TWO-WAY COMMUNICATION
Think of your daily conversations like tennis and baseball. Basic communication proceeds like a tennis game — back and forth, back and forth. Quality interpersonal communications, on the other hand, are more like baseball, where the pitcher needs to pay attention to the catcher’s subtle signals before he can make a successful move. Ask yourself. Are you just throwing your message out there, or are you considering the other person’s perspective? By doing the latter, you’ll begin to build the most important ingredient for successful leadership: trust.
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The building blocks of trust
Whoever you’re working with — whether it’s family members, new hires, long-term employees, suppliers, or others — trust is essential. The four key elements of communication that are essential to building trust are:
1. Openness
Be open to giving and receiving feedback.
2. Straightforwardness
Say what you mean and mean what you say.
3. Reliability
Do what you say you will do.
4. Acceptance
Who you are is OK with me.
Of these four elements, acceptance is the most underrated, but also the most important. Acceptance creates a climate that allows the other elements to flourish, enabling people to feel safe and speak honestly. Each time you incorporate these elements into your communication you are creating the building blocks of trust.
RECOGNIZE THE BEHAVIOURAL STYLES
To understand and apply behavioural styles, the best place to start is with yourself. What type of style do you have and how does it affect the way you communicate?
Each year at Syngenta Grower University, I introduce the DiSC model, developed by noted American psychologist William Marston. The DiSC model identifies four basic behavioural styles and provides insight into the best methods of communication for each:
1. Dominance “Get it done”
People in the dominance category are drawn to solving problems and getting results. Many “Ds” enjoy having power and authority just as much as they love challenges and risk-taking, which is usually apparent through high levels of self-confidence. Dominant individuals may portray a lack of concern for others and lose their patience, while their biggest fear is losing control. When communicating with this group, get to the point and show your competence. Be prepared for responses that are concise and blunt.
2. Influence “Have Fun”
Sometimes referred to as a “people person,” this type is motivated by social recognition and is fearful of rejection. Influential individuals tend to be persuasive, and can also seem impulsive and disorganized. When approaching an “I,” keep conversation informal and follow up with written details. Keep in mind they enjoy the limelight and don’t like to limit their ideas or capabilities.
3. Steadiness “Harmonize”
People in the steadiness quadrant tend to value stability and tradition. They like to accomplish tasks by working with others and are fuelled by sincere appreciation. Steady individuals sometimes fear the unknown because of its potential impact on peo-
ple. They can become overwhelmed due
their overwillingness to give. When communicating with an “S,” break down the details. Explain how a task will be done and reiterate their importance to the organization.
4. Conscientiousness “Do it Right”
You might call those in the conscientious category “perfectionists.” They favour analytical thinking and applaud quality and diplomacy. Conscientious people can be critical of themselves and others, and their creativity is tempered by a need to follow rules. Provide “Cs” with precise detail, minimize socializing and remember that emotional situations may make them uncomfortable. Be prepared for resistance to vague information and a desire to double-check facts.
When associating individuals with each style, avoid jumping to conclusions. Most people find similarities with more than one. Also, remember that while environment is a major factor in how people behave (for example, people typically
to act differently in their home than at their workplace), internal perceptions remain the same and are related to their preferred behavioural style.
Recognizing different behaviour styles and adapting your communication accordingly can be profoundly effective. You will find that conversations become easier, you will more effectively gain commitment and support, and you will infuse your farm with that all-important ingredient: trust. CG Kris Savage is learning and development manager with Syngenta Canada. She is part of the team of speakers with the Syngenta Grower University program, designed to help Canada’s top producers run their operations with increased confidence and profitability by adopting the most effective business management skills and techniques. Her lecture, “Managing Communications,” is the top-rated course at Grower U, as determined by alumni of the program.
