Chapter 5: Perception, Cognition, and Emotion

Chapter 5: Perception, Cognition, and Emotion

In this chapter is giving reader a very useful how to do a good presentation. From some point of views, the author mentions introduction, body, and conclusion. The introduction should start as soon as you stand up and give your audience what’s the main topic for your presentation, should not take too much time on it. When move to body, which usually accounts 80 percent, should be concise and specifically focused. Also, provide transitions to lead from one topic to the next and one graphic to the next. In the conclusion, summarize what you have said by going back over the main points and reinforcing them. The other thing we can talk about is practicing a presentation is often the key to delivering it successfully in front of your audience. Some people would like to practice in front of mirror and be sure to speak aloud. Timing, make sure you want to obey the time limits, you don’t want to go over –time. In public speaking, people are easy to get nervous, how to overcome nervousness, when you are presenting. In books tell us you can do some yoga deep-breathing exercise, or think everyone in the room is all apples. You don’t really feel so nervous. Eye contact, good speakers really look at the people in their audience, not over their heads or out of window. Do not overuse stance or gestures, sometimes the audience sometimes feel uncomfortable with. Using PowerPoint, overheads is a good technique, when giving presentation. You want your audience focus on you, so your audience at least has an idea what are you presenting. You need to test the projection, or display equipment makes sure it is work well. The last thing handing Q&A. the presenter should always be ready for the questions, because you never know what questioners might ask you. Listen very carefully to the question; be sure you understand the question before you answer. Keep your answer short and simple, answer the specific question.

Question

1. What is the Stand-Up Extemporaneous Presentations?

One of the most popular deliver methods for business presentations is still the stand-up extemporaneous presentation. It is the most difficult but also the most effective form of presentation if structured and delivered correctly. Extemporaneous presentations offer three major advantages over any other method. They allow you to:
1. Maintain eye contact and rapport with your audience.
2. Make adjustments based on the audience's response.
3. Appear confident and knowledgeable.

2. How to develop your presentation?

In the planning phase of developing your presentation, you need to:
(1) determine your strategy;
(2) analyze your audience;
(3) select the medium and delivery method;
(4) organize and establish your logical structure and;
(5) Round-Table Presentations. 

3. How to prepare before presentation?

You must be prepared. To appear confident and project a positive ethos when presenting, you need to do the following:
1. Focus your energy on your audience.
2. Create and maintain rapport.
3. Adopt a secure stance.
4. Establish and maintain eye contact.
5. Project and vary your voice.
6. Demonstrate your message with gestures.
7. Adjust pace of delivery based on the audience response.

Chapter 4: Creating Written Leadership Communication

Chapter 4: Creating Written Leadership Communication

A leader has the ability to share knowledge and ideas to create a sense of urgency in the people they work with. Professionally written communication falls into one of two broad types: correspondence (text message, e-mails, blog posts, memos, and letters) and reports (including proposals, progress reviews, performance reports, and research documentation). Achieving the most effective communication medium, a leader must know the purpose of the message by creating individual and team written communication, organizing the content coherently, conforming to content and formatting expectations in correspondence, including expected content in reports, and formatting written communication effectively.

Connecting with social network is a good way for us to consider carefully how we want to approach social media and how we wish to present ourselves in these public situations such as writing on a blog. Organizing the content coherently, A professional audience expects order and logic in a document; they expect it to make sense to them, to be coherent, which is what we want our communication to do.

By conforming to content and formatting expectations in correspondence, we will determine the actual content of our letters, memos, e-mails, and text messages based on our purpose, strategy, and audience but these types carry some expectations such as including expected content in reports, Professional audiences also have expectations for longer documents and reports.

Formatting written communication effectively is a very important method in writing your message. Formatting is used in creating a professional appearance for all of our written communication. The frequent using of headings and lists to break up the text, separate main ideas, and avoid long blocks of text will make our documents more attractive to others people.

Question

1. How to approach social media?

More often than not, businesses begin a social media campaign with the wrong expectations. Compared to traditional marketing techniques, this technology and these platforms are relatively new. As opposed to viewing it as a traditional market economy, it is helpful to view social media as a gift economy in order to understand how important the relationships that are crafted on these platforms are.

