Amity Institute of English Studies & Research

Communication for Team Building and

Leadership

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 Amity Institute of English Studies & Research

Defining Interpersonal Communication -

• Interpersonal communication is the exchange of information between two or more

people. The key difference between interpersonal communication and other forms
of communication like mass communication is interactivity, or timely and
reciprocal interaction between parties. In other words, while mass communication
involves one-way communication between a source—like a television station—and
a receiving audience, interpersonal communication involves a two-way exchange of
information.
• Interpersonal communication is also relational, meaning that it is aimed towards
building and sustaining relationships among people. In contrast, impersonal
communication is merely transactional and people are viewed as objects.
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For example:
• A conversation where both parties are actively participating and trying to understand each
other.
• An interview for a job is an example of interpersonal communication since interview
questions are not merely transactional; oftentimes interviewers aim to build a relationship
with the interviewee because strong relationships are essential for a productive workplace.
• An argument is a great example of interpersonal communication because it balances
relationship maintenance with negotiation of contrasting goals.
• Online chats are an example of interpersonal communication even though they are not in-
person.
• Similarly a virtual meeting over Zoom or Skype is an example of interpersonal
communication among a group of people.
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Principles of Interpersonal Communication -

• We Cannot Not Communicate -We cannot avoid communicating when we are with
others, because they interpret every action we make. Even if we choose to be silent, that's
a way of communicating. Depending on cultural backgrounds, silence can mean
disinterest, anger, respect, or ignorance.

• Interpersonal Communication is Irreversible - It could be that you hurt someone or

revealed something about yourself that you meant to keep in private. Later, you might
have tried to repair the damage by apologizing, explaining what you said, or denying what
you revealed. But you couldn't erase your communication. The fact is that communication
is irreversible reminds us that what we say and do matters.

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• Interpersonal Communication Involves Ethical Choices - Ethics is the branch of

philosophy that focuses on moral principles and codes of conduct. Responsible people think
carefully about ethical and moral guidelines for communication. If you know that the thing
that your about to say is wrong then don't say it, because words can come with consequences.

• People Construct Meanings in Interpersonal Communication - When we speak or

communicate, there are connotations and symbols within our words. When we communicate,
we have the intent to convey an emotion or information. More so, people really pay attention
to what people are saying and how the message is packaged and delivered.

• Interpersonal Communication Develops and Sustains Relationships - Interpersonal

communication is critical in building networks of relationships in our lives. Interpersonal
communication develops and sustains relationships; it is the primary way we build, refine,
and transform relationships.
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• Interpersonal Communication is Not a Panacea - Many problems can't be solved by

speaking alone. Communication by itself wont won't end hunger, abuse of human rights
internationally, racism, domestic abuse, or physical ailments. Although, good
communication may increase understanding and help us solve problems.

• Interpersonal Communication Effectiveness Can Be Learned - Many people can learn

the potential and power of interpersonal communication. Although people are not great
interpersonal communicators at first, they can learn to be a master of interpersonal
communication through studying the skill and practicing with your peers.

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Characteristics of Interpersonal Communication -

As mentioned above, interpersonal communication does not encompass all kinds of human
interaction. Researchers distinguish interpersonal communication by outlining five of its key
characteristics:
1. It involves independent individuals. In other words, interpersonal communication is all
about the interactivity of individuals who each have their own motivations, expectations,
and interpretations of communication.
2. It involves self-disclosure, or revealing personal thoughts, feelings, and reflections.
3. It is rational. Importantly, "rational" does not mean correct, truthful, or even logical.
Interpersonal communication is rational because it is meant to be understood by others.
4. It involves personal choice. Ultimately, people choose what they say and how they say it,
which makes interpersonal communication a learnable skill and not an innate process.
5. It is constant and inescapable. Because humans need relationships with other humans to
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survive, interpersonal communication is an ongoing and inevitable fact of life.
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Motives for Interpersonal Communication -

The motives are:

1. Pleasure
2. Affection
3. Inclusion
4. Escape
5. Relaxation
6. Control

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Working Groups and Teams -

Percieving Others More Accurately:

