COMMUNICATE EFFECTIVELY AS A LEADER

REFERENCE

FM 22-100 ARMY LEADERSHIP 158-F-0010 WRITE IN THE ARMY STYLE 158-G-0020 CONDUCT A MILITARY

BRIEFING 158-D-1140 COMMUNICATE

EFFECTIVELY IN A GIVEN

SITUATION

PURPOSE

It is important as an military leader tokeep soldiers informed and ensure that they understand what they are to do,under what conditions, and how. Your communication skills are criticalto your success as a leader and the welfare of your soldiers.

OUTLINE

A. Analysis of robbery exercise

B. Johari window research

C. Analysis of soldier in Johari Window Research

D. Determine how leadership style affects communication

PRACTICAL EXERCISE

1. Why did the group members have

different responses to the exercise

statements? What caused these

differences?

5. Many people don’t perform very

well on this exercise. Why?

QUESTIONS?

QUESTIONS?

1. In your own words, how does incomplete information interfere with the communication process?

Some of the information is filledin by the receiver based on his/her personal experience.

QUESTIONS?

1. How can you, as a leader, ensure that your communication efforts

are complete?

Make sure that you include all ofthe needed information.

QUESTIONS?

1. What was the most important point covered in this material we just covered?

Responses will vary.

JOHARI WINDOW RESEARCH

JOHARI WINDOW RESEARCH

Interpersonal communications is the term often used to describe how communication flows. When we communicate, the communication takes place on a person-to person level regardless of whether the

setting is individual or group. How well the leader communicates his/her message depends to a large degree on how well he/she relates to two important components of the communication process-the sender and the receiver.

INTREPERSONAL COMMUNICATIONS MODEL

ARENA

FACADE

BLIND SPOT

UNKNOWN

KNOWN UNKNOWNBY SELF BY SELF

KNOWN

UNKNOWN

KNOWN BYOTHERS

UNKNOWN BY OTHERS

KNOWN UNKNOWN

ARENA

The area is most effective for communications. When communicatingin this pane, the source and the receiversknow all of the information that they needto effectively communicate. This is theregion of shared information. For communication to occur in this region, allparticipants must share the same feelings,data, assumptions, and skills.

ARENA (continue)

When we are communicating in the arena quadrant of the window, we are referring to behavior, feelings, and motivation known to self and to others. This pane represents willingness to question and be questioned.

QUESTIONS?

QUESTIONS

1. I am functioning in the arena pane. If I am the leader of this group and you are subordinates, what are some examples of knowledge that we might share?

Course materials, rank, etc.

QUESTIONS

How do you expect a leader who has a large arena to react with his/hersubordinates?

The individual tends to be open to others. There is an openness in bothfeedback and exposure. As a consequence there is less tendency forothers to fill in the missing information.

BLIND SPOT

Contains information that we do not know about ourselves. However, thegroup does know this information. this occurs when we communicateall kinds of information to the groupof which we were not aware. Thisinformation may be in the form of verbal cues, mannerism or the waywe say things.

QUESTIONS?

QUESTIONS

What does this pane tell you to expectfrom the leader who has a large blindspot? or

How would you expect the leader witha large blind spot to react with his/hersubordinates?

ANSWER

You are at a disadvantage when you interact through a large blind spot.through the way that you talk, yourmannerism, or the style through whichyou interact with others, you provideyour subordinates information aboutyourself that you may not know aboutyourself.

ANSWER (continue)

Additionally, there is a tendency for youto lash out or criticize others believingthat your behavior is open and aboveboard. This makes you appear to be insensitive. Because of the way you comeacross, others are hesitant to give you feedback.

LARGE FACADE

QUESTIONS?

How would a leader who operatesthrough a large facade interact with subordinates?

Then describe how subordinates would react in each situation

ANSWERSInteraction with subordinates: solicitsfeedback, but does not participate inexposure. Tends not to commit selfuntil knows how others stand. Tends toresort to superficial conversation. Doesnot open up to subordinates.

Reaction of subordinates: Subordinatestend to distrust the leader because theyknow that he/she is holding back own ideas

LARGE UNKNOWN

QUESTIONS?

How would a leader who operatesthrough a large unknown interact with subordinates?

Then describe how subordinates would react in each situation.

ANSWERSInteraction with subordinates: The leader tends to be the observer. Tendsto provide little information. Tendsto be not interested in subordinates.May exhibit hostility and anxiety.

Reaction of subordinates: Subordinatesdo not communicate with leader to losecreativity. They do not know wherethey stand with the leader.

QUESTIONS?

WINDOW REPRESENTING ME IN THIS CLASS

WINDOW REPRESENTING PLATOON SITUATION

QUESTIONS?

SUMMARY

A. Analysis of robbery exercise

B. Johari window research

C. Analysis of soldier in Johari Window Research

D. Determine how leadership style affects communication

QUESTIONS?

CONCLUSION

It is important as an military leader tokeep soldiers informed and ensure that they understand what they are to do,under what conditions, and how. Your communication skills are criticalto your success as a leader and the welfare of your soldiers.