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1、bcCommunication Styles Frances assumed that criticism should be tempered with praise including praise equalizes the otherwise one-down position John recognized the ritual heard praise as first step of patternappreciated tact of approach understood that criticism was the main message Al assumed feedb

2、ack would be direct should be direct: what is said is the messageFrance told him everything was finecriticism was suggestion rather than direction Source: Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990 A

3、nalysis of Style - Giving Feedback (2 of 2)bcCommunication StylesSource: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990HierarchyEqualityStyle Assumptions:Style Assumptions:Blunt feedback is direct and honestFeed

4、back is about business, not feelingsBlunt feedback is callous and harshThe relationship is as important as the messageImportant to be tactful; include praiseGiving criticism is an inherently one-up positionit cant be disguisedOne-up nature needs to be equalized“Save face” by providing praise as well

5、 as criticismStylistic Norms - Giving FeedbackbcCommunication Styles Isabelle introduces an idea in a meeting It is ignored Later in the meeting, Jane suggests the same idea again expands on it, selling it to group Idea is adopted; Jane receives credit Neither Isabelle nor Jane acknowledge the idea

6、as IsabellesInitiating good ideas is not enough. You also have to get credit for them.Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990 Style in Action - Getting Credit for Your Ideas (1 of 2) bcCommunicati

7、on Styles Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Dont Understand”,Ballantine Books, New York, 1990 Isabelles comments did not get heardintroduced her idea indirectly, using a disclaimer“this probably wont work but”spoke softlyspoke brieflyspoke t

8、entativelyJanes comments did get heardintroduced her idea directly and succinctlyspoke enthusiasticallyspoke at lengthspoke with certaintyAnalyzing Style - Getting Credit for Your Ideas (2 of 2)bcCommunication StylesSource: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “

9、You Just Dont Understand”, Ballantine Books, New York, 1990HierarchyEqualityStyle Assumptions:Style Assumptions:Seek visibilityDownplay doubtsotherwise youll appear insecureClaim credit for your ideasSeek equal exposureDownplay certaintyotherwise youll appear boastfulGood work will be recognizedShif

10、t status up one by claiming creditMaintain equal status by never claiming creditStylistic Norms - Getting Credit for Your IdeasbcCommunication Styles Can You Use This Module? How Communication Works Communication and Perception Styles in the Workplace Communicating at Bain Understanding Your Individ

11、ual Style Managing Communication at BainAgendabcCommunication Styles Direct communication Aggressive interaction Pro-active problem-solving Idea assessment by challengeBains dominant style reflects many hierarchical characteristics.Style favors:Bains Norm (1 of 2)bcCommunication Styles While Bains c

12、ommunication norm is primarily hierarchical, the norm may depend on the situation.SituationOne-on-one with managerCaseteam meetingTask force meetingClient meetingStyleDepends on managerHierarchicalEqualityDepends on client normBains Norm (2 of 2)bcCommunication Styles Bains dominant style evolved fr

13、om work and client needsStyle supports workdirect communication is fast; best for short time framedisplays logic clearly so problems can be found quicklyStyle meets client needsclients want strong analysis presented clearly expects Bain to drive decisions through their organizationStyle prepares tea

14、m for client interactionchallenging ideas in caseteam anticipates challenges from clientmatches predominant style of many clientsWhy It Is the Way It IsbcCommunication Styles Can You Use This Module? How Communication Works Communication and Perception Styles in the Workplace Communicating at Bain U

15、nderstanding Your Individual Style Managing Communication at BainAgendabcCommunication Styles Begin by considering the following characteristics:Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990Hierarchical

16、EgalitarianFocus is achieving highest status ofgroup membersFocus is on maintaining equal statuswith all group membersStates ideas in strongest terms andwaits to fend off challengesPrecedes ideas with disclaimers, waitsfor others to expandDownplays doubtDownplays certaintyExplores ideas by challengi

17、ngExplores ideas by inquiryDelivers orders as commandsDelivers orders as suggestionsUses interruptions as means tochallengeUses interruptions as means tosupportWants to take center stageWants to share spotlightComfortable claiming recognition forworkComfortable giving credit to othersHow Do I Know W

18、hat My Style Is? (1 of 2)bcCommunication Styles Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990 Look to see which characteristics reflect you may have some from both styles may act differently depending o

19、n the situation Ask others who communicate with you for feedback Aim to objectively understand your conversational habits, rather than just take on style labelLearn what your habits are, understand how they function in Bains environment. Dont just assume a label.How Do I Know What My Style Is? (2 of

20、 2)bcCommunication StylesKey phrases to listen for:“You just dont seem confident”“Dont worry about whether your ideas are perfect, just get them out there”“Your ideas are hard to follow”“You have to get to the point faster”“You take things too personally”“You need to be more visible”“You need to dev

21、elop your leadership skills”There are certain performance problems that are often attributable to a clash in communication styles - even though they seem to address something else. Source: Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990 How Do I Know If Theres a Problem

