6 point process high impact communication
HOW TO DO HIGH IMPACT
COMMUNICATIONS
A PRIMER
The
Oxford Review
FROM THE AWESOME PEOPLE AT THE OXFORD REVIEW
THE 6 POINT PROCESS FOR HIGH IMPACT COMMUNICATION 2013 study: “In a sampling of managers from U.S. manufacturing and service-oriented organizations, they found that ineffective managerial communication was the most frequently reported deficiency among these managers.” In healthcare poor spoken communications can lead to mistakes that cost the U.S. healthcare system approximately $12 billion a year.
THE RULE OF 6 1. IMPACT Work out what you want the other party to be: a. Feeling (emotional impact) b. Thinking (cognitive impact) c. Doing (behavioural impact) After the communication. Match your behavioural skills to the required impact. This requires training / coaching / feedback.
2. SELF-AWARENESS The speaker needs to know how their own: a. Bias b. Values c. Beliefs d. Desires Impact their presentation and how they and their message is likely to be perceived. This requires feedback.
3. MESSAGE CONGRUENCE Make sure it is believable. This means matching the message with your: a. Body language b. Facial expressions c. Tone d. Emphasis
4. TARGET AUDIENCE
b. Be aware of the situational context.
a. Be aware that that the target audience will distort the message. What are the target audience’s i. Perceptions ii. Expectations iii. Experiences?
i. Where is the communication taking place? ii. Has anything just occurred to change the context? iii. Do you understand their perceptions? How are these going to change what they hear and see?
5. ACTIVE LISTENING, FEEDBACK AND CONVERSING
Speaking is as much about active listening as it is about talking: a. Be aware of the signals (body language) b. Be aware of the language used c. Invite conversation d. Paraphrase their words e. Clarify your understanding of what they are saying or how they are behaving
6. INTENT / IMPACT CONFIRMING / CLARIFYING Check they have the message you intended: a. Ask questions b. Ask about what they are going to do next c. Ask what their thoughts are
11 BEHAVIOURS TO IMPROVE VERBAL COMMUNICATION
1. Practising speaking/presenting (impromptu and prepared)
2. Assessing personal communication filters relative to topic specific content
3. Assessing target audience communication filters relative to topic specific content
4. Delivering messages that are congruent between content (what is being said) and process (how it is being presented)
5. Listening
6. Receiving feedback / coaching
7. Providing feedback
8. Sustaining a conversation/conversing
9. Assessing intent-to-impact ratios for specific key communications
10. Assessing intent-to-impact ratios over specific periods of time
11. Observing other speakers (TED talks etc.)
Reference
Kerns CD,(2016) “High Impact Communicating: A Key Leadership Practice” Journal of Applied Business and Economics Vol. 18(5).
Lead, manage and run your organisation even better. Make brilliant decisions with The Oxford Review.
www.oxford-review.com
COMMUNICATIONS
A PRIMER
The
Oxford Review
FROM THE AWESOME PEOPLE AT THE OXFORD REVIEW
THE 6 POINT PROCESS FOR HIGH IMPACT COMMUNICATION 2013 study: “In a sampling of managers from U.S. manufacturing and service-oriented organizations, they found that ineffective managerial communication was the most frequently reported deficiency among these managers.” In healthcare poor spoken communications can lead to mistakes that cost the U.S. healthcare system approximately $12 billion a year.
THE RULE OF 6 1. IMPACT Work out what you want the other party to be: a. Feeling (emotional impact) b. Thinking (cognitive impact) c. Doing (behavioural impact) After the communication. Match your behavioural skills to the required impact. This requires training / coaching / feedback.
2. SELF-AWARENESS The speaker needs to know how their own: a. Bias b. Values c. Beliefs d. Desires Impact their presentation and how they and their message is likely to be perceived. This requires feedback.
3. MESSAGE CONGRUENCE Make sure it is believable. This means matching the message with your: a. Body language b. Facial expressions c. Tone d. Emphasis
4. TARGET AUDIENCE
b. Be aware of the situational context.
a. Be aware that that the target audience will distort the message. What are the target audience’s i. Perceptions ii. Expectations iii. Experiences?
i. Where is the communication taking place? ii. Has anything just occurred to change the context? iii. Do you understand their perceptions? How are these going to change what they hear and see?
5. ACTIVE LISTENING, FEEDBACK AND CONVERSING
Speaking is as much about active listening as it is about talking: a. Be aware of the signals (body language) b. Be aware of the language used c. Invite conversation d. Paraphrase their words e. Clarify your understanding of what they are saying or how they are behaving
6. INTENT / IMPACT CONFIRMING / CLARIFYING Check they have the message you intended: a. Ask questions b. Ask about what they are going to do next c. Ask what their thoughts are
11 BEHAVIOURS TO IMPROVE VERBAL COMMUNICATION
1. Practising speaking/presenting (impromptu and prepared)
2. Assessing personal communication filters relative to topic specific content
3. Assessing target audience communication filters relative to topic specific content
4. Delivering messages that are congruent between content (what is being said) and process (how it is being presented)
5. Listening
6. Receiving feedback / coaching
7. Providing feedback
8. Sustaining a conversation/conversing
9. Assessing intent-to-impact ratios for specific key communications
10. Assessing intent-to-impact ratios over specific periods of time
11. Observing other speakers (TED talks etc.)
Reference
Kerns CD,(2016) “High Impact Communicating: A Key Leadership Practice” Journal of Applied Business and Economics Vol. 18(5).
Lead, manage and run your organisation even better. Make brilliant decisions with The Oxford Review.
www.oxford-review.com
