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Risky Communications
      When Trust Is Low
       & Emotions High




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Risk Communications: When Trust Is Low And Emotions Are High
Risk Communications: When Trust Is Low And Emotions Are High
Risk Communications: When Trust Is Low And Emotions Are High
Risk Communications: When Trust Is Low And Emotions Are High
Risk Communications: When Trust Is Low And Emotions Are High
Your Turn
Name 3 traits of great
bosses & leaders. Put each
trait on a different sticky
note & post on wall.


                          12
Name traits of great
bosses/leaders
What observations
can you make?
Listener, friendly,
empathetic, leader
authentic, visionary,
communicator
3 Domains of Competency:
IQ, Technical & EQ
3 Domains of Competency:
IQ, Technical & EQ
CHART:
    The number of times
  individuals who became
president or CEO displayed
     EQ competencies,
 compared with those who
     were passed over.
EQ Competencies Frequency Shown
Self-control    7X
EQ Competencies Frequency Shown
Self-control    7X
Empathy         3X
EQ Competencies Frequency Shown
Self-control    7X
Empathy         3X
Teamwork        2.5X
EQ Competencies Frequency Shown
Self-control    7X
Empathy         3X
Teamwork        2.5X
Self-confidence 2X
EQ Competencies Frequency Shown
Self-control    7X
Empathy         3X
Teamwork        2.5X
Self-confidence 2X
Achievement
                2X
Orientation
Cognitive      Frequency
Competencies   Shown

Analytical
               1.2X
Thinking
Conceptual
               1.5X
Thinking
Emotional Intelligence:
            an ability or
            capacity to
            perceive, assess
            and manage the
            emotions of one's
            self and of others
Emotional Intelligence:
            Emotional
            Quotient (EQ)
Leadership
Rests on 3 Core EQ
Competencies
Personal Leadership
EQ

Personal Leadership


Self-awareness
EQ

Personal Leadership

Emotional Management
Self-awareness
EQ

Personal Leadership
Emotional Connection
Emotional Management
Self-awareness
Our emotions have
the potential to get
in the way of our
most important
business and
personal
relationships.
A lack of
EQ is the
   main
 reason
promising
 careers
  derail.
A high critical level
of EQ is #1 reason
successful leaders
  outperform the
   average ones.
Nearly one-third of current
managers & executives are
  severely lacking in EQ
  management abilities.
        (HRFocus)
Your Turn

Close your eyes & imagine




                        36
Risk Communications: When Trust Is Low And Emotions Are High
Fight
Flight
Our minds are hard-wired essentially as they
were in the Stone Age as we cope with the
world & its threats just as our ancestors did.
Risk Communications: When Trust Is Low And Emotions Are High
Risk Communications: When Trust Is Low And Emotions Are High
Risk Communications: When Trust Is Low And Emotions Are High
1. Can I eat it?
2. Will it eat me?
3. Can I mate
   with it?
Fighting
             Feeding
              Fleeing
Reproductive behavior
Because of the furious pace of change in
   business today, difficult to manage
 relationships sabotage more business
 than anything else - it is not a question
   of strategy that gets us into trouble;
        it is a question of emotions.
 John Kotter, Harvard Business School
People who feel stress, threatened or put at risk
beyond their control,
People who feel stress, threatened or put at risk
beyond their control, lose up to 80% of their
ability to process information.
The remaining 20% is dedicated to personal
issues.
We react to perceived threats rather than reality.
Our level of stress during change is
proportional to our level of perceived threat.
Your Turn
   In the article you read,
       Communicating
   Organizational Change,
what stuck with you, the most?


                            51
Your Turn
   In the article you read,
       Communicating
   Organizational Change,
what stuck with you, the most?


                            52
Your Turn

What is a risk? Define risk.



                               53
Risk: possibility of suffering injury, harm
Experts: risk = risk assessment
Non-experts: risk = risk assessment +
factors of fear, outrage and loss
Our perception is reality, regardless
of the facts.
3 Key Messages For Communication

P=R
3 Key Messages For Communication

P=R
Perceptions = Reality
Information perceived as real has
real consequences.
Information perceived as real has
real consequences.

Message received is message sent.
Information perceived as real has
real consequences.

Message received is message sent.