According to a recent article in Harvard Business Review, in a traditional market economy money is given in an exchange for goods or services; however, in social media the focus has shifted to a relationship. People who participate in social media are there to develop their relationships with friends and family first and foremost, not to make transactions.
Because of the way that these encounters that are cultivated, certain transactions are made based on trust and a genuine relationship. In order to get to that point however, businesses and brands must ingrain themselves within this social currency. As opposed to pushing products onto an audience, businesses must consider how individuals use their products and what would help make these interactions better. On the most basic level, social media is another channel for businesses to get their message out. There is an undeniably large audience on social networks, and for certain demographics, not being involved in social media can be a deterrent for consumers. Businesses involvement on social networks has become expected, as a way to learn more about the brand and develop a relationship with it. If this technology continues to progress and become more ingrained in our culture, a business that isn’t willing to allow this kind of engagement will probably suffer. Beyond simply talking at consumers and giving them information, the next step in social media is to develop individual relationships with users. By doing so, brands and businesses have the ability to create brand ambassadors for their products and services. Users and fans are more likely to act on a recommendation from their friends than they are from an advertisement, which makes these relationships invaluable.

The best way to be successful in social media is to develop a community for these individuals to connect with each other. Based on a general appreciation of one quality of a business or brand, users can engage with each other in a way that was lacking and now adds to their social experience.

2. What are the guidelines for checking?

–       Proof your headers and sub headers – People often skip these and focus on the text alone. Just because headers are big and bold doesn't mean they're error free!

–       Read the document out loud – This forces you to go more slowly, so that you're more likely to catch mistakes.

–       Use your finger to follow text as you read – This is another trick that helps you slow down.

–       Start at the end of your document – Proofread one sentence at a time, working your way from the end to the beginning. This helps you focus on errors, not on content.

Chapter 2: Leadership Communication Purpose, Strategy, and Structure

Chapter 2: Leadership Communication Purpose, Strategy, and Structure

In this chapter you will learn that Strategy consists of two actions:

1. Determining the purpose, goals, or vision of what we want to achieve.

2. Developing how best to achieve the purpose, goals, or visions.

And you will learn to apply communication strategy to achieve your communication goals. Effecting leadership communication depends on your thinking and planning strategically, understanding your audience, and structuring your communication for different situations.

In professional communication, we have four goals: to inform, to persuade, to instruct, and to engage. In this chapter you will learn how to generating ideas by brainstorming, Idea mapping, and the journalist’s questions: Who? What? When? Where? Why? How? , and the decision tree. Strategy framework, we need to consider each of the components in the framework: the purpose, messages, media/forum, timing, and communicator. We may have one overall purpose or many, depending on the complexity of the communication situation. Our overall purpose and overarching message should be consistent from group to group. Analyzing audience is fundamental to any communication strategy. There are four approaches to analyzing an audience are by expertise, by decision-making style, by medium, and by organizational context.

This chapter has focused on clarifying messages and developing a communication strategy, both essential skills for anyone wanting to master leadership communication. And the general rule for professional communication is our purpose for writing or speaking usually comes first.

Question

1. How to establish a clear communication purpose?

Good Leaders, Good Communicators. There’s no mystery here. Regardless of whether you’re talking about business, politics, sports or the military, the best leaders are first-rate communicators. Their values are clear and solid, and what they say promotes those values. Their teams admire them and follow their lead. Likewise, if you want your company to reach new benchmarks of achievement, you must master the art of clear communication. So, how do you do it?

First, you must realize and accept that clear communication is always a two-way process. It’s not enough to speak clearly; you have to make sure you’re being heard and understood. To facilitate this, use the following two-way communication primer:

Prepare how you’ll communicate
• Clarify the goal of the communication.
• Plan carefully before sending it or meeting in person.
• Anticipate the receiver’s viewpoint and feelings.

Deliver the message
• Express your meaning with conviction.
• Relate the message to your larger goals.
• Identify the action to be taken.
• Confirm the other person understands.

Receive the message
• Keep an open mind.
• Identify key points in the message.
• Value constructive feedback and use it to grow.
• Confirm your understanding.

Evaluate the effectiveness of the communication afterwards

Take corrective action as necessary

Primers, of course, aren’t enough. You must go deeper and determine why internal communications are poor or ineffective, considering any potential barriers. Once the barriers have been identified, you’ll see where to improve. Additionally, you’ll inevitably realize the stakes are high when it comes to communicating — if you fail to do this properly, you can poison the atmosphere between you and a colleague, as well as your company’s morale. So the next time you’re drafting a letter, e-mail or policy statement, before you send it, stop and consider these common barriers to clear communication:

2. How to Conduct Audience Analysis?

Know the definition of audience analysis: determining the important characteristics of an audience in order to chose the best style, format and information/arguments when writing or speaking. Understanding the identity, personality and characteristics brought to a situation by the specific type of audience.

