- What did you find memorable or applicable in the readings? In other words, what can you take away and apply from the readings in your own communication? And the governance of your organizations?
- How do this week’s readings relate to your major initiative/project?
- What is the best idea you’ve learned about effective communication?
Q1: Overall the readings gave me a heightened awareness of my own communication methods. One of the most memorable trends throughout the readings was the discussion of inclusion of “the personal”. While not each reading used the term “personal” most carried an element of the personal story. My key take away with this trend is that it is more than just okay to include the personal (whether its my story, my attitude, my tone, etc) in my communication and decision-making – its actually encouraged. Of course, incorporating my story and the ability to clearly express it are two distinct items. This though gives me a clear goal towards which I can work to.
Q2: In reflecting, I actually am more so surprised by my own hesitancy to include the personal than the existence of this in the readings. As such, it makes me connect the readings to staff professional development aspect of my project – particularly as I think of the managers on our team. I’m intrigued about finding ways to incorporate skills in confidence, communicating clearly, communicating passionately, and identifying the moments for all of these in the onboarding training we provide to our new staff. What might be a little more intensive is thinking through how I personally am communicating the importance of these skills to our existing team. By putting the time aside to deliver this message first our existing team, I am hopeful in being to build allies in changing the expectations we hold each other accountable to.
Q3: The best idea I learned about effective communication came from Made to Stick, via their Tappers and Listeners example. The concept of visualizing the massive amount knowledge a communicator holds is a powerful one. The reminder that there should never be an assumption of standard knowledge is a great one to keep in mind as I am communicating to any size audience. An additional concept I gained from the example was that while the preparation taken to deliver a message is important, the response when a message is not delivered is just as important. While to the communicator its a bit of a surprise that the information isn’t processing, the reality is that the listener is missing something and its thus the communicator’s role to fill that gap as part of his/her communication.
What did you find memorable or applicable in the readings? In other words, what can you take away and apply from the readings in your own communication? And the governance of your organizations?
I find it semi-ironic that our first question is around the memorable-ness of the readings when more than one of our readings focused on the effectiveness of communication and ideas that “stick.” This discussion of what makes an idea memorable caused me to think about the need for ideas to stick in my work with students but also my work in strategic planning with the organization. As an educator, I’ve spent much time trying to figure out how to get through to a student, or keep them engaged in a task. In this role, I have utilized the principles of simplicity, credibility and concreteness as described in the “Made to Stick” reading. In my professional communications, in writing memos and proposals, I have relied on the same principles. Seemingly, these are the principles that were always focused on in my research and communication classes. However, the discussion of unexpectedness and stories made me reevaluate my communication strategy with my students and colleagues. Working in the afterschool field, we have the flexibility to challenge student’s ideas and thoughts and really tap into this idea of unexpectedness. Although we may be tackling issues that students have heard before – inequality, teamwork, college preparation, we should try to attack them in a way to target gaps in their knowledge. This thought leads me to wonder how we should use this particular principle when working with a room full (or borough full, city full, etc.) of students at different levels. The “stories” principle, resonated more with my professional communication hat. With non-profit becoming an increasingly data driven sector (and rightfully so), I think that my organization struggles with developing the types of stories that could draw supporters and really that drew most of us to the organization or field in the first place. While we take pains to use stories on our website or annual report, internally we don’t seem to value those anecdotal pieces that stick with people. In thinking about proposals I have written recently (including the proposal for the Fellows program) my focus has been on trends or data as opposed to individuals. Going forward, if there are instances where it is appropriate, I believe that I will try and insert personal stories that further illustrate statistics or sector trends. In addition to engaging the reader or donor or staff member, I think it will also serve to reengage me in a project or proposal.
Another communication reading that I found memorable also made me think more about the governance and leadership structures within my organization. In reading about various structures in the “Foundations for Sound Decisions” excerpt, I noticed that like our executive branch, my organization doesn’t adhere to one type of structure but various leaders at the organizations have styles that they prefer. Our organization has a seemingly disjointed nature when it comes to overarching ideas about policy and planning. This is partially do the preferences of our Program Director to have individual departments/programs report to her about all of their activities and issues. I think that a collegial model with teams made up of individuals from various roles and programs would allow strategic decisions to seem to fit across the organization in a more meaningful way. However, in an organization strapped for human capital the feasibility for this type of “task force” work. The same reading also made me consider the idea of “wellsprings of influence,” and how I fit into the role of the influencer and the influenced. The four key resources of influence being possession of relevant information, persuasion skills, internal capital and openness of top executive, make it seem that influence can be gained through crafting of relationships and information. My organization has been in a restructuring phase since the summer, and there are many new faces on the executive level. From a professional development perspective, this reading indicates that I should work on my “internal capital” and persuasion skills in order to influence our new strategic vision. The idea that influence can be malleable is both exciting and daunting and this reading has put the idea of influence as a develop-able skill into my mind.
How do this week’s readings relate to your major initiative/project?
