【正文】 ing Session (2 of 4) 39 cmnctnstl2 ?Explain value of Bain’s norm –in caseteam situations –at clients ?Remend expanding style in order to better match Bain’s norm –give examples ?Emphasize that you are seeking a result: changed behavior –how they correct the problem is their choice ?Explain consequences (if any) of status quo Help them understand why Bain is the way it is, then suggest how they can increase effectiveness in this norm. Managing Styles: In the Coaching Session (3 of 4) 40 cmnctnstl2 ?Be prepared to: –address resistance/concerns ? “Why should I change? They’re the ones who are rude.” ? “Are you saying there is something wrong with me?” –discuss pro’s and cons ? higher level of effectiveness in more situations ? it isn’t easy。 takes concentration。 process may be slow ?Provide suggestions and resources Once you have explained the situation, provide opportunity to respond Managing Styles: In the Coaching Session (4 of 4) 41 cmnctnstl2 ?Remember, the situation is neutral –a clash in styles –not a result of conscious, problematic behavior – no one is at fault ?Focus on expanding skills, not dumping old style in favor of new one ?Use specific examples –general examples illustrate the concept –specific examples, stories make the concept real Coaching process has strong impact on success. Change should be presented as beneficial and possible。 coach should demonstrate empathy Managing Styles: Coaching Tips (1 of 2) 42 cmnctnstl2 ?Begin by discussing concrete behaviors, not perceptions –start with, “You don’t share your ideas in caseteam meetings” –not “You seem to lack confidence” ?Next, make the connection between behavior and perception –“You may be waiting because you want to be 100% sure of what you say, “but the result is a perception that you are hesitant and uncertain.” ?Treat the situation seriously –acknowledge that changing habits is hard Managing Styles: Coaching Tips (2 of 2) 43 cmnctnstl2 ?In order to increase directness: –state ideas without qualification or hedging. ? “I agree with Maria. We need to do more interviews.” ? instead of ? “Maria has some generally interesting points. We certainly could do more interviews. Of course, it would take more time.” –state ideas without disclaimers: ? “Bill Johnson’s an expert in this area. We should talk to him.” ? instead of ? “This may just be a crazy idea, and it’s not exactly the direction we’re heading, but maybe we should think about talking to Bill Johnson . I mean, I think he’s done a lot of work in this area, but maybe I’m way off base.” The most mon style clashes at Bain are in the areas of directness and claiming ownership of ideas. Managing Styles: What to Do (1 of 3) 44 cmnctnstl2 ?To increase directness: –focus on reporting information instead of building rapport –don’t raise your voice at the end of a statement –if you are managing, make demands instead of suggestions “Complete this by Thursday” instead of “It would be great to have this by Thursday, ok?” Managing Styles: What to Do (2 of 3) 45 cmnctnstl2 ?In order to increase ownership of ideas: –speak out instead of waiting to be recognized –speak louder –speak at greater length –when interrupted, reassert your point –when challenged, don’t back down immediately persist in making your case –state your own ideas instead of only supporting others –make ments on your own instead of linking on to others Managing Styles: What to Do (3 of 3) 46 cmnctnstl2 ?Remember that learning new style behaviors is difficult, and can take time ?Suggest a plan that progresses in small steps: –identify one behavior to learn (for instance, avoiding disclaimers) –plan to practice it once or twice in any one instance (. in a caseteam meeting) –once you have been successful, then increase practice –continue to increase in small steps until the behavior is fortable –identify next new behavior and begin practice Provide a plan for implementing changes Managing Styles: How to Do It (1 of 2) 47 cmnctnstl2 ?Provide a source of support and feedback if it isn’t you, hook them up with a partner (a friend, or a coach from Training) ?Recognize successes, . small wins as well as plete overhauls Once the plan is in place, take steps to ensure success Managing Styles: How to Do I (2 of 2) 48 cmnctnstl2 ?For additional support, contact either Human Resources or Training ?Support available: –coaching to assist managing munication problems –training to expand munication style: ? munication workshop ? oneonone coaching ? external training classes The source for internal and external resources is Human Resources and Training Managing Styles: Resources and Support 49 cmnctnstl2