Know the purpose of audience analysis: Having knowledge of a specific audience allows the writer or speaker to understand the social situation in which he or she writes. It allows the writer to come up with a strategy to adapt arguments to best suit an audience. Conducting audience analysis informs a speaker or writer about the people he or she is talking to. This is important because based on what is found out in the audience analysis a writer/speaker can adjust his work to relate to an audience in the best way possible. It allows a writer/speaker to be able to succeed in their goal of writing or speaking whatever that may be. If a speaker/writer wants to persuade, inform, motivate, excite, scare, warn or cheer up an audience, then analyzing those people to which he/she is talking can allow them to pick the best words, stories, tone, style and delivery to use when writing or talking to that specific group of people.

3. Why leader needs to develop a strategic leadership communication plan?

Concise communication is essential for the success of any organization and is especially important to develop effective strategic leadership. The focus of strategic leadership is to build and maintain a sustainable competitive advantage for the organization, according to Ralph Stacy, author of “learning as an Activity of Interdependent People”. Concise communication is significant in developing effective strategic leadership, as it is typically the responsibility of leaders to translate the desires of those at the upper echelons of the organization to those at the bottom. The strategic planning process is a common method used to develop and maintain a sustainable competitive advantage for an organization. In the strategic planning process, organizational leaders develop a mission statement for the organization, explaining its reason for existence. Managers and leaders must then develop strategies to meet this purpose. The development of effective strategic leadership is vital to the success of the strategic planning process, and concise communication is an essential element of this development.

Chapter 1: What is Leadership Communication?

Chapter 1: What is Leadership Communication?

Researchers seldom agree completely on how best to define leadership, but most would agree that leaders are individuals who guide, direct, motivate, or inspire others. They are the men and women who influence others in an organization or in a community. They command others’ attention. They persuade others to follow them or pursue goals they define. They control Leadership Communication: A communication Approach for Senior-Level Managers by Deborah J. Barrett, Ph.D. Handbook of Business Strategy Emerald Group Publishing, 2006.They improve the performance of groups and organizations. They get results. These individuals may not be presidents of countries or the CEOs of companies, but they could be. They could also be employees who step forward to mentor less experienced or younger employees, managers who direct successful project teams or vice presidents who lead divisions and motivate their staff to achieve company goals.  Through effective communication, leaders lead. Good communication skills enable, foster, and create the understanding and trust necessary to encourage others to follow a leader. Without effective communication, a manager accomplishes little. Without effective communication, a manager is not an effective leader. In fact, being able to communicate effectively is what allows a manager to move into a leadership position. An early Harvard Business School study on what it takes to achieve success and be promoted in an organization says that the individual who gets ahead in business is the person who “is able to communicate, to make sound decisions, and to get things done with and through people”. By communicating more effectively, managers improve their ability to get things done with and through people.

Question

1. What is the shape of the perfect leader and does he or she exist?

To paraphrase W. Somerset Maugham, “There are three rules for creating good leaders. Unfortunately, no one knows what they are.”

There is no perfect leader, which is why good leaders are always trying to improve themselves through self-study, training, education, mentorship, making mistakes and then learning from them, etc. Since there are no perfect leaders, it is hard to build a good leadership model, which is why there are hundreds of them. But, we can be sure of a few things that good leaders have: A vision of the future. The ability to encourage followers to jump into that experience. A love of self-improvement for themselves and their followers. This love makes them good coaches and mentors.

Empowering their followers to get things done.

2. Does a leader need power? How can a leader avoid being corrupted by the power?

The degree of power that a leader requires is determined by the goals that she must achieve. For example, the leader of a country requires different powers than the leader of a church. Power is the possession of control, authority, and/or influence over others. This power is used to achieve a goal. Some leaders, such as presidents, have all three possessions, while others, such as Mother Theresa, might have only one influence. Power does not corrupt. Corruption is the degree that someone's action has veered from a moral value that a society or community has set. Although the amount of their action is controlled by the type of power they have, it is their inner-self that drives the action. For example, Hitler was a leader by almost every definition, yet there were certain groups that he hated. This hatred drove him to mass corruption. If he never achieved the position he held, his inner-hatred of select groups would have still been there. His inner-self controlled the power. The only preventive medicine for corruption is a healthy respect for others.