As my new project is implementing a new initiative, this week’s reading on effective communication is very relevant. Although my proposal has been approved by my organization’s ED and Program Director, as my initiative takes shape, I will not only need to be able to articulate my idea clearly to them, but also find a way to communicate it effectively to staff, program participants and potentially our board. From this week’s readings I have come to realize that in addition to putting together a plan for this new program I intend to launch, I will also need to create a communication plan that is put into place immediately. Studying Organizational Communication as my undergraduate major, a great deal of focus was placed on presenting information, assessing trainings and the written components of professional life. However, I need to start focusing on the everyday messaging about my project in terms of informal communications. Additionally, this week’s readings have really informed the tactics and structure I focus on within my communications about my proposal to both maximize my influence and memorability of my project proposal.
What is the best idea you’ve learned about effective communication?
I really like the idea that “your attitude is the engine that drives how well you communicate,” that was shared in the “The Professional Communications Toolkit,” reading. Professionally, most of the time that I am writing or speaking it is because I have to advocate or respond to an event or idea; it is necessary for me to do so. I hardly ever take time to reflect on my attitude towards the subject matter or audience. On the other hand, when I am in an audience or on the receiving end of a conversation, I take time to notice the speaker’s attitude towards the subject matter and audience and at some level that affects my opinion of the communication. This particular reading made me realize that I should use my experience as a listener to inform my experiences as a communicator. This is a very simple idea that I think will assist me in my future communications both personal and professional.
1. One of the most fascinating readings for me was “Foundations on sound decisions.” What stood out to me from this particular reading were the various models approached in making sound decisions. For me, collegial models make the most sense since they foster teamwork. However, my view is that most organizations don’t adhere to just one model when making sound decisions. For example, my organization intertwines the collegial and formalistic models. Structurally, the organization is built around a formalistic model, with an executive director, assistant or deputy, then managers, and so forth with each unit performing specific tasks. For example, fundamentals of running the organization such as budgeting, personnel, implementing policy and planning, and individual management of each department, the formalistic model is implemented. But in keeping the organization whole (i.e. creating a taskforce to employ a new client management system), ideas and data are bounced from various units, vertically and horizontally. The lack of communication between units, upper management and support staff can make an organization crumple. I believe the use of both models makes a great leader because you are in touch with all aspects of the organization and involve others to be a part of that. on some level.
2. The other memorable and interesting part of the readings was the recognition of a new tool or the six principles of sticky ideas: SUCCESs
Simplicity
Unexpectedness
Concreteness
Credability
Emotions
Stories
This approach sums up how you can approach public speaking, convey effective communication and clearly express ideas to your audience. I like how the authors summed up how to create a successful idea: make it a “simple unexpected, concrete, credentialed, emotional story.” This can be use in public speaking, grant writing, and creating new initiatives. When thinking about my own initiative using this approach will help me formulate the idea to expand diversity and have a governmental unit work with a non profit organization to provide additional support services to those who seek access to justice from the Courts without the representation of an attorney — simply implanting the idea for the need for diversity, posing a concrete and credible idea to get the audience to relate to the initiative like telling a personal story they could relate to(i.e. how I as a child I had to translate(and I was bad at it) for my parents and because of that they didn’t get the best services needed), and supplying emotional stories to a bureaucratic audience will help them see my initiative as a successful project to be a part of.
3. I learned that effective communication is speaking with courage and knowing your that your voice is unique. Fear of being boring or not sounding knowledgeable can hinder someone(especially me) from being a great speaker. As Martin McDermott points out in “Speak with Courage,” knowing that the “audience will care because you care” and giving “a distinctive slant on a topic” would be far more interesting than “impersonal research” is great tool to achieve successful communication.
What did you find memorable or applicable in the readings? In other words, what can you take away and apply from the readings in your own communication? And the governance of your organizations?
What I found most interesting about communication was the article about the various structures of decision making. The decision making structure of my work environment until recently was a very formalistic model. On paper, this model seems great but demands near perfection at each level in order to truly ensure that all factors are taken into account. It puts too much of an onus and responsibility on the executive to be asking ALL the right questions and final decisions are flawed if along the way good information is screened out or bad information isn’t. Furthermore line staff can only make these screening decisions in context, so if there isn’t a reverse flow of information, the entire system atrophies. Much respect to Mr. Roosevelt, but the competitive model looks like a mess. The collegial model, however, seems like a good blend of the other two models and gives me an idea about a bubbling issue in my department, which unofficially has three separate sub-departments. There are fissures among these departments because we combined two departments with no plan or road map on how to bring everyone together. I have begun to think about ways to create skills-based “task forces” to pull together expertise and foster a one-department mindset. Regarding organizational governance, I wish we had access for the complete report because I feel it is just the tip of a very interesting iceberg. I would like to know more about how to encourage transparency on boards and more on their responsibility to the organizations they serve.
How do this week’s readings relate to your major initiative/project?
This week’s readings relate closely to the alternative initiative I am considering, which includes involving myself in the upcoming strategic planning of my organization. Part of this should involve reviewing our board’s bylaws. The first section of the document relate to my current position as I’m responsible for compliance within my department.
What is the best idea you’ve learned about effective communication?
Keep it brief.
Often individuals are so quick to rush to deliver their thoughts and concerns — communicate — without thinking about all the elements that go into effective communication. It is remarkably true what Whalen refers to as “attitude being 90 percent of speaking.” Attitude is the engine behind all of our communication. I believe the Pareto principle applies — 80 percent of the problems encountered in the workplace due to interpersonal communication failures occur due to communicators not “resetting” their attitude.
