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, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Publisher: William A. Tony Acquisitions Editor: Matt T. Meinholz Project Editor: Paul O’Mara Production Administrator: Randall Benson ASQ Mission: The American Society for Quality advances individual, organizational, and community excellence worldwide through learning, quality improvement, and knowledge exchange. Attention Bookstores, Wholesalers, Schools, and Corporations: ASQ Quality Press books, videotapes, audiotapes, and software are available at quantity discounts with bulk purchases for business, educational, or instructional use. For information, please contact ASQ Quality Press at 800-248-1946, or write to ASQ Quality Press, P.O. Box 3005, Milwaukee, WI 53201-3005. To place orders or to request a free copy of the ASQ Quality Press Publications Catalog, including ASQ membership information, call 800-248-1946. Visit our Web site at www.asq.org or http://www.asq.org/quality-press. 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. (This page intentionally left blank) 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 (This page intentionally left blank)