Although it’s reasonably easy to tell when some-one is feeling a strong emotion, it’s more difficult
to be certain exactly what that emotion might be. A slumped posture and a sigh may be a sign
of sadness or fatigue. Likewise, trembling hands may indicate excitement or fear.
Non-verbal communication involves expressing messages via non-linguistic means such as
facial expressions, gestures, posture, voice tone, etc., and is usually ambiguous and can easily be
misread.
But sometimes, words are neces-sary to express feelings. Saying “I am angry” is clearer and
more helpful than stomping out of the room, and “I’m feeling nervous” might help explain a pained
expression on your face. There are times when you cannot rely on perceptiveness to make sure
a message is communicated and understood accurately.
Putting emotions into words can help you manage them more effectively, whereas leav-ing 9
them unspoken can be personally and inter-personally harmful
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Emotional Intelligence-
Emotional intelligence (known as emotional quotient or EQ) is the ability to understand, use,
and manage your own emotions in positive ways to relieve stress, communicate effectively,
empathize with others, overcome challenges and defuse conflict.

 Managing your Emotions after they Occur - Emotional intelligence helps you build
stronger relationships, succeed at school and work, and achieve your career and personal
goals. It can also help you to connect with your feelings, turn intention into action, and
make informed decisions about what matters most to you.

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Expressing Emotions Effectively-

A wide range of research supports the value of expressing emotions appropriately.
Starting at a young age the way parents talk to their children about emotion has a
powerful effect on development.
 Facilitating and Debilitative Emotions- Not all emotions are beneficial. For instance,
depression, terror, and irrational guilt do little to help you live well or improve your
relationships. It’s important to distinguish between facilitative emotions, which contribute
to effective functioning, and debilitative emotions, which hinder or prevent effective
performance. An example of a debilitative emotion is communication apprehension—
feelings of anxiety that plague some people at the prospect of communicating in an
unfamiliar or difficult situation such as giving a speech, meeting strangers, or being
interviewed for a job.
 One big difference, then, between facilitative and debilitative emotions is their intensity.
 A second characteristic of debilitative feelings is their extended duration.
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 Facilitating Emotions-
 A certain amount of anger or irritation can be constructive, if it stimulates a
person to improve the unsatisfying conditions.
 A little bit of nervousness before a job interview may inspire you just enough
to improve your performance
 Feeling sad for a while after the loss of a job is natural.

 Debilitative Emotions-
 Rage usually makes any situation worse.
 A job candidate who is inordinately anxious is not likely to impress potential
employers
 Staying angry at someone for a wrong inflicted long ago can be just as
punishing to the grudge holder as to the wrongdoer
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What is Communication Climates-

The term communication climate refers to the social tone of a relationship. A

climate doesn’t involve specific activities so much as the way people feel about each
other as they carry out those activities. Consider two interpersonal communication
classes. Both meet for the same length of time and follow the same syllabus. It’s easy to
imagine how one of these classes might be a friendly, comfortable place to learn,
whereas the other could be cold and tense — even hostile. It’s not the course content that
differs; rather, it’s the way the people in the classroom feel about and treat each
other.

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Creating Supportive Climates-

Communication climates are determined by the degree to which people see themselves
as valued. Communicators who perceive others as liking, appre-ciating, and
respecting them react positively, while those who feel unimportant or abused react
negatively.
Serious conversations about our relationships may not be common, but we convey
our attitudes about one another even when we talk about everyday matters. In other
words, it isn’t what we communicate about that shapes a relational climate so
much as how we speak and act toward one another.

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Evaluation vs Descriptive-
 The first type of defence-arousing message identified is evaluation, which judges the other person,
usually in a negative way. Consider this message: “You don’t care about me!” Evaluative messages
like this have several characteristics that make them face-threatening.
 First, they judge what the other person is feeling rather than describing the speaker’s own thoughts,
feelings, and wants.
 Second, they don’t explain how the speaker arrived at his or her conclusion, and they lack specific
examples. Furthermore, they’re often phrased in the kind of defence-arousing “you” language.
 From this, it’s easy to understand why evaluative statements often trigger defensive spirals.