Perceptions form quickly; beliefs
more slowly
Page Tips
Hit Theory Of Belief Formation

Once formed, a
belief is very
difficult or
impossible to
change.
Page Tips
Hit Theory Of Belief Formation

Four
unanswered
credible hits =
belief.
Page Tips
Hit Theory Of Belief Formation

Less than four
hits = opinion.
Page Tips
Hit Theory Of Belief Formation

A hit from one
side can be
negated by a hit
from the other
side.
Page Tips
Hit Theory Of Belief Formation

After first
significant hit,
48 hrs of active
information
search.
Perceptions, not reality, determine
the direction and intensity of one’s
reactions and behaviors.
Perceptions not reality determine the
direction and intensity of one’s
reactions and behaviors.
Organizations should learn to
manage the perceptions they give.
Your Turn
          How does
    Perceptions = Reality
impact your member messaging
  when dealing with change?


                          70
3 Key Messages For Communication

P=R
G=T+C
3 Key Messages For Communication


G=T+C
Goal = Trust + Credibility
Goal is to produce informed stakeholders
that are involved, interested, reasonable,
thoughtful and solution oriented.
Goal is to enable two-way conversation
based on trust and open exchange of
dialogue.
Grounded on knowledge & understanding
of stakeholders’ perceptions.


Means organizations should learn to
manage the perceptions they give.
Grounded on knowledge & understanding
of stakeholders’ perceptions.
Credibility is difficult to build and can be lost
quickly. Once lost, the most it can learn to
Means organizations should be
regained is 80%.
manage the perceptions they give.
Grounded on knowledge & understanding
of stakeholders’ perceptions.
Credibility is difficult to build and can be lost
quickly. Once lost, the most it can learn to
Means organizations should be
regained is 80%.
manage the perceptions they give.
Most important factor of credibility – can
source be trusted? If not, perception or risk
increases 2,000 times.
4 Primary Factors Impacting Trust &
Credibility

1. Caring/Empathy




                                      78
4 Primary Factors Impacting Trust &
Credibility

1. Caring/Empathy
    30 seconds




                                      79
4 Primary Factors Impacting Trust &
Credibility

1. Caring/Empathy
    30 seconds
    Listening



                                      80
4 Primary Factors Impacting Trust &
Credibility

1. Caring/Empathy
    30 seconds
    Listening
    Direct, face to face

                                      81
4 Primary Factors Impacting Trust &
Credibility

1. Caring/Empathy
    30 seconds
    Listening
    Direct, face to face
    Electronic can fail
                                      82
4 Primary Factors Impacting Trust &
Credibility

1. Caring/Empathy
2. Competence/Expertise




                                      83
4 Primary Factors Impacting Trust &
Credibility

1. Caring/Empathy
2. Competence/Expertise
3. Honesty/Openness



                                      84
4 Primary Factors Impacting Trust &
Credibility

1. Caring/Empathy
2. Competence/Expertise
3. Honesty/Openness
4. Dedication/Commitment

                                      85
4 Primary Factors Impacting Trust &
Credibility




                                      86
4 Primary Factors Impacting Trust &
Credibility


          Caring/Empathy - 50%




                                      87
4 Primary Factors Impacting Trust &
Credibility


           Caring/Empathy - 50%

         Competence
         & Expertise
          15%-
          20%
                                      88
4 Primary Factors Impacting Trust &
Credibility


           Caring/Empathy - 50%

         Competence
         & Expertise    15%-
          15%-          20%
          20%          Honesty &
                       Openness       89
4 Primary Factors Impacting Trust &
Credibility


           Caring/Empathy - 50%

         Competence             Commitment
         & Expertise    15%- & Dedication
          15%-          20%         15%-
          20%          Honesty &    20%
                       Openness              90
Non-verbal communication
Non-verbal communication
when trust low & concerns high

50%-75% of message content
Non-verbal communication
when trust low & concerns high

50%-75% of message content
Is intensely noticed
Non-verbal communication
when trust low & concerns high

50%-75% of message content
Is intensely noticed
Is interpreted negatively
Non-verbal communication
when trust low & concerns high

50%-75% of message content
Is intensely noticed
Is interpreted negatively
Overrides verbal communication
Answering difficult questions
Answering difficult questions


