How do you approach coaching a senior executive struggling to communicate effectively with their team?

Hier ist es hilfreich, mit der Führungskraft einige Praxissituationen aus der jüngsten Vergangenheit zu reflektieren. Folgende Punkte könnten reflektiert werden, um einen Eindruck zu gewinnen, wie die Führungskraft kommuniziert und woran die Effektivität scheitert: 1) Was war das konkrete Ziel der Botschaft/Kommunikation? - was wollten Sie erreichen? - was sollte aus Ihrer Sicht anschließend passieren? Woran haben Sie festgestellt, dass das Ziel nicht erreicht wurden? 2) Wer waren Ihre "Empfänger"? Wie ist die Kommunikation mit dieser Zielgruppe bisher verlaufen? 3) Wie sind Sie vorgegangen? Hier empfiehlt es sich, den Kommunikationsprozess nachspielen zu lassen. Durch diese drei Schritte sollte eine Einschätzung möglich sein.

Based on the assessment findings, create a tailored communication improvement plan for the executive. This plan should include specific, actionable strategies to address identified challenges.

I'd want to check this from both perspectives - the challenges the exec feels they have and what communications challenges their team feels. There is often a mismatch between perceptions, especially if the leader is caught up in comparisonitis. As an introverted leader, we may think we're not communicating as effectively as our extraverted counterparts, so we need to start with what effectiveness really means from both perspectives.

Coaching a senior executive with communication challenges starts with a thorough needs assessment. Through open-ended discussions and observing interactions, identify their strengths and weaknesses. Are they unclear, dismissive, or lacking in active listening? Then, tailor a coaching plan. This might involve practicing clear and concise messaging, role-playing active listening scenarios, or incorporating storytelling techniques to engage their team. Feedback is crucial, so video recordings of presentations or simulations can help them see their impact and adjust their approach. By focusing on specific, actionable steps and providing ongoing support, you can empower the executive to become a more effective communicator and leader.

Introduce specific communication tools and techniques that align with the executive’s goals. For instance, using structured communication frameworks for meetings, practicing active listening exercises, or incorporating visual aids to enhance clarity.

Entscheidend ist es vor allem, dass die Führungskraft die möglichen Defizite im Kommunikationsverhalten selbst erkennt. Durch die unter Pkt 1 beschriebene Vorgehensweise könnte hier als zweiter Schritt eine gemeinsame Entwicklung von Zielen erfolgen. Je nachdem wie differenziert sich die Führungskraft reflektiert und Stärken aber auch vor allem Defizite selbst feststellt, sollte das anschließende Feedback des Coachs mehr oder weniger umfangreich sein. Dies ist in jedem Fall die Grundlage für die anschließende Zielbestimmung. Die Ziele könnten z.B. ausgerichtet sein auf: - Kommunikationsverhalten - Persönliche Wirkung als Einfluss auf die Kommunikation - Struktur und Vorgehensweise in Einzelgesprächen, Meetings, etc.

Coaching a communication-challenged senior executive starts with setting clear goals. We'd collaboratively define what "effective communication" looks like for their team (transparency, feedback style, etc.). Then, through self-reflection and role-playing, we'd identify areas for improvement. This might involve active listening exercises or practicing clear and concise communication. Encouraging open dialogue with the team through surveys or town halls can provide valuable feedback on the leader's communication style. By creating a safe space for practice and open communication, the executive can build trust and inspire their team.

Use tools such as video recordings to review and analyze communication practices. Watching themselves can help executives identify areas for improvement, such as body language, tone, and clarity.

Ich finde es in solchen Situationen immer am besten, Sparrings durchzuführen. Also geplante Besprechungen, Meetings oder Einzelgespräche mit Mitarbeiter:innen durchzuspielen. Dabei ist folgende Vorgehensweise empfehlenswert: 1) Führungskraft beschreibt Situation, Zielgruppe (Verhalten) und generelle Ziele 2) FK formuliert differenzierte Ziele für Gespräch/Meeting 3) Sparring - Coach spielt Mitarbeiter oder Meetingteilnehmer 4) Reflexion und Feedback ausgerichtet auf die unter Pkt 2 definierten Ziele. 5) Input und Aufgaben für die FK, um erforderliche Fähigkeiten weiterzuentwickeln.

Coaching a senior executive with communication issues requires a multi-pronged approach. First, assess their current communication style through self-reflection exercises and anonymous team feedback. This builds self-awareness and creates a safe space for honest discussion. Then, identify specific areas for improvement, like active listening or tailoring messages for different audiences. Role-playing scenarios and practicing presentations can hone delivery skills. Finally, provide ongoing support and feedback to ensure lasting change. By focusing on both skill development and mindset shifts, the executive can become a more effective communicator, fostering a more engaged and productive team.

Zuerst möchte ich die oft positive Motivation für das Verhalten verstehen. Dazu muss ich hinhören, hinschauen usw., also bei den Terminen mit dabei sein. Dazu möchte ich verstehen, wie die Grundeinstellung der Führungskraft ist. Die daraus etablierten Verhaltensimperative gilt es also zu erkennen. Danach kann man simulieren, wie mit anderen Ressourcen und anderen Strategien neue Effekte erzielt werden können. Die neuen Verhaltensstrategien gilt es jetzt zu Verhaltensimperativen zu trainieren.

A healthy feedback loop signals both a functional team and psychological safety. What they're seeking out though is NOT constructive criticism, but developmental feedback. Remember, you're modelling best practice, so if you criticise, so will others. Criticism is an opinion, feedback is evidence based.

Coaching a senior executive with communication issues requires a multi-pronged approach. First, establish a safe space for open feedback. This can involve anonymous surveys or one-on-one discussions to understand how communication is currently perceived. Focus on active listening exercises to help the executive recognize communication gaps. Role-playing scenarios can be used to practice clear and concise messaging, alongside techniques for soliciting questions and fostering open dialogue. Finally, creating a feedback loop through regular team meetings and check-ins allows the executive to gauge progress and adjust their communication style for optimal team engagement.

Even the most accomplished leaders need ongoing support. If the leader will not be working with a coach long term, building in a learning buddy into the journey can help an executive sustain change. The right buddy is working on similar challenges, but not necessarily the same ones. They should be committed to change, meeting regularly and speaking openly about their challenges and progress. Early on, they can meet weekly, but over time, they can switch to monthly or even quarterly. Depending upon the magnitude of change and how ingrained the behaviors, having a learning buddy will ensure that when a leader slips up, and they generally will, they will have someone to help them get back on track.

When coaching a senior executive who is struggling to communicate effectively with their team, I focus on several key strategies: a) Active Listening and Empathy: I encourage the executive to practice active listening. This means fully concentrating on the speaker, understanding their message, responding appropriately, and remembering what is being said. b) Clear and Concise Messaging: I work with the executive to develop the ability to communicate their thoughts and directives in a clear and concise manner. c) Feedback and Follow-Up: I teach the executive the importance of providing constructive feedback and the value of follow-up.

What's effective for one person may not be effective for another. What most execs struggle with is carving out time to listen to what is being said, and what isn't. Devoted, empathic listening is impossible when you are doing something else at the same time. Listening is the bedrock of great communication yet most people want to start with the transmit - the 'what' they're saying and 'how' they're saying it.