Judith Ann Pauley and Joseph F

112 Pages·2009·0.96 MB·English

Communication
The Key to
Effective Leadership
“Communication is the lubricant that makes
organizations run.”
–Lee Iacocca
Former CEO of Chrysler Corporation
“The concepts of Process Communication complement
Total Quality beautifully.”
–Larry Adams
Former president of Martin Marietta Corporation
“Being able to use the concepts of Process
Communication is like having a magic wand.”
–Marcene Franz
Former vice president of U.S. Steel
Communication
The Key to
Effective Leadership
Judith Ann Pauley, PhD
and
Joseph F. Pauley
ASQ Quality Press
Milwaukee, Wisconsin
American Society for Quality, Quality Press, Milwaukee, WI 53203
© 2009 by ASQ
All rights reserved. Published 2009.
Printed in the United States of America.
15 14 13 12 11 10 09 5 4 3 2 1
Library of Congress Cataloging-in-Publication Data
Pauley, Judith A.
Communication : the key to effective leadership / Judith Ann Pauley and Joseph F.
Pauley.
p. cm.
Includes index.
ISBN 978-0-87389-767-9
1. Communication in management. 2. Leadership. I. Pauley, Joseph F. II. Title.
HD30.3.P39 2009
658.4'5—dc22
2009001749
No part of this book may be reproduced in any form or by any means,
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prior written permission of the publisher.
Publisher: William A. Tony
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Project Editor: Paul O’Mara
Production Administrator: Randall Benson
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Printed on acid-free paper
Dedication
To
Dr. Franklin Schargel, the past president of the Education division
of the American Society for Quality, for his friendship, for sharing
his leadership skills with us, and for recognizing how the concepts
of Process Communication complement the concepts of Total Quality.
And to
Dr. Taibi Kahler, the clinical psychologist who made the
discoveries on which the concepts of Process Communication
are based, for his genius, for his friendship, and for improving
our lives and the lives of all those we come in contact with every day.
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Contents
List of Figures and Tables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix
Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xi
Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xv
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xvii
Chapter 1 Everyone Is A Leader To Someone . . . . . . . . . . . . . . . . 1
Three very different leaders describe what happened when they used
the concepts in this book to lead improvement in their organizations.
Leading a Turnaround Situation . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Leading a Reorganization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Leading In Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Chapter 2 Organizing The Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Identifying team members and their strengths.
Chapter 3 Establishing Trust . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Individualizing communication using the language of perceptions.
The Language of Perceptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Chapter 4 Inspiring Confidence . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Successful communication requires leaders to use the right “channel.”
Establishing Contact . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Chapter 5 Interaction Styles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Selecting the correct management style to use with each team member.
Chapter 6 Getting Buy-In . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Motivating followers to achieve the leader’s vision.
Motivating the Six Personality Types . . . . . . . . . . . . . . . . . . . . . . . 36
vii
viii Contents
Chapter 7 Developing Your Team . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
Improving the skills and leadership ability of every employee.
Chapter 8 Getting Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
Improving customer relations, personnel selection, fund raising and more.
Customer Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
Personnel Selection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
Fund Raising . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
Negotiating . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
Advocating Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
Chapter 9 Followers in Distress . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
Dealing effectively with people in distress.
Workaholics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
Persisters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
Reactors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
Dreamers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
Rebels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
Promoters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
Third-degree Distress . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
Chapter 10 Leaders In Distress . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
Leaders in distress and how they can reduce their own distress levels.
Workaholics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
Persisters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80
Reactors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
Dreamers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
Rebels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82
Promoters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84
An Example . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85
Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87
List of Figures
and Tables
Figure 2.1 Typical Fortune 500 CEO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Figure 2.2 Reactor employee. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Table 4.1 Channels of communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Table 4.2 Communication and miscommunication . . . . . . . . . . . . . . . . . . . . . . . . 24
Table 4.3 Perception and channel. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Table 5.1 Interaction styles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Table 6.1 Motivational needs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Table 6.2 Motivation strategies by personality type. . . . . . . . . . . . . . . . . . . . . . . . 43
ix
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