Scripting Success (Presentation slides) Article in SSRN Electronic - PDF document

See discussions, stats, and author profiles for this publication at: https://www.researchgate.net/publication/322999339 Scripting Success (Presentation slides) Article in SSRN Electronic Journal · January 2013 DOI: 10.2139/ssrn.3106328 CITATIONS READS 0 6 2 authors: David Mckie Tom Cockburn The University of Waikato The Leadership Alliance Inc 78 PUBLICATIONS 481 CITATIONS 452 PUBLICATIONS 164 CITATIONS SEE PROFILE SEE PROFILE Some of the authors of this publication are also working on these related projects: econo-centric approach to PR View project Co-editing a Journal special issue - Impact of the Fourth industrial revolution on a Learning Organization View project All content following this page was uploaded by Tom Cockburn on 28 February 2018. The user has requested enhancement of the downloaded file.

SCRIPTING SUCCESS Learning Objectives: TSWBAT adapt to evolving communication contexts in P. R. TSWBAT explain and discuss perceptual framing TSWBAT monitor emotional subtext of interpersonal communication TSWBAT engage in fierce transformational conversations David McKie and Tom Cockburn 2013 1 Electronic copy available at: https://ssrn.com/abstract=3106328

RETHINKING WORK AS TALK Q (to manager). What do you do? A. I direct and supervise others. My team does research, planning and analysis Q. What do you do (imagine if you were to tell a child)? A. I manage people. Q. How do you do that? Do you take them from place to place, put pens in their hands? What? A. I tell them. I talk to them about what we should do and how we should do it. Q. Would it be fair to say that, for you, as for most people, work is conversation? David McKie and Tom Cockburn 2013 2 Electronic copy available at: https://ssrn.com/abstract=3106328

CONTEXT & PERCEPTUAL FRAMING OF TALK 1 Power: I’d better concentrate because my boss is talking 2 Internal: How anxious am I? 3 Cultural: What have I been taught to think is happening? 4 Self-interest: What will be best for me? 5 History: What have been my past experiences in this kind of context? David McKie and Tom Cockburn 2013 3

Q. How do you handle customers who have complaints? A. Not all complaints are equal Q. What do you mean? A. There’s different kinds of complaining. One is ‘recreational complaining’ griping for the fun of it. It’s a game. Q. What’s another kind? A. ‘Complaining for action’ - customers want me to correct a problem and ask by complaining. Q. How do these distinctions help? A. I respond differently. With recreational complaining, I join in; with the other, I listen closely and take immediate action David McKie and Tom Cockburn 2013 4

BACKGROUND CONVERSATIONS Identify key background conversations and contexts • All bosses lie when they need to look after themselves • Our Company is a social network & networked people rule • The company Canteen is where people tell the real truth f2f • Social media is where they tell friends • Meaning is negotiated by sight as well as site content • Conversations are evolving in complex ways • Think of 3 examples of place changing your talk David McKie and Tom Cockburn 2013 5

CONVERSATIONAL PATHWAYS 1 • Talk initiates directions and relationships: Route 1: Self-references - Share something about yourself Ask for what you want assertively not aggressively Say something about how you are right now Think back to your first conversation with a ´significant other´ in your life Be mindful and in the moment David McKie and Tom Cockburn 2013 6

CONVERSATIONAL PATHWAYS 2 Route 2: Other references - Ask the other person something: Where are you from?’ Offer appropriate assistance: ‘I’m getting a drink, can I get you anything?’ Acknowledge them: ‘Sounds like you had a rough night’ Offer genuine compliments: ‘That ´s a great tie/ nice outfit/new hairdo ?’ NB: Non-Verbal Communication Tone, gaze, topic and proximity are important – David McKie and Tom Cockburn 2013 7

CONVERSATIONAL PATHWAYS 3 Route 3: Relational references - Introduce (possible) shared experiences: ‘Have you seen the latest Game of Thrones episode ?’ Route 4: Context references Comment on the context ‘It’s warm in here’ or ‘I don’t like being in this place.’ David McKie and Tom Cockburn 2013 8

F’ING UP THE LADDER • Fact: All people involved would agree details • Faction: One person has spun it so it is basically true, but not personalised or is focused on others • Fiction: Story has roots in fact but critical details enhanced for effect • Fantasy: Now tenuous relation to original facts and closer to myth (try to avoid escalating absolutes) • Focused: needs balance or may be too intrusive ? • Ferocious: abusive onslaught on subordinates David McKie and Tom Cockburn 2013 9

