N-12 Best Practices in Negotiations

In final chapter negotiation is an integral part of daily life and the opportunities to negotiate surround us. While some people may look like born negotiators, negotiation is fundamentally a skill involving analysis and communication that everyone can learn. In this chapter we reflect on negotiation at a board level by providing 10 best practices for negotiators who wish to continue to improve their negotiation skills.
1. Be prepared
2. Diagnose the fundamental structure of the negotiation
3. Identify and work the BATNA
4. Be willing to walk away
5. Master the key paradoxes of negotiation
6. Remember the intangibles
7. Actively manage coalitions
8. Savor and protect your reputation
9. Remember that rationality and fairness are relative
10. Continue to learn from your experience

N-11 International and cross-cultural negotiation

In this chapter is organized in the following manner. First we discuss the art and science of cross-cultural negotiation. Next, we consider some of the factors that make international negotiation different, including both the environmental context and immediate context.

Robert Janosik suggests that researchers and practitioners of negotiation use culture in at least four different ways: 1. Culture as learned behavior, 2. Culture as shared values, 3. Culture as dialectics, and 4. Culture in context. From the managerial perspective, there are 10 ways that culture can influence negotiation: 1. The definition of negotiation, 2. The negotiation opportunity, 3. The selection of negotiators, 4. Protocol, 5. Communication, 6. Time sensitivity, 7. Risk propensity, 8. Groups versus individuals, 9. The nature of agreements, and 10. Emotionalism.

Some of these strategies may be used individually, whereas others are used jointly with the other negotiator. Weiss indicates that one critical aspect of choosing the correct strategy for a given negotiation is the degree of familiarity (low, moderate, or high) that a negotiator has with the other culture.

L-12 Leadership through effective external relations

Managing external relations effectively is essential for organizational leaders In this chapter you will learn to develop an external relations strategy, build and maintain a positive corporate image, work with the news media, and handle crisis communications.

All communication activity that touches a company’s outside constituencies-such as advertising, sale promotions, direct marketing, or public relations-falls into the category of external relations.

All of these are important and influence how the public perceives a company. Also, these activities must all be coordinated as part of an overall external relations campaign so that all messages are consistent and delivered effectively. However, the focus of this chapter is primarily on the activities usually considered public relations, including press and media management, philanthropic activities, community involvement, investor relations, and external publications.

Companies must manage all aspects of external relations very carefully. They all effect the company’s public ethos. In most organizations, the leadership communication skill of the manager has the greatest impact on that external ethos through their involvement in public relations.

All leaders of organizations must realize that their companies’ reputations depend on their internal ethos and the perceptions of their many external stakeholders. They cannot ignore the importance of establishing and maintaining a positive reputation or the need to manage external relations to keep it.

L-11 Leadership through strategic internal communication

From the day-to-day exchanges, internal communication is important to the success of any organization. Leaders have to learn to recognize the strategic role of employee communication, assess internal communication effectiveness, establish effective internal communication, use missions and visions to strengthen internal communication, and design and implement effective change communication.

Organizational direction comes from leaders having created and effectively communicated a clear and meaningful vision. Developing and communicating a vision is one of the most important and visible communication tasks of senior management. Employees are motivated when, through words and actions, the leader carefully translate the vision and strategic goals into terms that are meaningful to all employees. Motivating employees also requires listening to them and using emotional intelligence to connect with them. It is up to the leaders to make internal communication a priority. Leadership inside an organization depends on it.

N-10 Multiple Parties and Teams

We define a multiparty negotiation as one in which more than two parties are working together to achieve a collective objective. Multiparty negotiations differ from two-party deliberations in several important ways. The first difference is the number of parties, thus, negotiations simply become bigger. A second difference is that more issues, more perspectives on issues, and more total information are introduced. A third difference is that as the number of parties increases, the social environment changes from a one-on-one dialogue to a small-group discussion. A fourth way in which multiparty negotiations are more complex than two-party ones is that the process they have to follow is more complicated. Finally, multiparty negotiations are more strategically complex than two-party ones

Effective groups and their members do the following things: test assumptions and inferences, Share as much relevant information as possible, focus on interests, explain the reasons, be specific-use examples, keep the discussion focused, make decisions by consensus, and conduct a self-critique.

There are three key stages that characterize multilateral negotiations: the prenegotiation stage, this stage is characterized by a great deal of informal contact among the parties. The parties tend to work on a number of important issues. The formal negotiation stage, much of the multiparty negotiation process is a combination of the group discussion bilateral negotiation, and coalition-building activities described earlier in this volume. The third and final stage in managing multiparty negotiations is the agreement stage. The parties must select the best solution, develop an action plan, implement the action plan, and evaluate outcomes and the process

N-9 Relationships in Negotiation

Negotiation is about the relationship between two or more parties. Those relationship always affect the negotiation process. Here are several ways that an existing relationship context changes negotiation dynamics. First, negotiating within relationships takes place over time. It is a way to learn more about the other party and increase interdependence. Relation of simple distributive issues has implications for the future and it can be emotionally hot. Negotiating within relationships may never end. In many negotiations, the other person is the focal problem and in some negotiations, have relationship preservation

Key elements in managing negotiations within relationships are reputation, trust, and justice. First, reputation is how other people remember their past experience with you. Second, trust is an individual’s belief in and willingness to act on the words, actions and decisions of another. Final, the third major issue in relationships is the question of what is fair or just.