As the Whalen piece shared, when you speak, its essentially 7 percent words, 38 percent tone, and 55 percent gestures. Given the breakdown above, if you fail to set your attitude before you engage in speaking with another, they will unsurprisingly accept your words cushioned by the tone and attitude you project. Folks too often knock preparation before engaging in even the most “casual conversation. One thing I appreciate from this reading — and the entire selection speaking to communication — is that my role and work is predicated upon calm, assertive and clear communication.
Despite the way I may feel about an issue, a colleague, a challenge or difficult conversation I am about to engage in, I must pause before I rush to communicate and evaluate my mental state. Upon achieving a comfortable state of mind, I can focus on establishing the objective of my communication and mentally prepare for how and what I must communicate to achieve that objective — almost working a chess game through my head to anticipate the possible counterarguments and counterpoints. I always find that I have to focus on content, delivery and mental state in order to be successful when communicating with anyone.
How does this all play into the governance of organizations? How does this relate to building effective board governance?
Effective communication is critical in the service rendered by a board member seeking to uphold their duty of care, loyalty and obedience.
The duty of care speaks to the level of competence expected of a board member often meant to represent how an common rational and prudent person would act in a similar situation. This requires that a board member exercise that care in being a good steward of the organization. Board members must communicate effectively during critical moments and decisions to ensure that their fellow members appreciate the gravity or severity of a subject — a call to fundraise, a call to address a structural operating deficit, a call to work toward a meaningful goal, to avoid risk, etc. In this regard, Board members are expected to communicate these thoughts and feelings to serve the greater good.
The duty of loyalty asks that a member give their undivided attention when acting and making decisions affecting the organization and that they ensure they do not use information obtained as a member for personal gain. Board members must effectively communicate when they deem that their personal interest or position raises a conflict in their execution of this duty, communicating clearly to the board at-large that they must recuse themselves from a vote or decision.
The duty of obedience requires board members to be faithful to the organization’s mission. They are not permitted to act in a way that is inconsistent with the central goals of the organization. Alongside this duty, board members must engage in communication that demonstrates their passion and enthusiasm for the organization as spokepeople, lead fundraisiers and good fiduciaries.
Best Idea or Most Important Take-away Concerning Communication?
Tone of Voice
Facial Expression
Body Language
Word Selection
Delivery
Sometimes I will still find myself preoccupied with the word selection, delivery and message but forget that I must use an enthusiastic tone or use body language that reinforces the message — open and accepting, excited, empowered, assertive, etc. All five of these factors of communication play an even more important role in ensuring critical communication is received, appreciated and acted upon.
What I find memorable or applicable in this readings is the idea if “communication perspective” .
I work, or I should say, I live in a very unusual world/work environment. In my world we are all very careful on how we talk to people because it’s not a business environment, it’s a family environment.
“I live in a house of 11 people, plus the neighbors and the occasional guests, many second cousins that I haven’t even met, and more than 15,000 friends that come and go at any given time throughout the year.
We are Mother Alba, Father Alan, Little Rose, Uncles Joe and Bruce, Aunt Nelly, Aunt Pat, Grandma Maria… and me, the adopted one. There’s also Bob, Julie, Norm, and our dear 93 year old Isma, whom together do all the work of housekeeping and maintenance of our two houses. Yeah, we have two big houses!
Our daily activities and responsibilities gravitate in three different circles that intersect and sometimes collide. Very often the circles work independently, as far from each other as the distance that may keep us apart for periods of time, but never for too long. We communicate in English and Spanish, in casual conversations with irony and laughter, whispering, and also from the distance with hands and gestures, screaming at each other while walking in or out the door, from up or down the stairs, from backstage. We may have some misunderstandings, but we are capable of having multiple conversations, at the same time, in both languages and not missing a bit… We communicate through emails, letters, postcards, links, Facebook, tweeter, Vimeo… Dropbox, with colorful pieces of paper, little notes, long notes, through phone calls, texts, Skype, too many conference calls, and no formal memos.
But our world is getting complicated. Our houses and our entire family are growing at a very fast pace! We have all the right intentions to progress, to evolve and to embrace change, thou sometimes I feel we are moving in zigzag towards an “upward” progress. How do we keep up with the daily demands of Change? How do we keep up with the personal relations, with the human touch, with the one on one treatment, when there’s not enough hours in one day, when technology can become the vehicle to connect, but can also disconnect us from our own familiar circles?
I have been able to prove that every person that has visited our houses has been in direct communication with at least one of the members of our family. Is ether a friend of a friend, or a family of a friend that has been into one of our houses at least once, has spoken to one of us in person or over the phone, has taken a photo with one of us, has partied with us, has taken a class, or has volunteered for us at least once. We have built personal connections that way, a sense of familiarity with everyone involved with us, from the highest to the lowest levels of the pyramid of power, or should I say, from the epicenter to the outside of our circles there’s a personal connection.
I get very emotional when someone calls to keep us up to date with his/her mailing address because he/she doesn’t have a computer to go online to our website, or won’t sign up for e-news because he/she hates computers. I adore our senior friends! And I adore even more our high school graduate “computer savvy/help in everything we need” kind of guy, who had no clue that he needed to introduce himself to our new guest so he would know what his new assignment was. Oh Mike! We all laughed about it, he learned the lesson and simply moved on to another task. Yeah, sometimes we don’t say what we need to say, when we need to say it. Timing is everything! But it worked out well in the end. It always does! But for how long…
• What did you find memorable or applicable in the readings? In other words, what can you take away and apply from the readings in your own communication? And the governance of your organizations?
