Using Management Communication Psychology for Workforce and Leadership Improvement

How did you feel the last time someone blamed you for something that went wrong? Did it really solve a problem, or did it just make you feel people and circumstances?

When was the last time you blamed someone? Did it really solve the problem?

Have you ever been truly passionate about accomplishing great things for an organization, only to be reduced to being the people around you, the “work environment”?

But even if one individual is affected by such a “blame” dynamic, it could hardly affect the rest of the staff or the organization, OR WILL IT?

The fact is that the actions and reactions of each individual in a group affects the rest of the members of that group to form a unique culture. And that culture drastically affects the bottom line.

If there are 100 employees in an organization with a poor corporate culture, they will produce the work of 68. In an average work culture, they will do the work of 100, but in a rich or brand-congruent leadership culture, they will produce the work. of up to 159 employees, so what is the savings potential of creating a superior culture? What would be the necessary behaviors to cultivate a positive culture. Or will creating the culture nurture behaviors and the workforce?

According to the Psychology (DC) of Management Communication (TM), improving a workforce and developing positive traits in its employees is a product of “Cultural Evolution”. One of the five essential pillars** to nurture an effective and passionate workforce is a methodology that helps your people achieve something bigger than themselves. This requires 3 fundamentals:

An awareness of how and why people react to each other.

The ability to apply this awareness to take smarter actions and less “reactions.”

The ability to see the work environment and the people in it as a means to achieve something greater in their lives.

In DC, awareness begins with realizing the effects of your own communication and reactions that not only cause others to treat you the way they do, but also cause your own inefficiencies and disorganization. There are three conditions that are addressed to nurture this realization:

The Mental, which uses the Colored Brain Communication Inventory (CBCI) to determine how a person processes information and the world around them. This is a genetic process and cannot be changed.

The Emotional, which applies the Eight fundamental Emotional Drivers and their classification that establishes motivation in various scenarios. This is environmental and changes as a person evolves emotionally.

The Physical, which identifies the five postures that we all use and abuse in our efforts to achieve our goals.

The goal of this awareness is the awareness of the effects that the environment has on you and the effects that you have on it. When you become aware of yourself, you can see how you are being influenced and how you are influencing others. You get a clear picture of where conflicts and lack of cooperation really come from and how to prevent them. Identify the factors that have impeded greater leadership and inspire others to greater competition. Discover the gaps in customer service and sales success and how to overcome them.

But all this is just part of the system. Professionals in managerial communication (TM) psychology apply two main methods to influence an organizational culture.

Method #1: Break Tradition

Traditionally training for leadership, customer service, communication, sales, project management, etc. it is carried out separately and independent methodologies are applied. Courses are typically 2 days each, and although individuals regain some skills, they may not fully understand each other’s roles and how those roles can connect for cooperative and competent execution of a common goal.

The Directive Communication™ solution: one language, one vision

The system uses a “Common” methodology across the organization, this not only allows organizations to save time by simplifying planning and centralizing soft skills competency with a process that suits most disciplines of people, but It also saves time with fewer days of training needed to achieve higher performance. competition levels. It is designed from the ground up for cross-organizational implementation and results measurement. The byproduct is an organization that is more cooperative because employees speak the same language and cultivate a culture to reinforce the greater skills of the workforce.

How does it work

When an organization is trained in the core CD Methodology with a 2-day course, they are prepared to take specialized “Application Modules” that are only 1 day long (instead of the traditional 2 days). This allows HR and training managers to maximize the effect of training and still keep their workforce working. The DC methodology itself promotes a better culture and achieves 42% better implementation results than traditional training. This is due to its unique psychological foundation that puts everyone in the company who is learning different skills, on the same page. Each application module builds on the core DC psychology foundation, and all DC credentialed professionals are experts in their specific fields, applying their expertise in shorter time frames for a cohesive, diversely competent workforce and more effective culture.

Method #2: Create a Revolution

This strategy is based on US Special Forces PYOPS tactics to create revolutions in countries combined with DC corporate reculturation strategies and psychology. When a core group has internalized the “fundamentals of managerial communication,” the psychological weapons of workforce improvement are applied systematically throughout the organization. Key influencers (core group attending workshops) within the organization are simultaneously trained in “Force Multiplication” tactics.

Starting from the core group, people create DC A-teams that incorporate different organizational hierarchies (ie, management, supervisors, frontline, and support). They then become the attacking force that ignites culture improvement from within, they are the force for the good of the organization and infect the rest with the same vision (usually suggested by top management). They gain a strong sense of purpose because they meet their own needs through the organization, not just by doing the work.

The key influencers or “informal leaders” of an organization are chosen to be internal consultants (one person for every 35 in the company). Their purpose is to multiply the effects of DC Psychology and direct enthusiasm and action in groups and teams with those that interact by joining them in a single direction.

The process is an interactive 6-day DC “Revolution” program spread over 2-4 weeks (including the discovery and strategy component), and the applicable Projects implemented between the workshops. After each workshop, these Key Influencers engage a subgroup, including their managers and senior management, of about 5-6 people to immediately implement what they’ve learned. That subgroup, in turn, involves a secondary subgroup and both staff and management who realize they influence their perspective of their place in the organization and the satisfaction they derive from what the organization can bring to their clients. own lives.

In a recent case study in creating culture for the new Emirates Hotel & Resort chain, Singaporean and Malaysian senior communication professionals used the “revolution” process together with 22 Emirates employees and 2 mid-level managers , to cultivate powerful insights that created an almost instantaneous energy that spread throughout the Hotel. It literally changed the way managers and staff treated and cooperated with each other. According to Bruno Hivon, Emirates Marina General Manager, “The whole hotel is filled with an energy that is truly uplifting. I think the program is so successful because it appeals to the importance and substance of people rather than material things.” and that’s it. The revolutionary attitude and group dynamics that grew out of this program can be incorporated into every aspect of our work in every department and at every stage of operations.

All of us have been channeled into a passionate direction and focus, and this has been achieved in a very dynamic and fun way that has gained acceptance on all levels. Even the management team here, we have discovered a bit about ourselves that will definitely make a difference in our directions.

As for our Patriots and their revolution, this is so different from other serving concepts that it will definitely lead the way for things to come.”

The revolution, measured by the Emirates head office against pre-revolution assessments, yielded substantial improvements in several areas:

Work with and develop others – up to 54.64%,

Leadership – up to 48.2%,
Communication – up to 65.38%
Productivity – up to 42.71%

Both methods require a “buy-in” from top management because it requires letting go of the ego with a focus on results. In each method, the driving force comes from the employees, and cooperation and personal effectiveness are inspired from a self-interest and development perspective. When employees feel that their place in the organization makes a meaningful difference and discover how to get more out of work than just money, they create an environment that reinforces teamwork, creativity, passion, and the emotional (non-ego) levers that will lead to the improvement of your quality of life inside and outside of work.

While DC is not the only psychology-based methodology that affects individual perceptions, Steven Covey’s Seven Habits and PEP have also proven successful in this area, the by-product of culture and workforce improvement is the premise for the lasting retention and consistent application of these insights. The reason? This can be answered with a question: Have you ever been truly passionate about achieving great things for an organization, only to be reduced to being the people around you, the “work environment”?

**The five pillars of managerial communication are the fundamental conditions of cultural change, they are the following: the group must have a greater purpose, the group must speak a common language, the group must have a technology or a structured approach that they believe that help them achieve that larger purpose, The group must have a comprehensive support system, The group must have a unified identity.