 Description, for example, offers a way to share your thoughts, feelings, and wants without judg-ing the
listener. Descriptive messages make docu-mented observations that are specific and concrete.
 In addition, descrip-tive messages often use “I” language, which tends to provoke less defensiveness than
“you” language. Contrast the evaluative “You don’t care about me” with this descriptive message: “I’m
sorry that we don’t spend as much time together as we did during the summer. When we don’t talk during
the week, I sometimes feel unimportant. Maybe we could set up a phone call time on Wednesdays—that would
mean a lot to me.” 15
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Controlling Communication vs Problem Orientation-

The second type of defence-provoking message involves some attempt to control another
person. Controlling communication occurs when a sender seems to be imposing a solution on
the receiver with little regard for the receiver’s needs or interests. The object of control can involve
almost anything: where to eat dinner, how to spend a large sum of money, or whether to remain in
a relationship, to name a few. The channel can range from words, to gestures, to tone of
voice, and the control can be accomplished through status, insistence on obscure or irrelevant
rules, or physical power. Whatever the object, channel, or form of control, people who act in
control-ling ways generate hostility. The unspoken message underlying their communication is
“I know what’s best for you and, if you do as I say, we will get along.”

In problem orientation, by contrast, communi-cators focus on finding a solution that satisfies
both their own needs and those of the other person or people involved, rather than
imposing their solu-tion. The goal here is not to “win” at the expense of your partner, but
to work out some arrangement in which everybody feels like a winner. Problem orientation is often
typified by “we” language , which suggests the speaker is making decisions with rather than 16
for other people.
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Strategy vs Spontaneity -
The term strategy refers to defence-arousing messages in which speakers hide their ulterior
motives. The words dishonesty and manipulation reflect the nature of strategy. Even if the
intentions that motivate strategic communication are honourable, the victim of deception
who discovers the attempt to deceive is likely to feel offended at having been tricked.

In contrast, spontaneity involves being honest with others rather than manipulating them.
What it doesn’t mean is blurting out what you’re thinking as soon as an idea comes to you.
Spontaneity involves setting aside any hidden agendas that others will sense and
resist.
You can probably remember times when someone asked you a question and you
answered suspiciously with “Hmmm . . . why do you want to know?” Your defensive
antennae were likely up because you detected an underlying strategy. If the person
had told you honestly why he or she was asking the question, then your defences
probably would have been lowered. 17
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Neutrality vs Empathy -
The term neutrality describes a fourth behaviour that provokes defensiveness, but a better
word would probably be indifference. For example, 911 emergency telephone dispatchers
are taught to be neutral in order to calm down callers, but they should not communicate
either indifference or lack of caring. A neutral attitude is disconfirming because it
communicates a lack of concern for the welfare of another person and implies that they are
not very important to you.
Empathy is the ability to recreate another person’s perspective and to experience the
world from her point of view. It’s impossible to achieve total empathy, but with
enough effort and skill, we can come closer to this goal.

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Superiority vs Equality-
A fifth behaviour that can create a defensive communication climate involves
superiority, which involves sending patronizing messages either explicitly or
implicitly. There is considerable research that suggests patronizing messages
irritate recipients ranging from young students to senior citizens. Any message that
suggests “I’m better than you” is likely to arouse feelings of defensiveness in the
recipient. Research supports what most of us know from experience: we dislike people
who communicate superiority, especially when it involves explicit comparison with others.
Many times in our lives, we communicate with people who possess less talent or
knowledge than we do, but it’s not necessary to convey an attitude of superiority in these
situations. Instead, we can communicate with equality, which involves conveying our
respect for the inherent worth of others. Many who have superior skills and talents are
capable of projecting feelings of equality rather than superiority.

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Certainty vs Provisionalism-
 Individuals who project the defence-arousing behaviour is certainty. Communicators
who dogmatically regard their own opinions with certainty while disregarding the ideas of
others, demonstrate a lack of respect for others. It’s likely the recipient will take the
certainty as a personal affront and react defensively.
In contrast to dogmatic certainty is provisionalism, in which people express openness to
others’ ideas and opinions. You may have strong opinions, but in this supportive style of
communication, you acknowledge that you don’t have a monopoly on the truth.
Provisionalism often surfaces in a per-son’s choice of words. While people acting with
cer-tainty regularly use the terms can’t, never, always,must, and have to, those acting
with provisional-ism use perhaps, maybe, possibly, might, and could. It’s not that
provisional people are spineless—they simply recognize that discussion is aided by open-
minded messages.