1. Express empathy or concern
Answering difficult questions


1. Express empathy or concern
     Males - 25% of answer
Answering difficult questions


1. Express empathy or concern
     Males - 25% of answer
     Females - 10% of answer
Answering difficult questions


1. Express empathy or concern
     Males - 25% of answer
     Females - 10% of answer
     Enhanced by personal story
Answering difficult questions


1. Express empathy or concern
2. Provide facts
Answering difficult questions


1. Express empathy or concern
2. Provide facts
      2a. Start with conclusion
Answering difficult questions


1. Express empathy or concern
2. Provide facts
      2a. Start with conclusion
         Be positive, address underlying issue
Answering difficult questions


1. Express empathy or concern
2. Provide facts
      2a. Start with conclusion
         Be positive, address underlying issue
         12-15 word soundbite
Answering difficult questions


1. Express empathy or concern
2. Provide facts
      2a. Start with conclusion
      2b. Provide two facts
Answering difficult questions


1. Express empathy or concern
2. Provide facts
      2a. Start with conclusion
      2b. Provide two facts
          1 involves 3 rd party endorsement
Answering difficult questions


1. Express empathy or concern
2. Provide facts
      2a. Start with conclusion
      2b. Provide two facts
          1 involves 3 rd party endorsement

          Includes a story
Answering difficult questions


1. Express empathy or concern
2. Provide facts
      2a. Start with conclusion
      2b. Provide two facts
      2c. Repeat the conclusion
Answering difficult questions


1. Express empathy or concern
2. Provide facts
      2a. Start with conclusion
      2b. Provide two facts
      2c. Repeat the conclusion
          Same as first conclusion
Answering difficult questions


1. Express empathy or concern
2. Provide facts
3. Describe future action
Answering difficult questions


1. Express empathy or concern
2. Provide facts
3. Describe future action
      3a. Describe commitment to improve
Answering difficult questions


1. Express empathy or concern
2. Provide facts
3. Describe future action
      3a. Describe commitment to improve
      3b. How to get more info
Answering difficult questions


1. Express empathy or concern
2. Provide facts
3. Describe future action
Your Turn - A
Membership is upset that you’ve
  changed requirements for
  membership. How will you
   address their concern?


                            114
Your Turn - B
We have no say in who gets
   elected to the Board Of
Directors. It’s a scam and we
      don’t get any vote!


                            115
Your Turn - C
The Executive Director just said
 we have to cut our budgets by
 30% or let people go! She/He
 doesn’t care about my needs.


                              116
3 Key Messages For Communication

P=R
G=T+C
C=S
3 Key Messages For Communication


C=S
Communication = Skill
3 Key Messages For Communication

P=R
G=T+C
C=S
Your Turn
 What Is Conflict? Why do
organizations have conflict?



                               120
Conflict is an emotional response to
differences of opinion.
C=S
Communication = Skill
Happens when 1, 2, or more, people are not
getting their needs, wants or expectations met.
Usually occurs when someone wants change to
happen.
Assumptions about conflict.
Assumptions about conflict.
Not about right or wrong.
Assumptions about conflict.
Not about right or wrong.
Conflicts & disagreements develop. It’s how
we understand, resolve and learn from
them that is important.
Assumptions about conflict.
Some can be minimized.
Assumptions about conflict.
Some can be minimized.
Using risk communication can prevent
conflicts from ballooning into unnecessary
and less manageable sizes.
Assumptions about conflict.
There are many ways to resolve conflict.
Assumptions about conflict.
There are many ways to resolve conflict.
A conflict’s resolution does not have to
result in a winner and a loser.
Your Turn

When is conflict constructive?



                             131
Conflict is constructive when it:
Conflict is constructive when it:

Clears up important issues.
Conflict is constructive when it:

Clears up important issues.
Results in the solution to problems.
Conflict is constructive when it:

Clears up important issues.
Results in the solution to problems.
Increases a person’s involvement in issues.
Conflict is constructive when it:

Clears up important issues.
Results in the solution to problems.
Increases a person’s involvement in issues.
Results in open communication.
Conflict is constructive when it:

Clears up important issues.
Results in the solution to problems.
Increases a person’s involvement in issues.
Results in open communication.
Serves as a release to anxiety & stress.
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