Dynamic Communications – Interpersonal communications that work

In today’s environment, Dynamic Communications has never been more crucial. People are working and communicating with each other in so many varied ways.And more often than not that communication and working mode is not face-to-face or the parties are in different locations, and time zones. This, in my view, makes it even more critical that we ensure are engaging in interpersonal communications that work.

By its very nature, when we speak about Dynamic Communications we are talking about a process that is ever evolving,and because we are talking about human beings we are talking about something that is inescapable, complex and often irreversible (or at least its effects can be irreversible).

Standing in the path of successful Dynamic Communications – interpersonal communications that work are several key elements:

1) Past Experiences
The reality is that our past experiences play an important role in our effectiveness in Dynamic Communications. Our past experience is what influences how and how quickly we assign, meaning, significance, acceptance and response in our communications and affects the extent to which our interpersonal communications are effective.

2) Our Behavioural Preferences
The reality is that we all tend to communicate how we would prefer to be communicated with. It takes real growth, strength and personal, professional and social maturity to stretch our personal communication bent. At On Purpose Leadership we make use of the Target Training International’s DISC model of interpreting and understanding behavioural preference. Our experience is that as individuals become more educated and practised in the use of tools like this we see their interpersonal communication effectiveness skyrocket.

3) Our Personal Motivators or Driving Forces
As important as past experience and behavioural preference are, I would say nothing affects our Dynamic Communications and whether our interpersonal communications work as our personal Driving Forces. It is certainly an effect that is deeper on a personal level but is likely the greatest influencer on our dynamic communications. These elements form a key foundational element in our Dynamic Communications courses.

4) Goal and Focus of the Communication
Of course for Dynamic Communications to be viewed as interpersonal communications that work, that communication must be focused and have a clear goal. nothing defeats dynamic communications like a lack of clarity and absence of focus. At the root of this is preparation.

Want to learn more and develop this key skill? Consider registering for our Communication Dynamics Course.

Only People can be made to appreciate in value – by improving their productivity.

Only People can be made to appreciate in valueby improving their productivity.

Productivity continues to challenge organizations and today that challenge is even greater than ever. All the economic and social gains of the 20th Century rests on the achievements and productivity of the “Manual Worker”. We have all heard of concepts as: Task Analysis; Task Management; Scientific Management; Industrial Management; Rationalization, Total Quality Management and Just-In-Time Delivery, all attempting to get at increased production and enhanced performance of organizations and their people.

Impact of The Manual Worker

Historically these approaches were developed in response to the  “Manual Worker” organizing principle. In all likelihood, this will continue to be the organizing principle in countries where manual work is the growth sector of society and economy – largely “Third World” or developing countries. However, in developed countries such as Canada and the United States, the central organizing principle has shifted from how to make the “Manual Worker” productive to how to make the “Knowledge Worker” productive. “Knowledge Workers” have and are rapidly becoming the largest single group in the workforce, and may already comprise as much as two-fifths of the workforce, of every developed country including Canada and the US.

Productivity: People appreciating in value.

People are a valuable asset that appreciates in value when their productivity improves.

This shift in organizing principle will undoubtedly require a shift in our thinking. Up until now economic theory and most business practice have viewed manual workers as a cost. As we all know costs need to be controlled and reduced to affect the bottom line. Contrary to this model, however, “Knowledge Workers”, in order to be productive, must be considered a capital asset. And assets need to be made to grow. This undoubtedly will have its most positive effect on the “Top Line”.

Research Says

A recent Canadian report on the knowledge economy produced by an expert panel on skills has identified that Canadian employees have excellent technical skills. However finding people who, in addition to their technical know-how, have the ability to communicate effectively, work in teams, and act as managers is difficult for most organizations. According to the report: “Employers have more difficulty recruiting senior level people who combine a solid technical background with experience and management skills such as – project management, strategic planning, marketing and business writing… requirements such as teamwork, problem-solving, and a willingness to learn were difficult to fill.”

Management Challenges for the 21st Century

In his book Management Challenges for the 21st Century Peter Drucker suggests the following six Factors as key to determining “Knowledge-Worker” productivity:

  1. “Knowledge-Worker” productivity demands that we ask the question: “what is the task?”
  1. It demands that we impose the responsibility for their productivity on the individual knowledge worker themselves. Knowledge workers have to manage themselves. They have to have autonomy.
  1. Continuing innovation has to be part of the work, the task and the responsibility of knowledge workers.
  1. Knowledge work requires continuous learning on the part of the knowledge worker, but equally continuous teaching on the part of the knowledge worker.
  1. Productivity of the knowledge worker is not – at least not primarily – a matter of the quantity of output. Quality is at least as important.
  1. Finally, knowledge-worker productivity requires that the knowledge worker is both seen and treated as an “asset” rather than a “cost”. It requires that knowledge workers want to work for the organization in preference to all other opportunities.

We have known for some time that 80 percent or more of each of our success is mental. That is to say; what we achieve is determined primarily by the way we think about our self, our life, and the people around us. As we change the quality of our thinking, we change the quality of everything we do! And there is very little we cannot accomplish once we put our mind to it!”

How organizations respond to this acknowledgement will be a key determinant of their success in growing, to full fruition, the asset that is the “Knowledge Worker”.

Productivity Solution On Purpose

At On Purpose Leadership Inc. our team of seasoned professionals work with clients to create breakthroughs and assist them in moving systematically and decisively towards extraordinary results.

Our facilitated processes create a learning culture that results in maximum growth and a position of strength for the client participant and their organization. Our interactions serve to develop skills and intensify motivation of people at all levels. The bottom line is to positively affect key performance outcomes and sustainable long-term personal, professional and organizational development.

We can take you and your people through a path to success using our proven successful structured programs. Reference:

We will also work with you to tailor-make programs that combine your insight and our world-class training process and methodology.

Strategic Mindset of Excellent Managers

A Manager performing at the excellence level maintains a strategic mindset. This means they are asking the questions:

  • What is the business trying to accomplish?
  • How must it position itself in the market? and relative to its competitors?
  • Has the Strategy changed or is it likely to soon? What forces might affect/impact it most (likelihood and significance)?
  • How does my role (unit or function) contribute to our company’s competitive advantage?
  • What must each of my people contribute to our competitive advantage?
  • How does my unit impact or affect the company’s strategy?
  • Are we on the appropriate gates of focus sequence: (Profit; People; Process)?
  • Am I applying the appropriate leadership modality to propel my team forward?
  • Do I and my team access and maximize use of our greatest talents continually and bringing out the best in ourselves and others?
Strategic Mindset maximizes Skill, Potential and Performance intersection

Excellent Managers with a strategic mindset marry Potential and Skill to bring out the best performance

We have tools that can help with effectiveness in this realm. Check out our:


To Quote Vineet Nayar “Three differences between managers and leaders are:

Counting value vs Creating value. You’re probably counting value, not adding it, if you’re managing people. Only managers count value; some even reduce value by disabling those who add value.  Leaders focus on creating value, saying: “I’d like you to handle A while I deal with B.” He or she generates value over and above that which the team creates, and is as much a value-creator as his or her team.

Circles of influence vs Circles of power. Managers create circles of power while leaders create circles of influence. The quickest way to figure out which of the two you’re doing is to count the number of people outside your reporting hierarchy who come to you for advice. The more that do, the more likely it is that you are perceived to be a leader.

Leading people vs Managing work. Management consists of controlling a group or a set of entities to accomplish a goal. Leadership refers to an individual’s ability to influence, motivate, and enable others to contribute toward organizational success. Influence and inspiration separate leaders from managers, not power and control.”