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Conflict and Interpersonal Communication -

Interpersonal conflict occurs in interactions where there are real or perceived incompatible
goals, scarce resources, or opposing viewpoints. Interpersonal conflict may be expressed
verbally or nonverbally along a continuum ranging from a nearly imperceptible cold
shoulder to a very obvious blowout. Interpersonal conflict is, however, distinct from
interpersonal violence, which goes beyond communication to include abuse.

It’s different from an intrapersonal conflict, which refers to an internal conflict with
yourself.

Examples of interpersonal conflicts include a married couple fighting over finances or

two employees fighting over who gets a promotion. 21
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Conflict Resolution -

• Avoidance - Avoidance is characterized by deliberately ignoring or withdrawing from a

conflict rather than facing it. This style may be perceived as not caring about your own
issue or the issues of others. People who avoid the situation hope the problem will go
away, resolve itself without their involvement, or think that others are ready to take the
responsibility. There are situations where avoidance is appropriate such as when you need
more time to think of how to respond, time constraints demand a delay, confrontation will
hurt a working relationship, or there is little chance of satisfying your needs. However,
avoidance can be destructive if the other person perceives that you don’t care enough to
engage. By not dealing with the conflict, this style allows the conflict to simmer and heat
up unnecessarily, resulting in anger or a negative outburst.

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• Accommodation - By accommodating you set aside your own personal needs because you want to
please others in order to keep the peace. The emphasis is on preserving the relationship. Smoothing
or harmonizing can result in a false solution to a problem and can create feelings in a person that
range from anger to pleasure. Accommodators are unassertive and cooperative and may play the
role of a martyr, complainer, or saboteur. However, accommodation can be useful when one is
wrong or when you want to minimize losses when you are going to lose anyway because it
preserves relationships. If you use it all the time it can become competitive – "I am nicer than you
are" – and may result in reduced creativity in conflict situations and increased power imbalances.

• Competition - People who consistently use a competitive style come across as aggressive,
autocratic, confrontational, and intimidating. A competitive style is an attempt to gain power and
pressure a change at the other person’s expense. A competitive style of managing conflict can be
appropriate when you have to implement an unpopular decision, make a quick decision, the
decision is vital in a crisis, or it is important to let others know how important an issue is to you –
"standing up for your right." The biggest disadvantage of using this style is that relationships can
be harmed beyond repair and may encourage other parties to use covert methods to get their needs
met because conflict with these people are reduced to – "if you are not with me, you are against 23
me."
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• Compromise - The compromising style demonstrates that you are willing to sacrifice
some of your goals while persuading others to give up part of theirs – give a little, get a
little. Compromising maintains the relationship and can take less time than collaboration
and resolutions might mean splitting the difference or seeking a middle ground position.
The downside to compromising is that it can be an easy way out and reduces new creative
options. If you constantly split the difference or “straddle the fence,” game playing can
result and the outcome could be less than ideal.

• Collaboration - The collaborative style views conflicts as problems to be solved and

finding creative solutions that satisfy all the parties’ concerns. You don’t give up your self
interest; you dig into the issue to identify the underlying concerns, test your own
assumptions, and understand the views of others. Collaboration takes time and if the
relationship among the parties is not important, then it may not be worth the time and
energy to create a win-win solution. However, collaboration fosters respect, trust, and
builds relationships. To make an environment more collaborative, address the conflict
directly and in a way that expresses willingness for all parties to get what they need. 24
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Challenges to Handling Conflict –

• Self-Enhancing Thoughts - During disputes, individuals selectively remember information that

supports themselves and contradicts their partners, view their own communication more positively
than their partners', and blame partners for failure to resolve the conflict. While conflicts are
unfolding, people typically do not consider long-term outcomes. Instead, their thoughts are locked
into simple, unqualified, and negative views.

• The most important thing you can do to improve your conflict-management skills is to routinely
practice critical self-reflection during disputes.

