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: 1
• EAN13: 9780873891547
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

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.

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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.

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Contents

List of Figures and Tables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Introduction

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Chapter 1 Everyone Is A Leader To Someone . . . . . . . . . . . . . . . . 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 . . . . . . . . . . . . . . . . . . . . . . . . . . . Leading a Reorganization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Leading In Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Chapter 2 Organizing The Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . Identifying team members and their strengths.

Chapter 3 Establishing Trust . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Individualizing communication using the language of perceptions. The Language of Perceptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Chapter 4 Inspiring Confidence . . . . . . . . . . . . . . . . . . . . . . . . . . . . Successful communication requires leaders to use the right “channel.” Establishing Contact . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Chapter 5 Interaction Styles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Selecting the correct management style to use with each team member.

Chapter 6 Getting Buy-In . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Motivating followers to achieve the leader’s vision. Motivating the Six Personality Types . . . . . . . . . . . . . . . . . . . . . . .

vii

ix xi xv xvii

1

1 3 5

7

1

3

14

2

1

24

2

7

3

5

36

viiiContents

Chapter 7 Developing Your Team . . . . . . . . . . . . . . . . . . . . . . . . . . . Improving the skills and leadership ability of every employee.

Chapter 8 Getting Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Improving customer relations, personnel selection, fund raising and more. Customer Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Personnel Selection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Fund Raising . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Negotiating . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Advocating Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Chapter 9 Followers in Distress . . . . . . . . . . . . . . . . . . . . . . . . . . . . Dealing effectively with people in distress. Workaholics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Persisters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Reactors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Dreamers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Rebels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Promoters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Third-degree Distress . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Chapter 10 Leaders In Distress . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Leaders in distress and how they can reduce their own distress levels. Workaholics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Persisters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Reactors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Dreamers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Rebels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Promoters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . An Example . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Index. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

4

9

5

7

57 58 60 63 65

67

68 70 72 73 74 76 77

7

9

79 80 81 81 82 84 85

87

Figure 2.1

Figure 2.2

Table 4.1

Table 4.2

Table 4.3

Table 5.1

Table 6.1

Table 6.2

List of Figures and Tables

Typical Fortune 500 CEO

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Reactor employee. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Channels of communication

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Communication and miscommunication

. . . . . . . . . . . . . . . . . . . . . . . .

Perception and channel. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Interaction styles

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Motivational needs

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Motivation strategies by personality type

ix

. . . . . . . . . . . . . . . . . . . . . . . .

9

10

22

24

24

29

40

43