by Kathryn Davanzo, M.ED. and James Sartain, PH.D.
The Connected Communications Model provides six steps for increased influence and impact. Participants will learn how to apply these steps, when seeking to influence how others think, decide, or act and when reflecting on the efforts of others to influence their own thinking, decisions, and actions.
"I have increased influence now that I practice the concepts, tools and techniques I learned in this CODA program."
It is a well-established tenet of human communications that we get more of what we want and need from others when we try and provide what others want and need. In fact, we really can’t have open and reciprocal communication without awareness of the other person’s interests, desires, and style of communicating. This course is designed to provide actionable techniques, tools, and practice to be better prepared to communicate effectively and with influence.
The Connected Communications model and materials are based on the Connected Leadership Framework®, an evidence-based model for leadership development that can also be used to guide effective communications.
Select from the interactive model immediately below to explore each element of the Connected Communications Model.
Connected communicators intend for their exchanges with others to be positive, purposeful, and mutually influential. Influence begins with clarity about an intention to connect. This intent provides the forward momentum for all exchanges.
Connected communicators aspire to positively and constructively pursue connections with others by opening themselves to the constructive and positive influence of others. It is the goal of connected communicators to achieve shared insight, as they seek to influence beliefs and actions, resolve differences, solve problems, or collaborate effectively, while allowing for the influence of another on their own beliefs and actions and while maintaining or even improving relationships.
Connected communicators use connected conversations to help individuals, teams, and organizations be stronger, safer, more accountable, more productive, more inclusive, and healthier.
Connected communicators exert effort, first into understanding themselves, and then into understanding others and the context in which they interact. They seek to understand not only their own, but also the other person’s, perspective as a bridge to better collaboration and to greater and sustained influence on thinking, decisions, and actions. They look within, and consider others, to gain awareness about communication and decision-making preferences and perspectives. They examine what is known about the current situation, including the roles, responsibilities, and the potential rewards and risks for each person, the team, or the organization.
Connected communicators practice exploration to ensure they are well equipped to consider the perspectives of all parties and to propose multiple options for solving their problems, reconciling their differences, or enhancing collaboration. They seek knowledge and understanding. They do not lull themselves into thinking they have all the answers and all the data. They ask questions. They seek to know more including how each person, including one’s self, has contributed to the situation. Connected communicators explore to discover various explanations for the current circumstances and perspectives, and to generate range of options to consider as ways to move forward.
Connected communicators identify as someone who uses connecting language and behavior over command, paternalistic, maternalistic, or control language and behavior. They believe in communicating in ways that are open and reciprocal.
Connected communicators see themselves as persons who seek and value two-way communication. This reciprocal communication allows them to achieve shared insight – I know what you know-you know what I know. I know why you believe what you believe – You know why I believe what I believe.
Connected communicators see themselves as persons who communicate authentically and with purpose.
Connected communicators practice exploration to ensure they are well equipped to consider the perspectives of all parties and to propose multiple options for solving their problems, reconciling their differences, or enhancing collaboration.
Connected communicators seek knowledge and understanding. They seek to know more including how each person, including one’s self, has contributed to the situation.
Connected communicators do not lull themselves into thinking they have all the answers and all the data. They ask questions of those who agree with them and those who do not. They look beyond themselves for ideas and considerations.
Connected communicators explore to discover various explanations for the current circumstances and perspectives, and to generate range of options to consider as ways to move forward.
Connected communicators enlist others by demonstrating they are trustworthy and working diligently on how they frame a vision for the future, define the purpose of a project, or establish expectations and standards for performance.
Connected communicators take the time and effort necessary to make sure that any message that is intended to impact the behavior of others is constructed and delivered in a way that people will want to buy in, engage, and accept shared accountability for achieving that vision, completing that project, or meeting those expectations and standards.
Connected communicators employ their listening skills to build trust and use questions to learn and to influence rather than statements to declare.
Connected communicators select collective and visual language to build on commitment.
Connected communicators are effective at execution. This includes the execution of the actual conversation, and the execution of the decisions and behaviors about which they are communicating.
Connected communicators are able to influence changes in behavior or performance, and to get the right things done by how they communicate. They are open to the influence of others, which in turn, opens others to being influenced by them. They strive to create connections. They promptly act to reconnect when others seek to disconnect from important conversations or shared accountability.
Connected communicators ensure execution by preparing a clear and resonating message, confirming agreement on priorities, identifying, and helping to remove barriers, recognizing progress, rewarding results over effort, ensuring resources are properly deployed, and maintaining focus on the right goals, objectives, and tasks.