Communication
I thought these readings were fun, and communication – particularly spoken which is considered way more important than writing by one of the authors – is something I need to work on. I know that my presentation style needs work, and that the more practice and thoughtful preparation I do will help. Apparently it is not so much about what I actually say. It does seem critical for an organization to have an inspiring speaker/face/presence.
Definitely thinking about smaller modes of communications (texts we send our students, staff conversations, issues with partners) is critical – and trying to think of their long-term effects. For instance, if we text a student and he/she replies – what is the damage done if we don’t reply quickly with an answer? If a partner has an issue about a college trip, how do we communicate the context of our decisions while dealing with the logistics of it all? And how do we incorporate our voice? The last part was especially interesting to me not just in my own use of stories/my voice, but trying to define what is the “voice” (values, background, etc) of our organization.
Finally – it is interesting to think about my organization’s pitch in terms of the six “Stick” principles.
Governance
It was interesting to read the governance principles – these are things that Let’s Get Ready has thought about, and our Board has many good policies and procedures in place, but that I rarely focus on. I’m not sure these things are clearly communicated to staff in general as well.
Recently we’ve built an Advisory Board that I have worked with and that has been the first time that this has truly been my responsibility. We have been doing some good things – defining roles and best practices for instance. But there are areas we need to improve. For instance, this new group is diverse in a lot of ways but not in a way that reflects the backgrounds of many of our students. We are committed to improving that.
One thing I wondered about was how closely monitored Foundations are on many of these things. As an example, the fact that Board members are generally expected to serve without compensation seems pretty consistent with most nonprofits (for instance, our Executive Director sits on the Board, and is the only compensated member). I’m interested to learn more about Foundations that have many Board Members receiving compensation for their time and what the rules are about that.
I also would love to discuss the Responsible Fundraising piece about not compensating fundraisers (external or internal) by using a commission or percentage of amount raised. I agree with this in principle – I feel like the “work” that goes into fundraising for a small grant is similar to a large grant (or individual gift), that it is messy to determine exactly who is responsible for what revenue, and it just doesn’t seem like a great system. Is that why this is a Principle or are there other reasons?
• How do this week’s readings relate to your major initiative/project? • What is the best idea you’ve learned about effective communication?
Right now with my project I feel like I need to really get all the facts straight and dive deeply into our evaluation systems, before worrying about communicating our results and impact to the rest of the world. But to make the case internally for spending a lot of staff time does take communication skills and presence, and I think that I can definitely use some of the things learned from the readings. I also (related to the last reading) need to make this happen without worrying about perfection. We need this project to be done, not perfect.
I think that there are more ways to incorporate stories and emotions into the way I talk about LGR, and that might be the best thing.
What did you find memorable or applicable in the readings? In other words, what can you take away and apply from the readings in your own communication? And the governance of your organizations?
This week’s readings had me taking a serious look at how I have carried out past presentations to the students that I work with. Collecting the data has always been the “easy” part of the presentation but the delivery was always an area of concern. I always asked myself “how do I make the college application process interesting to them” or “how do I get them to engage in though provoking conversations at 6pm after a long school day?” After the readings I was able to take a step back and analyze my most recent presentation on the college application process. I knew the content and all the slides by heart but felt that I did not give myself enough time to “prep” my speaking points prior to the “show time”. When 6pm came I figured I would have to “wing it” and that is what I did. After reading Message Strategies and Your Voice is Unique, I realized that in “winging it” I had been able to pull away from the data and personalize the information that was being shared and added attitude to what was being presented. I had been able to reach the audience in a more creative manner which made the information easier for them to take in as opposed to reciting facts in a straightforward manner. It became more relatable to them.
How do this week’s readings relate to your major initiative/project?
I have been at my organization for almost 7 years and am one of the newest and youngest among the staff. I have noticed how many of my peers have struggled with changes, especially in the change of leadership as we have a new Executive Director. My initiative is to add or revamp our pre existing Youth Services department. As there are many that are resistant to the tides of change, I feel that some of the suggestions will be met with hesitation or challenge by some staff members. The readings from this week have helped me to start thinking of how I will begin to approach this situation, especially in taking the first step which will be presenting this project to our Board next week. The Six principles of Sticky ideas has helped to be start designing “plan of attack”.
What is the best idea you’ve learned about effective communication?
It’s hard for me to pinpoint one idea. The strongest messages that have stayed with me after the readings are: own your words, personalize it in hopes of making your message come across and be understood by your audience.
• What did you find memorable or applicable in the readings? In other words, what can you take away and apply from the readings in your own communication? And the governance of your organizations?