22、? (1 of 3)bcCommunication StylesLook at the situation objectively. Get feedback from managers and friends.Consider your experienceAre you often frustrated in your job?Are the perceptions of others significantly different from how you see yourself?Do people grant you less competence than you think yo

23、u deserve?Consider feedbackDo others identify communication problems?Consider the possibilityDetermine which, or which part of these problems could result from communication style clashHow Do I Know If Theres a Problem? (2 of 3)bcCommunication StylesOperating outside the group norm can have potentia

24、lly significant consequences. Source: Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990Style clashes can impact you and assessment of your performanceTaking stylistic behaviors literally can result in discomfort and frustrationchallenges feel like personal attacksopportun

25、ities to be heard dont present themselvesyour stylistic behavior may be taken literallyFrequent pauses perceived as lack of confidencePerception could impact performance assessmentFrequent pauses perceived as weak analysisHow Do I Know If Theres a Problem? (3 of 3)bcCommunication Styles The measure

26、of a style is whether it works in the setting youre inAll styles are equally valid as stylesone is not quantifiably better than anotherall styles can work well with others who share that styleBut all styles do not work equally well in every situationyour style may not work well in this settingSource

27、: Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990Is Bains Style Better Than Mine?bcCommunication Styles You can learn to operate effectively in norms other than your own No ones style is absolute can learn to operate effectively in other normsunderstanding why people ac

28、t as they dodevelop ability to match stylistic behaviors Changing is not necessarily easy takes awareness, focus and timeSource: Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990Can I Change?bcCommunication Styles Flexibility is the key instead of changing, expand your st

29、yleAdd new behaviors to your core style use as called for by situation expand the situations in which you are effectiveDevelop ability to communicate successfully in range of environmentsInstead of changing your style, you can expand your styleSource: Tannen, Deborah, “You Just Dont Understand”, Bal

30、lantine Books, New York, 1990Should I Change?bcCommunication Styles Remember that learning new style behaviors can be difficulttakes timeDevelop a plan that progresses in small steps:Identify one behavior to learn (for instance, avoiding disclaimers or substituting inquiries for challenges)Plan to p

31、ractice one behavior once or twice in any one situation(i.e. a caseteam meeting)Look for other opportunities to practicecasual conversationvoice mail is great for practicing Answer-FirstDevelop a plan for integrating new stylistic behaviorsHow Do I Expand My Style? (1 of 5)bcCommunication Styles Whe

32、n you are successful, increase practiceContinue to increase in small steps until the behavior is comfortableIdentify next new behavior and begin to practiceTalk to others who have faced this situation for additional ideasHow Do I Expand My Style? (2 of 5)bcCommunication Styles Provide a source of su

33、pport and feedbackinvolve your manager or caseteam leaderhook up with a partnerA friend, caseteam member, or coachCelebrate successesReinforce small wins as well as largeOnce youve decided on your plan, take steps to ensure successHow Do I Expand My Style? (3 of 5)bcCommunication Styles Target situa

34、tion(s) to observecaseteam meetingsclient meetingspresentationsAnalyze what contributes to the metamessagemessage contentrelationship between participants activityatmosphereReally get to know your audience. How Can I Expand My Style? (4 of 5)bcCommunication Styles Identify your highest impact misses

35、 with listener groupdecide on alternate behavior to practice Use any resources available to prepare your communicationAnswer-First structurecoach or mentor Get input from someone who knows the situationmanagercaseteam leaderother caseteam membermember of client teamSpend as much time planning how yo

36、ull communicate as you do what youll communicateHow Do I Expand My Style? (5 of 5)bcCommunication Styles Speak ofteninitiate ideaschallenge others ideasSpeak for longer periods of timeDont worry about being 100% rightmanagers are more interested in how you process ideasWhen interrupted, re-assert yo

37、ur pointWhen challenged, persist in making your pointSource: Interviews with Bain managers 2019 How Do I Increase Participation Meetings?bcCommunication Styles Use Answer-First to structure communicationsprovide background, complication, question and answerwork from broad concepts to specific eviden

38、ceuse structure to leverage their timeprovide details only as needed by listenerhighlight key concepts, outstanding issues, open questionspresent your recommendations without qualificationsUse short sentences, active languageSource: Minto, Barbara, “The Pyramid Principle”, FT Pitman Publishing, 1987

39、; Bain Communication Skills Workshop How Do I Communicate Clearly? (1 of 2)bcCommunication Styles State ideas directly, without need for interpretation“I agree with Maria. We should do more interviews.”instead of“Maria has some good interesting points. We certainly could do more interviews. Maybe we

40、 should. Of course, it would take more time.”State ideas without disclaimers“Bill Johnsons an expert in this area. We should talk to him.”Instead of“This may sound like a crazy idea, and its not exactly the direction were heading, but maybe we should think about talking to Bill Johnson. I mean, I th