You can work toward this goal by regularly going through this mental checklist:
-Is my partner really being uncooperative, or am I making a faulty attribution?
-Is my partner really solely to blame, or have I also done something to cause the conflict?
-Is the conflict really due to ongoing differences between us, or is it actually due to temporary 25
factors, such as stress or fatigue.
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• Destructive Messages - These thoughts often leap out of our mouths, in the form of
messages that permanently damage our relationships.

sudden death statements:

-when people get so angry that they suddenly declare the end of the relationship, even
though breaking up wasn't a possibility before the conflict.

dirty secrets:
-statements that are honest in content, have been kept hidden to protect a partner's feelings,
and are designed to hurt
-can include acts of infidelity, criticism of a partner's appearance, and even a lack of
feelings

Thus, no matter your level of anger or the caustic thoughts that fill your head, it's essential
to always communicate toward your partner in a civil, and respectful fashion. 26
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• Serial Arguments - A series of unresolved disputes, all having to do with the same issue.

According to the serial argument process model, the course that serial arguments take is
determined by:
-the goals individuals possess
-the approaches they adopt for dealing with the conflict
-the consequent perception of whether or not the conflict is resolvable

• If you find yourself in a close relationship in which a demand-withdraw pattern (when one
partner demands that their goals be met and the other partner responds by withdrawing
from the encounter) has emerged, discuss this situation with your partner. Using a
collaborative approach, critically examine the forces that trigger the pattern, and work to
generate solutions that will enable you to avoid the pattern in the future.
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• Physical Violence – Researcher, ‘John Archer’ found no substantial difference between

men and women in their propensity toward violence as a conflict strategy.
• The most destructive conflict challenge is, ‘The Chilling Effect’ :
individuals stop discussing relationship issues out of fear of their partners' negative
reactions.
the result is an overarching relationship climate of fear, suppression, anxiety, and
unhappiness.

• Unsolvable Disputes – The part of effectively managing conflict is accepting that some
conflicts are impossible to resolve.
• The clues include the following:
-you and the other person aren't willing to change your negative opinions of each other
-your goals are irreconcilable and strongly held
-at least one partner is uncooperative, chronically defensive, or violent 28
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Short-term Conflict Resolution -

• Separation - The sudden withdrawal of one person from the encounter. The characteristics
of approaching conflict through avoidance :-
Separation ends the immediate encounter, but it does nothing to solve the underlying
incompatibility of goals or the interference that triggered the dispute in the first place.
However, separation isn't always negative. In some cases, short-term separation may help
bring about long-term resolution.

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• Domination - It occurs when one person gets his or her way by influencing the other to
engage in accommodation and abandon goals.
• Conflicts that end with domination are often called win-lose solutions.
• The strongest predictor of domination is the power balance in the relationship.
• Domination is destructive when it becomes a chronic pattern and one individual always
sacrifices his or her goals to keep the peace.
• Over time, the consistent abandonment of goals can spawn resentment and hostility.
• While the accommodating "losers" are silently suffering, the dominating "victors" may
think everything is fine because they are used to achieving their goals.

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• Compromise - Both parties change their goals to make each other compatible.
• It typically results from people using a collaborative approach and is most effective in
situations in which both the parties treat each other with respect, have relatively equal
power, and don't consider their clashing goals more important than each other.
• In cases in which the two parties do consider their goals important, however, compromise
can foster mutual resentment and regret.
• Integrative agreements - The two sides preserve and attain their goals by developing a
creative solution to their problem.
• This creates a win-win solution in which both people, using a collaborative conflict
approach, benefit from the outcome.
• To achieve integrative agreements, the parties must remain committed to their individual
goals but be flexible in how they achieve them.
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• Structural improvements - In cases of intense conflict, the result may be people agreeing
to change the basic rules or understandings that govern their relationship to prevent further
conflict.
• In cases of structural improvement, the conflict itself becomes a vehicle for reshaping the
relationship in positive ways—rebalancing power or redefining expectations about who
plays what roles in the relationship.
• It is only likely to occur when the people involved are able to control their negative
emotions and handle the conflict collaboratively.