3. Does a leader need to be motivated? How can leaders maintain themselves to stay motivated?

A leader definitely has to be motivated; those who are not will quickly be seen as frauds in their followers' eyes as they expect their leaders to be enthusiastic about their work. Motivation comes in two forms: extrinsic and intrinsic. Extrinsic motivators come from the outside. For example, one reason that I go to work is that I need to make a living in order to survive. Intrinsic motivators come from within. For example, another reason that I go to work is that I get a great deal of satisfaction when I accomplish a difficult task. Good leaders set and achieve goals that allow them to get a healthy balance of both motivators. Although many people believe that intrinsic motivators are the best, that is not necessarily so. Often, the extrinsic motivators lead us into new situations and then our love for doing it carries us through and on to new heights.

Chapter12: Best Practices in Negotiation

Chapter12: Best Practices in Negotiation

Ten Best practices for Negotiation

1. Be prepared

·        Understand and articulate your goals and interests

·        Set high but achievable aspirations for negotiation

2. Diagnose the fundamental structure of the negotiation

·        Make conscious decisions about the nature of the negotiation: is it a distributive or integrative negotiation or blend of the two

·        Choose strategies and tactics accordingly

3. Identify and work the BATNA

·        Be vigilant about the BATNA

·        Be aware of the other negotiator’s BATNA

4. Be willing to walk away

·        Strong negotiators are willing to walk away when no agreement is better than a poor agreement

·         Have a clear walk away point in mind where you will halt the negotiation

5. Master the key paradoxes of negotiation

·        Claiming value versus creating value

·        Sticking by your principles versus being resilient to the flow\

·        Sticking with the strategy versus opportunistic pursuit of new options

·        Facing the dilemma of honesty: honest and open versus closed and opaque

·        Facing the dilemma of trust:  trust versus distrust

6. Remember the intangibles

·        “See what is not there”

·        Ask questions

·        Take an observer or listener with you to the negotiation

7. Actively manage coalitions

·        Coalitions against you

·        Coalitions that support you

·        Undefined coalitions that may materialize for or against you

8. Savor and protect your reputation

·        Start negotiation with a positive reputation

·        Shape your reputation by acting in a consistent and fair manner

9. Remember that rationality and fairness are relative

·        Question your perceptions of fairness and ground them in clear principles

·        Find external benchmarks of fair outcomes

·        Engage in dialogue to reach consensus on fairness

10. Continue to learn from your experience

·        Practice the art and science of negotiation

·        Analyze each negotiation

Question

1. How important are contract negotiation skills to ensure business success?

1. Learn to flinch.

2. Recognize that people often ask for more than they expect to get.

3. The person with the most information usually does better.

4. Practice at every opportunity.

5. Maintain your walk away power.

2. How well do you negotiate?

1. Do your research

2. Don't tip your hand

3. Understand your value

4. Let the company bring up the salary negotiation issue

5. Emphasize the benefits of your skills
6. Don't blink

7. Be reasonable

8. Be flexible

3. Does your organization have the number and level of skill master contract negotiators needed?

You've got sharp people skills, an analytical mind, a polished demeanor and appearance, and willingness to traveling across the country or the globe, negotiating deals that can make or break an organization. If you're also willing to get at least a 4-year bachelor's degree in a field such as industrial or labor relations, a career as a contract negotiator might be for you.

Career Definition: Contract Negotiator

Many organizations succeed or fail because of contracts, which are agreements designed to resolve differences and prevent future disputes. Contract negotiators, also called contract specialists or dispute-resolution specialists, often work in the insurance, software development and media industries. They serve in the human-resources or labor-relations divisions of large corporations, non-profits, government agencies and labor unions. Their work usually involves drawing on knowledge of company policy and economic data as they prepare and negotiate new contracts; they may also review and re-negotiate existing contracts, act as a company's prime customer liaison and work with executives on new organizational strategies.

How to Become a Contract Negotiator

Required Education for a Career in Contract Negotiation

Preparation for this career varies but almost always requires at least a bachelor's degree. A contract negotiator for a human resources department might have a 4-year degree in industrial or labor relations, including courses such as employment law, human resource management, and collective bargaining and conflict resolution. On the other hand, an in-house corporate attorney working in contract negotiation would need a law degree, which generally takes three years beyond a bachelor's degree.

Skills Required for a Career as a Contract Negotiator

These professionals are adept at various approaches to negotiation. They also have well-developed writing, speaking and computer skills, a professional appearance, and the ability to work and set priorities independently. They often must be free to travel.