The readings were interesting and useful. The piece on communication was especially helpful and reassuring. Its persuasive message conveyed the idea of going beyond your comfort zone and not taking it all so seriously. Especially getting in your head and being hard on yourself when mistakes are made during oral presentations, which I tend to do at times. A one liner which stood out to me was “obsessing about perfection stops you from growing …often what the speaker obsesses about is the opposite of what the audience cares about”. These readings tend to lead you to evaluate yourself and your own personal style of public speaking. I couldn’t help but reflect on my most recent speaking engagement, where I was asked to be a panelist in a course at Columbia University. Prior to speaking the butterflies and the nerves arrived, however as usual, once I began to get a flow the nerves seem to dissipate and all goes well. Public speaking can in fact be nerve wracking at times; however I find that it is important to find your niche. It is interesting how the universal advice of picturing your audience naked is dismissed. The readings make reference to some of the greatest speakers who had issues. It strongly conveys the point that the message of the presentation being given speaks louder than the errors, and that mistakes can often be used to your advantage. Nevertheless, I say it is all in the delivery.
There are always new challenges in the non-profit sector. We must maintain accountability, we compete with other groups, we have to keep steady funding streams and comply with funding sources some similarities to for profit groups. We are measured however, not by financials but how successful we run the organization. We take pride in our work. Still many non-profits struggle to maintain funding which forces non-profits to merge, become partners and have joint ventures. Expanding funding opportunities in creative ways seems also seems to be the recurrent theme communicated. The CEO of University Settlement speaks to the fact that non-profits can endure partnering while still withstanding and preserving their values and mission. In the year 2000, my organization acquired an affiliate agency, an innovative merger with The Door, as a strategic way of better fulfilling the purpose and function of my organization. Acquiring The Door (a uniquely run agency in of itself) was huge for University Settlement. This demonstrated that our Executive Management and Board Members of The Settlement had and still have a strategic vision and are driven by strength and opportunity, as opposed to being driven by crisis or desperation, which to me is indicative of the breadth and depth of the strategic planning and tactical efforts that were already being established. Identifying the right affiliate partner agency was key in the commencement our strategic process, to ensure sustainability as our Board evaluated our next huge strides. At which time University Settlement proceeded to have its moments of organizational restructure and transition, with the former Executive Director eventually taking on the role as CEO for both agencies and the new Executive Director (who had come up the ranks in the agency, starting off as an intern) in place leading the agency with new projects, talent development for emerging leaders and a steering committee, a new level of senior level management and a restructure in the executive branch level and the once of the organization. Also exciting moments with more media coverage, the visit from Mayor DiBlasio, and from the Duke and Duchess of Cambridge to The Door, increased community advocacy efforts, new sites and other agency expansions have begun to happen, leading with a continued promising vision.
• How do this week’s readings relate to your major initiative/project?
In the current environment of increased demand for services and economic pressures, nonprofits are clearly concerned about their sustainability. The biggest take away I got from this week’s reading, regarding the governance of my own organization is University Settlement, is a dynamic social service institution, which remains true to vision and mission and deeply rooted in its values for the communities which the Settlement Houses serve. From the Executive Director, to the CEO and Board, who all tend to manage the organization with a common thread of a strategic vision and the good “governance and ethical practice” in which these readings convey. The readings and principles are a great guide to use to further evaluate the governance of my organization as I embark on this strategic planning project. It is essential to having clear parameters of the expectations of nonprofit organizations to ensuring sustainability as it pertains to my initiative of conducting strategic planning for mental health division of University Settlement. It will set the groundwork for my organization’s action plan towards achieving certain goals and objectives. I hope to highlight and analyze, what we do, who we service, and significantly, how do we excel forward making a deeper impact in mental health. I plan to trail the strategic planning cycle, analyzing the current state of University Settlement’s external and internal environment, doing a SWOT analysis of the (strengths, weaknesses, opportunities, and threats), defining the future state of Mental Health at University Settlement, determining objectives and strategies, and implementation and evaluation within the context of the agency at large.
• What is the best idea you’ve learned about effective communication?
I learned that effective communication is key and even critical, as evidenced in the article, citing the unfortunate tragedy occurring on the Highway in San Jose California involving a fatality due to a mattress on the highway. I agree with the ways in which the communication went wrong and what could have been done differently. Sometimes case such as these, effective communication is simply listening, understanding and responding appropriately. All the readings on effective communication were interesting and provide valuable advice which we all can practice instantly.
What did you find memorable or applicable in the readings? In other words, what can you take away and apply from the readings in your own communication? And the governance of your organizations?
Not surprisingly, I found the concept of making ideas “sticky” the most memorable. The writing style of the chapter “What Sticks” is driven by their theory, and it works. I was struck by how even the reading I immediately followed with, Foundations of the Sound Decisions, felt so dry and unmemorable following the tone of What Sticks.
As non-profit folks, who are often driven to the work because of passion, I felt reassured that multiple readings described the roots of successful communication as passion, enthusiasm, and attitude. All of this reinforcing that the audience will care if you care. These concepts flow naturally for many of us in in the field and in some ways gives us a leg up in refining and honing our communication strategies.
It was interesting to see how easily I was compelled into the stories throughout each reading and ‘positive messaging’ suggesting we can all be better if not great communicators following the advice and directions of the authors. But the reading I was least drawn to was about structures for decision making, which focused more on the day to day and governance of how communication can affect an organization. In the non profit sector, I often see teams, individuals (myself included), and organizations that are filled with passion but struggle with structures and systems to run and communicate effectively. It is a great challenge of ours to take a step back from the passion, and as the ‘Critical Moments’ chapter suggested, engage in a “a more useful conversation if we ask, “how was it made?” to look critically at how we communicate and understand that we need to step outside our normal box do this.