RISKY REFRAMING (1): PERSONAL EXCHANGES • Basis: change is a dialogue not a monologue • This talk is an example of how change might be put on the agenda • Q1: Where is this talk heading & where would you like it to head or would you avoid it? • Q1b: Where would I like it to head? • Q2a: How do we feel about these possibilities? • Q2b: How do I feel about this kind of talk? • Q3a: What are we doing about it? • Q3b: What are we going to do about it? • Q3c: What am I going to do about it? David McKie and Tom Cockburn 2013 10

RISKY REFRAMING (2): SEEING FROM THE OTHER’S PERSPECTIVE • Q1: Where do you think I think this talk is heading & where do you think I’d like it to head? • Q2: How do you think I feel about these possibilities? • Q3: What do you think I’m going to do about it? • Q3b: What are we going to do about it? David McKie and Tom Cockburn 2013 11

RISKY REFRAMING (3): HONEST OBSERVER • Q1: Where would a neutral observer think this talk is heading • Where do you think they would recommend that it go? • Q2: How do you think they feel about the possibilities? • Q3: What do you think they would suggest to do about it? David McKie and Tom Cockburn 2013 12

CHANGING CLIMATES OF DISTRUST (1): A 10-STEP APPROACH 1. Acknowledge scepticism towards real change in the age of weapons of mass deception not to mention ´fake news´ 2. Get tough with your own language and create long term strategies that enhance credibility and transparency 3. Credibility requires preparation: Prepare before attacks happen 4. Assess credibility gaps with key stakeholders: Research current facts David McKie and Tom Cockburn 2013 13

CHANGING CLIMATES OF DISTRUST (2) 5. Share the burden of truth: Gather allies early. Finding friends in a crisis is harder 6. Place your messages in bullet proof vests: Set up an internal ´truth´ squad to poke holes in your attitudes and check them for truth. 7. Develop ´bull´- finding for false words: Make sure they ring true and are underwritten by actions and attitudes David McKie and Tom Cockburn 2013 14

CHANGING CLIMATES OF DISTRUST (3) 8. Minimise spin: Tell it as straight as you can (better under-promise and over-deliver) 9. Establish substance and stick with it: Speed is critical in crises but must be founded in thickening relationship 10. Mind the gaps (make sure change is real with visible outcomes that are ongoing) David McKie and Tom Cockburn 2013 15

FRAMING TACTICS (1) Decide to listen mindfully, with heart and • head Hear yourself and others to stay honest • Build a committed coalition (and remember • people don’t tend to fight their own ideas) Not everyone needs to change at once but • everyone needs to take part in the conversation David McKie and Tom Cockburn 2013 16

FRAMING TACTICS (2) Expend energy on people who want change • Keep imagining big futures • Often all you can change is your attitude • Use public rather than private conversation • to go to the core of change for yourself and others Have fun: Remember that life is important • but not necessarily serious David McKie and Tom Cockburn 2013 17

FIERCE TALKING • Fierce talk comes from the adjective fierce meaning: “robust, intense, strong, powerful, passionate, eager, unbridled” • Provides the means to ‘Act with courage, care, and confidence’ • Fierce talk = 1.A way of conducting business 2.An attitude 3.A way of life David McKie and Tom Cockburn 2013 18

SETTING THE STAGE (1) • ‘How do you go bankrupt? Gradually, then suddenly.’ • • Ernest Hemingway: ‘ Our very lives succeed or fail gradually, then suddenly, one conversation at a time’ ‘While no single conversation is guaranteed to change the trajectory of a business, a career, a marriage, or a life, any single conversation can.’ David McKie and Tom Cockburn 2013 19

SETTING THE STAGE (2) Communication manifests frequently and • powerfully in conversation Your word is your wand: Be aware of the • power of talk There are conversations you can have ‘intra - • personally’ and out loud Look at how you talk and listen • David McKie and Tom Cockburn 2013 20

SETTING THE STAGE (3) Creative to shampoo firm: I can almost double • your sales by adding three words to your product It will cost you $10,000 • Would you do it? • Can you think of what they would be? • David McKie and Tom Cockburn 2013 21