Communication

Joseph F. Pauley, Judith Ann Pauley

Description

Using the concepts explained in this book, one CEO grew his company from $85 million to $100 million. A Vice President added $10 million to his bottom line in one year. A CEO who is a turnaround specialist successfully led two restaurant chains from near bankruptcy to sustained profitability. Other leaders have used these concepts successfully in improving team cohesiveness and productivity, in negotiating, in dealing with boards of directors, in fundraising, in education to raise the academic achievement of their students, and in many other ways. These and many other stories are used in this book to explain the concepts and connect theory to practice in ways that enable the busy leader to understand how to apply them in their daily lives.
Renowned trainers Judy and Joe Pauley describe for you the six personality types: Reactor, Workaholic, Persister, Dreamer, Rebel, and Promoter. Since no person fits neatly into one single category, they present a nuanced view of these types and the different “floors” of all of our personalities. The book then describes the needs and perceptions of each of the personality types, and the channels and interaction styles you can use to reach each of them.
The concepts described in this book are scientifically based and have withstood nearly 40 years of scrutiny and scientific inquiry. They are also universal, having been proven effective everywhere they’ve been used—in the United States, Canada, Europe, Asia, Australia, New Zealand, Africa, Latin America, and the Caribbean.

Sujets

• Business
• Qualité, hygiène, sécurité, environnement
• Gestion et management
• Economics
• Leadership

Informations

• Publié par: ASQ Quality Press
• Date de parution: 12 décembre 2008
• Nombre de lectures: 15
• EAN13: 9780873891554
• Langue: English