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Leadership in Working Groups and Teams -

Types of Leadership -
Autocratic Leadership - Autocratic leadership is defined by a top-down approach when it
comes to all decision-making, procedures, and policies within an organization. An autocratic
leader focuses less on collecting input from team members and tends to make executive
decisions that others are expected to follow.
Bureaucratic Leadership - Bureaucratic leadership relies on a clear chain of command, strict
regulations, and conformation by its followers. As the name implies, this is a leadership style
that’s commonly found in government entities, as well as military and public organizations.
Charismatic Leadership - Charismatic leadership is defined by a leader who uses their
communication skills, persuasiveness, and charm to influence others. Charismatic leaders,
given their ability to connect with people on a deep level, are especially valuable within
organizations that are facing a crisis or are struggling to move forward.
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Transactional Leadership - Transactional leadership is defined by control, organization,

and short-term planning. Leaders who adopt this style rely on a system of rewards and
punishment to motivate their followers. As you can see, there are many similarities between
transactional leadership and autocratic leadership. The main difference is that transactional
leadership, as the name implies, involves a clear exchange between the leader and the team
members. For instance, in exchange for compliance and high performance, an employee
might be rewarded with a promotion.
Democratic Leadership - Democratic leadership, which is also commonly known as
participative leadership, is about letting multiple people participate in the decision-making
process. This type of leadership can be seen in a wide range of contexts, from businesses to
schools to governments.
Laissez-Faire Leadership - Laissez-faire leadership takes a hands-off approach to
leadership and gives others the freedom to make decisions. While leaders still provide their
teams with the resources and tools they need to succeed, they remain largely uninvolved in
the day-to-day work. This is a leadership style you’ll commonly find in creative settings,
such as advertising agencies or startups, due to its encouragement of independent thinking. 34
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Transformational Leadership - Transformational leaders create a vision based on identified

needs and guide their teams toward that unified goal through inspiration and motivation. The
main difference between transformational leadership and the other styles is that it is focused on
changing the systems and processes that aren’t working. It lends itself to increasing diversity
and inclusion within an organization as this often requires individuals to re-evaluate how they
view people who are different, which often means identifying their own prejudices and faults.
Servant Leadership - Servant leadership puts the needs and wellbeing of followers first. In
other words, these types of leaders adopt a serve-first approach and growth mindset to
prioritize their organization, employees, and community above themselves.
Coaching Leadership - Coaching leadership is a style defined by collaboration, support, and
guidance. Coaching leaders are focused on bringing out the best in their teams by guiding
them through goals and obstacles.
Collaborative Leadership - Collaborative leadership is focused on encouraging people to
work together across functional and organizational boundaries. The purpose of this leadership
style is to encourage collaboration with other teams and departments to accomplish shared
goals. 35
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Leadership that Supports Diversity and Inclusion -

• Fairness and Respect - The first step to combating bias and discrimination is recognizing and
identifying it. Leaders must be acutely aware of any internal, unconscious bias that they may
hold and understand that everyone does carry some level of this bias with them. Denial is just
another way of ignoring and therefore exacerbating the problem. However, if a leader admits
these shortcomings in themself, they can then take steps to correct them. From there, a leader
should constantly evaluate how those biases impact their decisions and actions in the
workplace.

• Collaboration - This is especially true when you have diverse voices on the team. Leaders
should ensure that they listen to these voices, regardless of seniority level. Take their
experiences into consideration and value those perspectives as much as you would any other.
When speaking with your team about diversity efforts, you should listen to these voices even
more closely.
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• Emotional and Cultural Intelligence - Empathy is extraordinarily important when

fostering inclusion. A leader needs to be able to see and understand different perspectives
to be truly inclusive. Recognizing one’s own privilege is key here. Knowing that your
lived experience is different from those around you -- and taking steps to value that
experience as much as your own -- is a great start. Know that a privileged leader of any
kind – whether that privilege comes from race, gender identity, sexual orientation, etc. --
has a lot to learn about those who are different from them. Be open to learning. Ask
questions respectfully. Do your own research by listening to voices from different cultures
and walks of life outside of the workplace.
• Empowerment and Growth - Those with different experiences have different
worldviews, and therefore may work differently. Embrace this and be adaptable to the way
your colleagues’ work gets done. If a team member has a new strategy or idea, encourage
them to try it out. Give them the autonomy they need to get the results you both want.
Take turns giving your team members high-level projects to work on. See that work is
divided evenly and everyone has an opportunity to reach their potential. When they do
succeed, make sure you shine a light on those successes and celebrate them. 37
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• Insight - As stated, recognizing one’s own bias and privilege is essential to becoming an
inclusive leader. It requires constant evaluation and revisiting. For many, it is a life-long
journey. Question yourself and the common practices around you. Seek feedback from the
voices you’re trying to amplify. Asking, “How can I be a better manager, and a better
ally?” is a great step.

