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

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Scripting Success (Presentation slides)

Article in SSRN Electronic Journal · January 2013

DOI: 10.2139/ssrn.3106328

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2 authors: 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 David Mckie The University of Waikato

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Tom Cockburn The Leadership Alliance Inc

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Electronic copy available at: https://ssrn.com/abstract=3106328

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

2013 David McKie and Tom Cockburn 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?

2013 David McKie and Tom Cockburn 2

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?

2013 David McKie and Tom Cockburn 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

2013 David McKie and Tom Cockburn 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

2013 David McKie and Tom Cockburn 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

• ther´ in your life

Be mindful and in the moment

2013 David McKie and Tom Cockburn 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

• utfit/new hairdo ?’

NB: Non-Verbal Communication Tone, gaze, topic and proximity are important –

2013 David McKie and Tom Cockburn 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.’

2013 David McKie and Tom Cockburn 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

2013 David McKie and Tom Cockburn 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
• n 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?

2013 David McKie and Tom Cockburn 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?

2013 David McKie and Tom Cockburn 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?

2013 David McKie and Tom Cockburn 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

2013 David McKie and Tom Cockburn 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

2013 David McKie and Tom Cockburn 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)

2013 David McKie and Tom Cockburn 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

2013 David McKie and Tom Cockburn 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

• thers
• Have fun: Remember that life is important

but not necessarily serious

2013 David McKie and Tom Cockburn 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

2013 David McKie and Tom Cockburn 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,

• r a life, any single conversation can.’

2013 David McKie and Tom Cockburn 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

2013 David McKie and Tom Cockburn 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?

2013 David McKie and Tom Cockburn 21

STAYING HONEST

• There can be divergences between your verbal and

nonverbal language

• If this happens most people believe the non-verbal
• Total person involvement where you’re upfront with as

much as possible releases maximum energy with minimum stress

• Provided your attention is wanted and acceptable to
• thers NOT a power trip (that can become

harassment)it can be positive as well

2013 David McKie and Tom Cockburn 22

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