Leadership Communication

Learning how to make public appearances in "Leadership Communication I"

Many believe that they control a discourse, a speech or a discussion by means of a normal feeling for language. Everyone who visits the "leadership Communication Course I" will realise that they are very mistaken.

"This course fully met my expectations", one of the participants confirms. To make the listeners spellbound more is required than simply letting your tongue loose. For instance, the actor must realise who his audience is and how he can best treat it. In order to learn this, participants of the Leadership Communication course are also promoted with a lot of communication theory, The more difficult and major part, however, is practical exercises. Primarily one thing is required here: the courage to make a public appearance. That ist exactly what Reto Held, the course manager, demands right at the beginning: "Risk something. We are in a laboratory situation. Never again will you get so much feedback".

Dog bites and business takeovers
Participants took his advice and began to experiment happily. In small groups they spoke about dog bites, business takeovers, armaments industry and many other subjects. Everyone took heart to stand up in front of the others and hold a speech of approximately 5 minutes. No one was embarassed as the six trainers made sure that the atmosphere was relaxed, despite the tension prior to appearances.

Findings were always traced back to the DISC personality analysis (Dominant, Initivative, Steady, Conscientious), that had been carried out at the beginning of the course and accompanied participants as a guideline, because knowing oneself plays an important role. This also applied to discourses or discussions that were practised in role plays. Participants were thrown in at the deep end by their trainers. The exercises were carried out without much ado and afterwards theoretical foundations were worked out during subesequent evaluation. Findings are primarily directed at vocational life where they should be helpful in talks with employees or in group processes. Many found this part especially difficult. "It was difficult to play a role I was unable to identify with", one of the participants admitted.

A full rucksack
Naturally, there were various opinions even in this relaxed atmosphere, as during the feedbacks that followed each exercise which were always intensively discussed. The idea is to honestly express one's impression and make it clear to the actor what an impact he or she has had. The actor immediately adds valuable inputs to his rucksack which should be as full as possible when the course is over. Participant opinions differed with respect to feedbacks. For some this approach was a thorn in their side and they found it in many ways unnatural. But the majority found the feedback culture heopful. "It gave you the opportunity to express yourself clearly and intelligibly", said one of the participants in favour.

The majority of feedbacks was positive; the speech for example was much positively echoed. "We learned how to bring in punch lines, so that the message becomes clearer". Feedback from the course was encouraging and most of the participants found it difficult to decide where the highlights had been. One of them even went as far as to declare:"Yes, that is undoubtedly so, I would visit the course again". The next opportunity, however, will not be before 2007. But those who have attended "Leadership Communication Course I" can attend the subsequent course in December.