41、ink hes done a lot of work in this area, but I could be way off base.”Source: Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990 How Do I Communicate Clearly? (2 of 2)bcCommunication Styles Initiate ideas, then expand on themClaim ownership for ideas or accomplishments Say

42、 “I” instead of “We”Source: Tannen, Deborah, “You Just Dont Understand”, Ballantine Books, New York, 1990 How Do I Gain Recognition For My Work?bcCommunication Styles For additional support, contact the Human Resources or Training DepartmentsSupport and resources available:coaching to assist in addr

43、essing communication concernstraining to expand communication style:communication workshopone-on-one coachingexternal training classesThe source for internal and external resources is Human Resources or TrainingResources and SupportbcCommunication Styles Can You Use This Module? How Communication Wo

44、rks Communication and Perception Styles in the Workplace Communicating at Bain Understanding Your Individual Style Managing Communication at BainAgendabcCommunication Styles Performance problems like these usually attributed to lack of competence:lacks confidence, seems insecuredoesnt take direction

45、 wellmicro-manages just doesnt catch on Root cause of performance problem might be communication instead of competenceManaging Styles: Understanding the ProblembcCommunication Styles PerceptionIntentionLacks confidence,seems insecureAsks questions because thats how toparticipate without boastingDoes

46、nt take directionwellDoesnt respond to orders because they arephrased as questions (“Do you think that canget done by Friday?”)Micro-managesChecks in frequently because thats how todemonstrate interest in the teamJust doesnt catch onDoesnt share ideas in caseteam meetingsbecause the atmosphere is to

47、o hostileSource of problem could be communication styles:Managing Styles: Understanding the ProblembcCommunication Styles Distinguish what observable behaviors lead to your assessment:Assessment: cant do the workBehaviors:doesnt get assigned work done, ideas dont make senseAssessment: cant lead, no

48、sense of authorityBehaviors:directions arent clear, no respect from the people who report to him/herFirst step: Separate behaviors from assessmentManaging Styles: How Do You Know What the Problem Is?bcCommunication Styles Look at the situation objectivelyremember that your style can blind you to oth

49、er stylesConsider what could be the result of communication stylesdoesnt get assigned work done, ideas dont make sensecompletes the work, but doesnt speak up in meetingspresents ideas indirectly instead of directlydirections arent clear, no respect from the people who report to him/hergives suggesti

50、ons instead of ordersConsider what part communication might play in the problemManaging Styles: How Do You Know. (1 of 2)bcCommunication Styles Consider additional information you havedoesnt get assigned work done, ideas dont make sensehave asked directly if assignments were completed; they werein o

51、ne-on-one meeting could clearly explain ideasConsider additional information you needmay need to discuss the situation and gather informationfrom the individualfrom others who know the situationfrom others who know more about communicatingMake a decision based on the datastyle may be all, part of, o

52、r none of the problemTest the possibility against reality, and decideManaging Styles: How Do You Know. (2 of 2)bcCommunication Styles Each persons communication style is as natural to them as breathingtheir style is invisible to them it is an integral part of who they areany problem - if they are aw

53、are of it - isnt theirsfrom their perspective, everyone else has the problemfrom their perspective, they are rightYour perspective and point of view on the situation is influenced by your own stylewe all think our style is “right”your bias may cause resistance in the listenerpositional thinking will

54、 not motivate someone to changeThere are key points to remember to make coaching communication successfulManaging Styles: Preparing to Coach (1 of 2)bcCommunication Styles Changing style may seem an easy and obvious solution to youconsequently, you may expect them to greet your suggestion with glee,

55、 and get right on itTo them, it may seem threatening, impossible, or even insultingmay hear that who they are is wrongmay have no idea how to make changesmay feel (strongly) the norm is wrong, and it should changeEven if they want to change, doing so can be difficultthe habits they have areingrained

56、, often from birthsuccessful in the system they are most familiar withConsider the situation from their point of viewManaging Styles: Preparing to Coach (2 of 2)bcCommunication Styles The message is: all styles are equally valid as stylesone is not quantifiably better than anotherall styles can work

57、 well with others who share that stylebut all styles do not work equally well in every situationtheir style is not working well in this settingto be more effective, recommend they expand their style Be clear on the messageManaging Styles: Before You StartbcCommunication Styles Identify and help them

58、 understand the problemstate the problem in generaldescribe specific behaviors that illustrate the problem(i.e. being quiet in caseteam meetings)ask about why they act the way they do (their intended communication)provide feedback on how behavior is perceivedhelp them see the “miss”Suggest possibili

59、ty of a clash in communication styles emphasize problem is situational, not personal their style does not work well in this settingThere are specific steps to convey the message. First, introduce the problem.Managing Styles: In the Coaching Session (1 of 4)bcCommunication Styles Explain communicatio

60、n styles: what they are, how they workgeneral conceptstyles and how they workBains normspecific applicationuse examples at Bainothers who have had similar style characteristicsothers who have had style clashes focus on explaining and getting buy-in on the problem address solutions laterNext, explain