• Trust Binding - Inclusive leaders use both their privilege and standing in the company to
make way for positive change. This includes actions as well as words. Here are just some
examples of the actions that you can take in order to earn the trust of your team:
Use your voice to actively challenge bad behavior and unfair practices. Start those hard
conversations at a higher level.
Stand by your word and speak the truth. If you are transparent with your team, they will
trust you. This creates a stronger team all-around.
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• Promoting Psychological Safety - Sometimes, the workplace can be a hostile place for
those who are deemed “other” by society. Even though you are working to be inclusive
and combat this treatment, those around you may not. This can greatly affect the mental
health and wellbeing of your diverse team. Additionally, you can make the workplace safer
for your team by encouraging them to challenge norms. This includes checking and
questioning your own actions, words, and strategies. Ensure that it is safe for your team to
bring up issues they have or ways that you can be more inclusive. If they do not feel
nervous or scared having these sometimes difficult conversations with you, you are
creating the right kind of atmosphere.

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Effective Leadership Communication -

Effective leadership communications can be defined as the development and delivery of

messages that inform, inspire, engage, and unite teams towards a common purpose or goal.
The strategies are :-
• Build an Effective Internal Communications Strategy
• Keep Employees Engaged
• Align Employees with Strategic Goals
• Build a Collaborative Workplace Culture
• Ability to Adapt Your Communication Style
• Active Listening
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• Build trust and encourage transparency

• Ability to Ask Open-Ended Questions
• Clarity
• Open Body Language
• Empathy
• Encourage more employee-driven content
• Choose the right communication channels and tools
• Receiving and Implementing Feedback

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Giving and Receiving Feedback-

Providing feedback isn’t solely the team leader’s responsibility. The Leader can’t be the only
one holding everyone accountable because you can’t possibly observe everything that’s
going on. Second, if the Leader is the only one praising or critiquing, the group dynamics
suffer. The Leader’s job as manager is to ensure that the team members are providing regular
constructive feedback. Here are some principles to help you lay the groundwork for ensuring
and enhancing this effective team practice.
• Set expectations early: When a team works well together, it’s because its members are
operating from the same mindset and are clear about their goals and their norms.
• Create opportunities for regular check-ins: When you’re in the early stages of creating a
project plan, schedule regular check-ins as part of the timeline.
• Ask general questions: Giving and receiving feedback is a skill and most people are not
naturally good at it. As the leader, you’re the moderator of this conversation. Once team
members have spoken, offer your two cents about “where the team excels and where it 42
faces challenges,”.
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• Work your way up to structured reviews: As your team gets accustomed to working
together and sharing feedback, you need to do a deeper dive into how team members are
doing at the individual level. Ask each person to prepare specific reviews of colleagues to
be read aloud at the next meeting and observe each other’s reactions.
• Keep performance issues out in the open: In the traditional view, it’s inappropriate to
raise issues in a meeting that would make people uncomfortable or put people on the spot.
But a leader’s job is not always to make people feel comfortable. When teams have
problems, it should all be out in the open – you alone can’t help people improve; there
needs to be a group plan.
• Foster team relationships: Help colleagues build trust before problems arise by
encouraging open conversation. And, when there is conflict, make sure they understand,
they need to give feedback directly to each other.
• Debrief every project: At the end of a project or when your team is disbanding, schedule
a final check-in to discuss what worked and what didn’t. The objective is to provide
closure on the team and also determine what each member needs to do to further develop.43
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Principles to Remember-
Do:
• Make sure your team understands that feedback is a shared leadership responsibility
• Schedule routine check-in meetings
• Keep the tone positive by encouraging team members to say what they appreciate about
others’ contributions

Don’t:
• Start meetings with your own feedback for the team — allow everyone else to first express
how they think they’re doing
• Shy away from performance issues — address them openly with the group
• Get in the middle of personality conflicts — help facilitate difficult conversations 44
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THE END

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