How do this week’s readings relate to your major initiative/project?
My major initiative/project is about cultivating and engaging individual donors. This week’s readings about communication spoke directly to my project as I think about what message will stick for potential donors. The readings gave me a jump start and a better understanding for the direction I want to take as I begin the development and research phase of my initiative.
What is the best idea you’ve learned about effective communication?
“listen in a way that others want to talk, talk in such a way that others want to listen”
“think of every conversation as having an ‘after-life’ in the memories of those involved and in the experience of those affected by it”
What did you find memorable or applicable in the readings? In other words, what can you take away and apply from the readings in your own communication? And the governance of your organizations?
The idea of personalizing your speaking style, or staying true to yourself. I’ve always thought that talking about yourself when making a presentation was a big no-no, but recently I have realized that audiences appreciate feeling like they can “connect’ with you through your sharing of personal information/experiences.
How do this week’s readings relate to your major initiative/project?
A lot of my work in general – and my project in general – revolve around coalition building and communication is key because you need to make sure everyone feels heard, but at the same time everyone needs to stay on topic. So how to effectively communicate and move ideas forward is obviously key.
What is the best idea you’ve learned about effective communication?
I was struck by the idea of a conversation having an “after life.” It is an interesting way to look at the concept of take aways from conversation. Part of my job is advocacy, so that “after life” of a conversation with an elected official or other person/entity we are asking something from is critical to our outcomes (even though we’ve never termed it that way.)
• What did you find memorable or applicable in the readings? In other words, what can you take away and apply from the readings in your own communication? And the governance of your organizations?
I took a few things away from this week’s readings. With regard to my own presentations: 1) try to “be my best self” when giving presentations and not forget that being authentic is more memorable than any content; 2) always prepare for the “nuclear option” in which you have much less time than anticipated and need to boil down 10 minutes, or 20, or 30 into 5 minutes, for instance, and get right to the crux of the presentation, question, or issue. I was also struck by the different communication and decision-making styles rendered in the graphics in The Power of Communication reading, as I’m engaged right now in a project to organize with fellow neighbors of mine in New Jersey against a development in our neighborhood that would have seriously adverse affects on our property values. While I can certainly appreciate a bottom up approach with one final decision maker – and have wished I could just be the decision maker/boss at times – we’re all having to negotiate each other and our respective offerings in the service of the greater good and for the sake of working together. I’ve worked plenty in group settings in the professional environment but never before in this setting. It is fascinating to watch people transition into and out of roles, work together, have to negotiate power dynamics, and share information like a hive of bees.
How do this week’s readings relate to your major initiative/project?
I have to think about this some more, but the readings on communication relate to my project in that I’m going to have to carefully communicate my ideas to my peers and colleagues in order to garner support and buy in for the project I’m proposing – to implement a much more rigorous and planful evaluation process at the start of projects that I’m fundraising for.
• What is the best idea you’ve learned about effective communication?
One of the best ideas I’ve heard for effective communication is to think about presentations, proposals, pitches, whatever, like a story, with a beginning, middle and end. I also echo the post above to “listen in a way that makes others want to talk, talk in such a way that others want to listen.”
1) What did you find memorable or applicable in the readings?
I was particularly struck by the article that reported the six ways in which “sticky” messages can be categorized. I realize that I’ve always assumed that especially “sticky” messages boiled down either or genius inspiration, coupled with luck, or some magic formula that I didn’t totally understand. I really appreciate that creating sticky messages – so important in my field, which is public health – is something that can be learned and practiced and improved, rather than some sort of inspiration that only strikes the lucky or the extremely gifted. I hope to learn more about how to craft appropriately “sticky” messages as I work on my project.
2)How do this week’s readings relate to your major initiative/project?
My project is about creating a marketing plan and “selling” trainings to potential customers – organizations and/or companies that could benefit from the mental health related trainings that we have to offer. How better to “sell” a product that to use effective communication to a) identify the problems that the trainings would solve; b) make people excited about the trainings; c) make them feel proactive and positive for taking part in them. Creating effective “sticky” messages that convey enthusiasm and demonstrate value for the potential customers will be critical to the work I will do in this project.
3) What is the best idea you’ve learned about effective communication?
I strongly resonated with the piece that described attitude and enthusiasm for what one is saying as more critical, in some ways, than the actual words being spoken. I have had personal experience in my work as a mental health educator and as a trainer that even what seems to be technical or potentially dry material can be enlivened – and can be very engaging – when the right combination of tone of voice, physical presence and movement, and interest in the subject is broadcast, both verbally and non-verbally.
What did you find memorable or applicable in the readings? In other words, what can you take away and apply from the readings in your own communication? And the governance of your organizations?
1A) What I found the most memorable in this week’s reading assignments was the art of communication and decision making. If you combine all the readings, it explains how unique, scientific, and effective communication and decision making can be when executed properly. In the readings from “Your Voice is Unique”, it says that “You are the world’s expert on yourself” then it later explain how it’s up to you to present your case. The way you speak, your tone of voice, your physical presentation, and the idea that you have done your research, sells your concepts. The presenter is responsible for how the point comes across to their audience. In our business, we are telling stories, selling our ideas and reporting our outcomes. We have to be quick thinkers when responding to any situation. Pending how we present ourselves and or our organizations, others might not be invested in what we’re presenting. The readings help me understand that a little structure and a lot of individuality can be effective. An an individual can change the minds of how people view issues and chance outcomes.