Chapter 11: International and Cross-Cultural Negotiation

Chapter 11: International and Cross-Cultural Negotiation

International Negotiation: Art and Science

International negotiations are much more complex than domestic negotiations. They challenge the negotiators to understand the science of negotiation while developing their artistry.

·        The science of negotiation provides research evidence to support broad trends that often, but not always, occur during negotiation.

·        The art of negotiation is deciding which strategy to apply when, and choosing which models and perspectives to apply to increase cross-cultural understanding.

Environment Context

Factors that make international negotiations more challenging than domestic negotiations include:

·        Political and legal pluralism

·        International economics

·        Foreign governments and bureaucracies

·        Instability

·        Ideology

·        Culture

External stakeholders

Conceptualizing culture and negotiation

·        Culture as learned behavior: A catalogue of behaviors the foreign negotiator should expect

·        Culture as shared values: Understanding central values and norms, Individualism/collectivism, Power distance, Career success/quality of life

     and Uncertainty avoidance

Power distance

Definition: “The extent to which the less powerful members of organizations and institutions (like the family) accept and expect that power is distributed unequally”

·        Cultures with stronger power distance will be more likely to have decision making concentrated at the top of the culture.

Question

1. What makes international Negotiations different?

Two overall contexts have an influence on international negotiations:

·        Environmental context: Includes environmental forces that neither negotiator controls that influence the negotiation

·        Immediate context: Includes factors over which negotiators appear to have some control

2. How we do explain international Negotiation outcomes?

International negotiations can be much more complicated

·        Simple arguments cannot explain conflicting international negotiation outcomes

·        The challenge is to:

- Understand the multiple influences of several factors on the negotiation process

- Update this understanding regularly as circumstances change

3. What is the ten ways the culture can influence negotiation?

·        Definition of negotiation: Contract vs. relationship

·        Negotiation opportunity: Distributive vs. Integrative

·        Selection of negotiators: Experts vs. Trusted Associates

·        Protocol: Informal vs. Formal

·        Communication: Direct vs. indirect

·        Time Sensitivity: High vs. low

·        Risk Propensity: High vs. low

·        Groups vs. Individuals: Collectivism vs. individualism

·        Nature of agreements: Specific vs. general

·        Emotionalism: High vs. low

Chapter 10: Multiple Parties and Teams

Chapter 10:  Multiple Parties and Teams

Two Situations that Involve Multiple Parties

•         Multiple parties are negotiating with one another and attempting to achieve a collective or group consensus.

•         Multiple individuals are present on each “side” of the negotiation

–       The parties to a negotiation are teams against teams

The Nature of Multiparty Negotiations

Differences between two-party and multiparty negotiations:

•         Number of parties

•         Informational and computational complexity

•         Social complexity

•         Procedural complexity

•         Strategic complexity

Managing Multiparty Negotiations

•         The pre-negotiation stage

–       Characterized by many informal contacts among the parties

•         The formal negotiation stage

–       Structures a group discussion to achieve an effective and endorsed result

•         The agreement phase

–       Parties select among the alternatives on the table

The Agreement Phase

•         Select the best solution

•         Develop an action plan

•         Implement the action plan

•         Evaluate outcomes and the process

Interterm Negotiations

•         Integrative agreements more likely when teams are involved

•         Teams are sometimes more competitive than individuals and may claim more value

•         Accountability pressures are different for teams

•         Relationship among team members affects negotiation process and outcomes

Question

1. What is an effective group in multiparty negotiation?

Effective groups and their members:

1.     Test assumptions and inferences

2.     Share all relevant information

3.     Focus on interests, not positions

4.     Explain reasons behind statements

5.     Talk in specific terms and use examples

6.     Agree on what important words mean

7.     Disagree openly with any member of the group

8.     Make statements, then invite questions and comments

9.     Design ways to test disagreements and solutions

10. Discuss “undiscussable” issues

11. Keep discussions focused

12. Avoid taking cheap shots or distracting the group

13. Expect participation by all members in all phases of the process

14. Exchange relevant information with no group members

15. Make decisions by consensus

16. Conduct self-critiques

2. What is managing multiparty negotiation?

Three key stages that characterize multilateral negotiations.

·        The prenegotiation stage: Characterized by many informal contacts among the parties

·        The formal negotiation stage: Structures a group discussion to achieve an effective and endorsed result: The agreement phase

·        Parties select among the alternatives on the table

3. What are Differences between two-party and multiparty negotiations?

·        Number of parties

·        Informational and computational complexity

·        Social complexity

·        Procedural complexity

·        Strategic complexity