jargon, pomposity and wordy constructions.In this chapter we found that 10 guidelines will help us achieve greater conciseness:
- Avoid the overuse of the passive voice – the actor should come first in the sentence; - Avoid expletives, such as “there is” or “it is” – watch for the “it is …that” construction in particular -Avoid the use of prepositional idioms; - Avoid the overuse of relative pronouns – who, which and that; -Avoid the repetition of words and ideas; - Do not overuse descriptive words, particularly adverbs; - Avoid weasel words, ambiguous noncommittal words; - Be aware of jargon and other kinds of gobbledygook; - Avoid nominalizations; - Finally, avoid redundancies

LC CHAPTER 1

LC Chapter 1 Summary

Developing Leadership Communication Strategy

Leaders need to consider strategy in communication just as they do in other areas of their business, profession, or life. Strategy consist of two actions: determining goals and developing a plan to achieve them.
Establishing a clear purpose: Leaders recognize that communication has consequences; you need to be sure the results you produce are those you intend. To achieve your intended results, you first need to establish a clear purpose. You will usually find that you have one of three general purposes:
To inform- transferring facts, data, or information to someone
To persuade- convincing someone to do something
To instruct- instructing someone in a process
Generating ideas: If you find you need to analyze an idea before presenting it to others, you will probably find one of the following four methods useful in helping you to push your thinking:
Brainstorming
Idea mapping
The Journalist’s Questions:
The decision tree

NEGOTIATION CHAPTER 6 Communication

Negotiation Chapter 6 Communication

Summary

This chapter focuses on leverage in negotiation. By leverage, we mean the tools negotiators can use to give themselves and advantage or increase the probability of achieving their objective. Leverage is often used synonymously with power.

Most negotiators believe that power is important in negotiation, because it gives one negotiator an advantage over the other party. Negotiators who have this advantage usually want to use it to secure a negotiation usually arises from one of two perception:
1. The negotiator believes he or she currently has less leverage than the other parties, so he or she seek power to offset or counterbalance that advantage.
2. The negotiator believes he or she needs more leverage than the other party to increase the probability of securing a desired outcome.

In general, negotiators who don’t care about their power or who have matched power—equally high or low—will find that their deliberation proceed with greater ease and simplicity toward a mutually satisfying and acceptable outcome. Power is implicated in the use of many negotiation tactics, such as hinting to the other party that you have good alternatives (a strong BATNA) in order to increase your leverage. In general, people have power when they have “the ability to bring about outcomes they desire” or “the ability to get things done the way them to be done.”

Three sources of power: information and expertise control over resources, and the location within an organizational structure (which leads to either formal authority or informal power based on where one is located relative to flows of information or resources).The concept of leverage in relation to the use of power and influence.

It is important to be clear about the distinction between the two. We treat power as the potential to alter the attitudes and behaviors of others that an individual brings to a given situation. Influence, on the other hand, can be though of as power in action—the actual messages and tactics an individual undertakes in order to change the attitudes and/or behaviors of others. A very large number of influence (leverage) tools that one could use in negotiation. These tools were considered in two broad categories: influence that occurs through the central route to persuasion, and influence that occurs through the peripheral route to persuasion.

In the final section of the chapter, we focuses on how to receiver—the target of influence—either can shape and direct what the sender is communicating, or can intellectually resist the persuasive effects of the message. Effective negotiators are skilled not only at crafting persuasive messages, but also at playing the role of skilled “consumers” of the messages that others direct their way.

NEGOTIATION CHAPTER 5 Perception, Cognition, and Emotion

Negotiation Chapter 5 Summary

Perception, Cognition, and Emotion

In this Chapter we learned that perception, cognition, and emotion are the three basic elements in the negotiation. First, the chapter begins with the definition of perception. It shows that perception is the process by which individuals connect to their environment. Then it introduces four type of perceptual distortion: stereotyping, halo effect, selective perception and projection. Second, this chapter discusses the framing which is a key issue in perception and negotiation. It presents seven types of frames and how frames work in the negotiation. Then, the chapter discusses the ways to manage misperceptions and cognitive biases in negotiation. Final, it talks about the role of mood and emotion in negotiation which has been the subject of an increasing body of recent theory and research during the last decade.