1B) I apply the points that have been presented in the readings naturally in my practice, but now, I will be more strategic in the way I communicate with individuals in my organization. I now have a better understanding on the science behind my strengths. I will become more focused and more creative on how apply my ideas to my audience.
1C) I will use this information to guide our board to focus on the overall goals of our organization. They must understand what things work from the organizations point of view and how things work from the perspective of someone who is on the ground doing the work.
2. Do this week’s readings relate to your major initiative/project?
The readings relates to my project by expressing how well my presentation needs to be in order to convince someone to invest in idea of my project. I have to present the research in a way that will makes individuals understand the facts, importance, and passion that it takes to achieve the goals of my project. To give our organization a chance, I have to get through to the board and the people we serve.
3) What is the best idea you’ve learned about effective communication?
Preparing for Showtime was one of the most effective forms of communication I have learned from the readings. Every day that we spend in the office working with people is show time. In our organization participants, funders and advocators are the people who need to understand the department’s goals. I have to make sure I communicate in a creative and effective way, to where my audience can understand my position. Every day is Showtime!
“Be impeccable with your words.”
don Miguel, The Four Agreements
1. What did you find memorable or applicable in the readings? In other words, what can you take away and apply from the readings in your own communication? And the governance of your organization?
One of the most memorable comments in the readings was that related to the Hwy 85 story and the ensuing dialog of the 911 call — the fact that in any communication each person can either use or lose critical moments to change the course of the interaction. I will ponder that for a long time.
Additionally, I found the concept of “stickiness” to be the one that sticks with me and one that I am certain will be incorporated into my initiative. As someone trained with a business background, I was taught communication in business is based on numbers not emotions, explanations not stories – all translated to largely dull and forgettable. Further, the cardinal sin would be adding in some personal or anecdotal story. But, as in the readings, it was always said that you should choose your words wisely. This is a precept to which I try to adhere in my communication.
I was also struck by the idea that being good at something does not mean you are perfect at it, particularly in pubic speaking. I take a step further to apply to communication overall – perfection isn‘t necessarily a precursor to effectiveness. So, my experience in the non-profit world continues to be a learning experience and this week’s reading, a re-learning.
Likely the biggest reason the idea of “stickiness” resonated so much with me is that it reinforced the inherent manner in which I would have liked to have communicated all along. Another reason would be the phenomenon of bad ideas prevailing over good ideas simply because of “tipping point” factor. I must confess I missed out on wearing a divatastic princess costume simply because I feared finding the dreaded razor-bladed apple in my Halloween bag. Can you imagine my horror at now discovering that you really can’t see the Great Wall of China from outer space?
I think the biggest thing I will take away from the reading is how JFK’s “man on the moon” idea perfectly encapsulates the concept of “stickiness” for me. So simple, unexpected, and concrete that people became emotionally invested despite the fact that, at the time, the idea sounded like someone trying to sell you the Brooklyn Bridge.
As to governance, I found the reading very thought-provoking in that it made me consider theoretical governance versus practical governance — and are they really the same? Do organizations evolve into applying principles of good governance and ethical practice? Or do they start off implementing good governance and ethical practice only later to devolve and deviate from it? Given the recent scandals and financial collapses of some of the city’s larger non-profit organizations, it raises questions as to how an organization’s board loses financial oversight and is rendered essentially ineffective. The article raised more questions for me than it answered, which is good in that it pushes me into critical thinking about how non-profits actually operate in adhering to good governance and ethical practices.
2. How do this week’s readings relate to your major initiative/project?
The concepts in this week’s readings are the heart of my initiative — a strategic outreach program is all about effective communication. Specifically, what is the message and how will it be delivered to have the impact that I need it to have?
The initiative as I currently envision it will focus on three areas of improvement: reduce absenteeism and drops, improve retention rates, and increase enrollments. In order for a strategic outreach program to be successful and effective, I would need to incorporate many of the communication strategies found in the readings. No matter how compelling the “story” may be, there has to be a component that grabs the attention of the audience in a simple and concrete way. I have to remember — good visuals have high impact.
This will be particularly important in developing the various outreach materials to be geared towards the intended outcome, i.e., addressing absences for improved attendance, staying connected with families throughout the summer vacation so they return the following year, and creating an interesting story to intrigue and draw new families to our program. No doubt, I will return to this section of the instruction in developing materials and communications that have a lasting impact.
3. What is the best idea you’ve learned about effective communication?
“The single biggest problem in communication is the illusion that it has taken place.”
George Bernard Shaw
The thought that struck me as it relates to effective communication is that no matter what you say or how you say it, unless your listener understands what you meant, communication has not occurred. I was surprised to find that in oral communication, attitude and visual mean exponentially more than the actual words in helping someone understand your intent. The best idea I learned was that your attitude determines how effective your oral communication will be — showing how you feel is actually a good thing. Enthusiasm goes a long way to motivating action.