Extrait

Communication
The Key to Effective Leadership
Judith Ann Pauley, PhD and Joseph F. Pauley
ASQ Quality Press
“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
American Society for Quality, Quality Press, Milwaukee, WI 53203
© 2009 by ASQ All rights reserved.
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 http://www.asq.org/quality-press .
Table of Contents
Library of Congress Cataloging-in-Publication Data
Dedication
Foreword
Acknowledgements
Introduction
1 - Everyone is a Leader to Someone
LEADING A TURNAROUND SITUATION
LEADING A REORGANIZATION
LEADING IN EDUCATION
2 - Organizing the Team
3 - Establishing Trust
THE LANGUAGE OF PERCEPTIONS
4 - Inspiring Confidence
ESTABLISHING CONTACT
5 - Interaction Styles
6 - Getting Buy-in
MOTIVATING THE SIX PERSONALITY TYPES
Workaholics
Persisters
Reactors
Dreamers
Rebels
Promoters
7 - Developing Your Team
8 - Getting Results
CUSTOMER RELATIONS
PERSONNEL SELECTION
FUND RAISING
NEGOTIATIONS
ADVOCATING CHANGE
9 - Followers in Distress
WORKAHOLICS
PERSISTERS
REACTORS
DREAMERS
REBELS
PROMOTERS
THIRD-DEGREE DISTRESS
10 - Leaders in Distress
WORKAHOLICS
PERSISTERS
REACTORS
DREAMERS
REBELS
PROMOTERS
AN EXAMPLE
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.
Foreword
For those of you who do not know Joe and Judy Pauley, you are about to go on what the Beatles called a “Magical Mystery Tour.” For those of you who, like me, have attended a Pauley workshop, you are about to renew a friendship.
If anyone can translate a visual session into a literary one, this book proves that Joe and Judy can. Few authors have the ability to build bridges between theory and application. The Pauleys do. They take the concepts of Dr. Taibi Kahler’s Process Communication Model® and make it come alive with practical applications and easy-to-understand models. Basically, it is about leading by establishing positive relationships by: Helping people get their needs met positively Individualizing the way leaders communicate with everyone so that staff members and employees hear what they are saying Dealing with people in distress Helping leaders keep themselves out of distress so they'll be more effective Using the concepts of Process Communication to develop the leadership skills of their staff members and the strengths of their employees Using the concepts in private industry, non-profits, healthcare and education
As I read through the book, I said to myself, “This is the best chapter in the book” – until I read the next chapter. There aren’t many books that I want to read a second time. This is a book you need to read twice. Maybe even a third time.
By the time you finish reading this book, you will have made two new friends – Joe and Judy Pauley.
Franklin P. Schargel
Education Division Chair, 2003-2005
American Society for Quality
It is truly an honor and exciting for me to introduce you to Process Communication and to Joe and Judy Pauley. In 1993, when I expressed an interest in developing better leadership communication skills, a colleague recommended that I attend their Process Communication seminar. My colleague spent a few minutes explaining the concept of the “six-story condo” of personality. Then he went on to explain that it’s possible to communicate in a way that each listener easily under stands, and possible to assist when people are behaving in a dysfunc tional manner. It simply made great sense!
I think that neither our families nor our schools provide us with the communication tools that are essential for developing strong and positive relationships. We do not understand the differences between or among people; instead of understanding, we develop negative and unhealthy attitudes and behaviors. Process Communication is a profound and useful tool for our communication tool bags.
I arranged to participate in a seminar the week before I was to assume responsibility for a dysfunctional department in a tertiary medical center. Every day following that seminar, I was grateful that I had attended and learned Process Communication. It was amazing to me how clear the concepts were and how easy to apply. It wasn’t necessary to immediately master the process and make my communications perfect—and that was a shock! My staff and colleagues responded in such positive ways even as I began what seemed like baby steps toward improving my communi cation skills. Even more amazing? The members of our team recognized that I was making a difference and began to ask how I was doing it. They wanted to know my “secret.” People from other departments across our health care system heard about our healthy behaviors and healthy environ ment and wanted to learn more. That desire to learn how to “Process” has been sparked in every location and position I have held since that time. People are hungry for ways to improve the quality of their lives at home and at work.
One example that still makes me smile occurred when I recognized a “rebel” on my staff. He wanted to wear an operating room cap that his wife had made for him, but the leadership of the operating room kept telling him no. As a result of this conflict, he became moody and a chronic workplace complainer. It is tough to motivate new staff when the experienced staff is already complaining about someone before they meet for the first time! I stopped the rebel in the hall one day to suggest that he put a disposable hat on over his own as he entered the operating room hallway and then remove it as he exited the hallway. I told him he was welcome to wear his own hat anywhere else in the hospital. He objected, saying that “they” wouldn’t let him. I promised to support him and said that he should let me know if he experienced any harassment. Such a little thing! It turned him into a huge advocate for our department.
Another example was a “persister” in my department, an informal leader who consistently worked to oppose any action or recommendations by the formal leadership. I learned to ask him his opinions and listen to why he thought something was important. When I began to spend a few moments of my time listening and seeking clarification, he stopped being the source of problems in the department. It was a fascinating situation because it was not necessary to agree with him or to do things the way he would do them; it was only necessary to listen. This was another example of how a few minutes invested generated a huge return.
I could give you dozens of examples of how I have used Process Communication in a variety of circumstances. The most important thing I can tell you is that without Process Communication skills, I would not have enjoyed the leadership positions I was honored to have as the 22nd Chief of the Army Nurse Corps or the Acting Surgeon General and Commander of the Army Medical Department. The ability to develop a team, to support them and help them achieve their goals, is what makes leadership rewarding. Process Communication makes it easy.
Enjoy this extraordinary book written by fabulous, compassionate, loving people. Begin to implement the techniques even when you don’t yet feel competent in their use and watch the positive response you will have from those around you.
Gale S. Pollock
Major General (Ret), CRNA, FACHE, FAAN
Executive Director Center of Ocular
Regeneration and Vision Restoration
University of Pittsburgh
Acknowledgements
We want to thank the leaders who provided the powerful stories contained in this book to explain how they have used the concepts of Process Communication in leading their organiza tions. Many of them are named. Several more are not, at their request. We are deeply grateful to all of them.
We also want to thank our colleagues around the United States who provide