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Guide
COMMUNICATING FOR FOR THE MANAGERS
LEADERSHIP SUCCESS OF PARTICIPANTS
One or more of your people are scheduled to participate in the Communicating for Leadership
Success session. You play a critical role in ensuring results from their learning and development
activities. This guide will help you support and reinforce the benefits of the Communicating for
Leadership Success course back in the workplace.
Describes the Course Prep and what you can do to ensure participants arrive at the
session prepared and motivated to learn.
Presents key course content to help you understand and reinforce the use of the
concepts, skills, and techniques introduced in the course.
Provides an action list you may refer to and use at any time to help participants
successfully apply what they’ve learned to their jobs.
© Development Dimensions International, Inc., MMXII. 1 Permission is granted to photocopy this page for internal use only.
COMMUNICATING FOR LEADERSHIP SUCCESS
Consider using these activities with each person before the classroom session:
• Discuss how effective communication contributes to business success in your organization,
including how it benefits leaders directly.
• Share and solicit insights about how providing meaningful feedback can enhance leadership
success in your organization.
Listen for and openly discuss resistance or objections to attending the training. Work with
people to find ways to overcome them.
Schedule a post-training meeting with each person to discuss how he or she will begin using
the skills that will be introduced in the session. Identify and agree on how to monitor
progress and how to measure the application of new skills as well as potential challenges.
Do this before the training so you can set expectations for follow-up.
© Development Dimensions International, Inc., MMXII. 2 Permission is granted to photocopy this page for internal use only.
COMMUNICATING FOR LEADERSHIP SUCCESS
Core Content
In an increasingly complex and fast-paced work environment, leaders often fail to see the impact
their interactions with others have on their success as leaders, their job satisfaction, or the
success of the business. Meeting ambitious deadlines and maintaining operational metrics can
overshadow being aware of people’s “human” needs.
In Communicating for Leadership Success, participants learn when and how to use interpersonal
skills that will enable them to prepare for, lead, and participate in a variety of crucial interactions
with you, their peers, and their team members.
Personal needs include the need to feel: Practical needs include the need to:
• Heard and understood. • Reach a decision.
• Respected and valued. • Resolve a conflict.
• Trusted (and willing to trust). • Develop a solution or solve a problem.
• Meaningfully involved. • Plan how to approach a task or project.
• Supported. • Plan the implementation of a change.
When personal needs are met, people become more engaged and motivated, and their work
results improve. When practical needs are satisfied, people are more likely to achieve their
objectives and the organization’s business goals.
© Development Dimensions International, Inc., MMXII. 3 Permission is granted to photocopy this page for internal use only.
COMMUNICATING FOR LEADERSHIP SUCCESS
Interaction Essentials
The Interaction EssentialsSM will help learners address both personal and practical needs so
that their workplace interactions can be more effective. The Interaction Essentials are:
• Key Principles (to meet personal needs).
• Interaction Guidelines (to meet practical needs).
In addition, checking for understanding ensures that everyone understands what’s been said or agreed
to and making procedural suggestions keeps the discussion moving forward.
Learners watch engaging videos in which they see the skills in action
and take part in a variety of activities to try out the skills themselves.
They fill out part of a Discussion Planner for an upcoming workplace
discussion. (For information on the planner and the skills, double-click
the icons at right. Print the files or save them to a desired location.) Research Discussion
Monograph Planner
Effective Feedback
Participants learn about STAR, an approach to giving complete, specific feedback that reminds
the leader to describe:
• ST—Situation or Task. What was the problem, business opportunity, challenge, or task?
• A—Action. What was said or done to handle or respond to the situation or task?
• R—Result. What happened, for better or worse, because of the person’s or team’s actions,
and what was the impact or consequence of that result?
© Development Dimensions International, Inc., MMXII. 4 Permission is granted to photocopy this page for internal use only.
COMMUNICATING FOR LEADERSHIP SUCCESS
Offer support. Discuss each person’s notes for development from the course activity,
“Make It Personal,” and offer your support in implementing their plans to enhance
interpersonal skills. You might also meet with the person to help him or her complete a
Discussion Planner for an upcoming interaction, and then follow up with the person after the
interaction to see how it went.
Measure progress. Work with people to identify and agree on ways to measure their
progress and success in applying their newly learned skills and knowledge. For example,
they could use a survey to gather feedback from team members on their progress in using
the Interaction Essentials.
Use social media. Take advantage of technology to sustain learning and development.
For example:
• Post the Key Principles on a discussion board and ask for specific input on how learners
have used them (or observed others using them) to realize leadership success.
• Write a blog to recognize how participants and other leaders are using the core content of
Communicating for Leadership Success to meet both personal and practical needs.
• Share links to articles, videos, and other media that reinforce the importance and impact
of providing and responding to effective feedback.
Address barriers. Discuss barriers that are preventing people from applying new skills and
help them plan how to overcome them.
© Development Dimensions International, Inc., MMXII. 5 Permission is granted to photocopy this page for internal use only.