The reading of the Professional Communications Toolkit reminded me of being in line at TKTS on Broadway. The man in front of me asked which show I would suggest for him to see with his son. I was so excited about shows I had seen, I starting making suggestions I thought his son might like. The people behind us heard and asked if I could suggest a show for them. A few more people asked for suggestions. Later, I asked my friend why they asked me. He responded, “you were so enthusiastic, they thought you actually know what you were talking about.” I never made the connection until this reading. For the record — I actually did know!
What did you find memorable or applicable in the readings? In other words, what can you take away and apply from the readings in your own communication? And the governance of your organizations?
I thought the most applicable aspect of the readings was how well the concept of communication was communicated. This is directly related to my own methods of communication because I am a huge proponent of modeling. Each reading articulated a different means of communication by employing various tones, visual aids, anecdotes, and meanings. Each reading’s job was to communicate its points about communication and information flow effectively. The Whalen reading talks about how communication is only meaningful if the people with whom you are communicating understand your message. The same is relevant to these readings. In order for me to gain anything of substance from the readings, I must be able to understand what they’re trying to tell me. In my professional life, in order for me to be an effective manager and communicator, I must be able to model for my staff what effective management and communication looks like. Especially when demonstrating effective means of classroom management and how to better manage their work load, implementing various means of communication is key. In terms of governance, I thought the Graber reading was important in articulating how information flow could help shape organizations. Our Board of Directors is extremely hands off and very unaware of what’s happening in the Center. They employ the formalistic model in order to make their decisions but are very removed from the day to day operations of the Center making their decisions, in general, very ill informed.
How do this week’s readings relate to your major initiative/project?
This week’s readings relate to my initiative because they will ultimately help me better communicate my ideas and make me more cognizant of the way I am communicating and implementing my findings.
What is the best idea you’ve learned about effective communication?
The best idea I’ve learned about effective communication is that communication can be flawed and imperfect, but the message will stick if enough enthusiasm and passion is put behind it. I tend to place an emphasis on word choice and can over think about what the perfect words would be in a given situation. I’ve learned from these readings that lowering my guard and working on conveying meaning will ultimately make my communication skills much more effective.
From the readings I have gathered a different outlook on the term communication. In your day to day lives communication can be delivered in many different methods. From one of the readings the author suggests sharing your personal story, we are the only ones who are the expertise in our voices and no one would know our story better than the individual, this allows us when delivering a message more conviction and buy in not only from the presenter but also from the audience. Your audience becomes more interested when they feel a sense of passion behind it. This also displays experience and knowledge in an area when communicated effectively. Another topic which was discussed was public speaking something that once scared me in the past. After reading Chapter 1’s ” I can’t see you naked” it was very informative to understand the background of public speaking. Once your are identified to present about a topic, you basically need to own it, do your research and become knowledgeable in that area for the most part. I also realized with public speaking I was overly obsessed with presenting perfectly, but I know when I am nervous I stutter or I would say something that didn’t make sense and become extremely embarrassed, now its okay even if these things happen its normal. Everyone makes mistakes and sometimes its the presenter who will catch the error before his/her audience. Individuals in the audience tend to forget what was spoken of unless it is of interest to them and of course there will always be 1 or 2 individuals who will or may have caught your error. I find that if you can speak or highlight a few good points in your spiel, people tend to focus on the positives drawn out other than anything else which may not be relevant to them. I also noticed with public speaking you have to stay focused, sometimes individuals get caught up on an occurrence which is taking place and do not effectively deliver their speech. I know for me sometimes when delivering a speech if someone gets up mid sentence or walks in or out in the process I can easily lose focus. I can also relate to the author when mentioning we over obsess about the complete opposite of what the audience acknowledges. Which was insightful to learn is that “its the mistakes you make before you even say a word that matter more”.
What I am able to take away and apply from the readings in my own communication would be effectively communication, my audience should be able to effectively understand what I meant. If my listener doesn’t understand what I mean then I am not communicating. Attitude is the driver how on effective you communicate. Being able to recall an occurrence in which you communicated successfully and uses this experience to master other deliveries. Remembering to use enthusiasm as an instrument and that persuasion is not just based on facts but its the emotion behind it.
This weeks reading can relate to my major project by giving me a better sense of how to effectively communicate to youth. Adolescents are at a very sensitive stage in their lives and communicating with them effectively allows for us to develop better relationships with the population I serve. If I am able to understand how to communicate at different levels this will provide me with the knowledge needed when handling all different populations and situations.
The best idea I have learned about effective communication is to know that everyone is going to make mistakes and the more you are focused on delivering a perfect speech the less you will. You have to own what you say but also for me using your words wisely, some individuals are not receptive to the message conveyed. More importantly the emotion behind the communication predicts the temperature of the end result.
The “Curse of Knowledge” (tappers and listeners) really drove home the knowledge gap that can occur in the midst of conveying an idea to an audience. So often, we are speaking from our own set of assumptions, and seeking out media sources that affirm our assumptions (and skip over media that does not). The “Critical Moments” reading illuminates what’s at stake, here. In the past, I’ve attended meetings where important information was shared with the team and a new programmatic direction was unveiled, but board and staff walked away more firmly entrenched than ever within their original view. Simple, unexpected, concrete, creditable, emotional stories is a great set of ideas to incorporate in these sort of meetings, in the future.