Those three elements in relationships interaction in shaping expectations of the other’s behavior. They are all central to relationship negotiations and feed each other, we cannot understand negotiation within complex relationships without prominently considering how we judge the other on these dimensions.

L-10 High-performing Team Leadership

Building an effective team raises both organizational and individual leadership issues. First leaders have to decide to form team or meeting, then put the right man into the right job

Leaders have to establish the team work processes by creating the team charter, use action and work plans, delivering the results and learn from the team experience

Team bring together the best talent available to solve a problem, one way to improve the team emotional intelligence or ability to work together is for the team to know about each other’s position and responsibilities, team experience, expectations, personality, and cultural differences
More and more professionals are using virtual teams to connect to and work with other around to globe. Today most team work is virtual.

L-9 Meetings: Leadership and productivity

Meeting leaders or planners need to define a clear purpose and analyze the audience to determine whether a meeting is the best forum for what they want to accomplish.

To ensure that meeting are productive, we must conduct the necessary planning by clarifying purpose and expected outcome, determining topic for the agenda, selecting attendees, considering the setting, determining when to meet, establishing needed meeting information.

If leader have done so beforehand, they should announce at the start of the meeting the decision-making approach that they plan to use, clarify leader and attendee roles and responsibilities, establish meeting ground rules, and use common problem-solving tools

Ensuring process facilitation is a leader’s responsibility may call for use of skilled facilitation IT should be prepared to handle some of the most common meeting problems, manage meeting conflict, and deal with issues arising from cultural differences.

There are four steps bring the meeting to action, assign specific task to specific people, review all action and responsibility, provide a meeting summary, follow up on action items on a reasonable time.

N-8 Ethics in Negotiation

When we talk about ethic that means we are talking about what is right or wrong. Ethics have four different approach to ethical reasoning. The first called “end-result ethics”, the second called ”duty ethics”, the third represent a form of ”social contract ethics”, Finally, the fourth may be called personalistic ethics”

In negotiation, we use negotiation tactics that bring issues of ethicality into play. Most of the ethics in negotiation are concerned with standards of truth telling. Ethically ambiguous tactics typically grow out of a desire to increase one’s negotiating power by manipulating the landscape of information in the negotiation

The consequences of unethical is a negotiator who employs an unethical tactic will experience positive or negative consequences. The consequences are based on: effectiveness – whether the tactic is effective, reactions of others – how the other person, constituencies, audiences evaluate the tactic, reactions of self – how the negotiator evaluates the tactic, feels about using it.
Negotiators frequently overlook the fact that, although un ethical or expedient tactics may get them what they want in the short run, these same tactics typically lead to tarnished reputations and diminished effectiveness in the long run.

N-7 Finding and using negotiation power

Power is the important factor in negotiation because it gives one negotiator an advantage over the other party. In negotiation we can define power in two perspectives, that is power used to dominate and control the other (power over) and power used to work together with the other (power with). Then, we have to understand how people acquire power. Power comes from difference ways, we can classify power in to five groups. Firstly, informational sources of power is derived from the negotiator’s ability to assemble and organize facts and data to support his or her position, arguments, or desired outcomes. It is as a tool to challenge the other party. Secondly, power based on personality and individual differences, we emphasize power from individual. Then, power based on position in organization, power in job description and power to control of resources associated with that position. Then, power based on relationship, we talk about power that occurs in relationship or network and finally power can occur in the context, situation, or environment in which negotiation take place. If we want to deal with others who have more power we have to try to decrease the other party’s power, increase your power, ask lots of questions to gain more information.

L-8 Cross-culture Literacy and Communication

Leaders need to understand culture diversity, called cross-cultural literacy. First of all they have to understand a definition of culture. Culture is a fuzzy set of attitudes, beliefs, behavioral conventions and basic assumptions and values that are shared by a group of people and that influence each member’s behavior and their interpretations of the meaning of other people’s behavior.

These five variables are important to all cultures that are context, information flow, time, language, power and equality, collectivism vs. individualism, and spirituality and tradition. These are the variables anthropologists use most often when making distinctions about culture.

When we interaction in new social medium, we should be open and respectful, know the social customs, learn as much about the culture, history people, and even language as reasonable, obtain pointers and feedback, be patient, flexible, and value, keep a sense of humor, and keep language simple and avoid jargon.

L-7 Emotional Intelligence and Interpersonal Skills for Leaders

Strong emotional intelligence and outstanding interpersonal skills are important qualities needed in a good leader. Emotional intelligence allows the leader of a group to communicate and connect with others effectively. The successes of our interactions with others depend on the way we communicate with them: The basis of any relationship is communication – be it sign language, body language, e-mail, or face-to-face conversation. To appreciate the value of emotional intelligence the leaders must have the ability to reveal emotional intelligence through their communication and style. Increasing our own self awareness: The first step toward emotional intelligence is self-awareness. Leaders have to realize that we can develop our emotional intelligence and improve our leadership communication abilities by understanding our strengths and weaknesses first.

It is necessary to improve nonverbal skills: Nonverbal expressions are usually categorized into one of the following groups: Appearance, Paralanguage, Kinesics, Occulesics, Proxemics, Facial expressions, Olfactics, and Chronomics. The meaning of nonverbal communication involving body language differs substantially from culture to culture. Improving listening skills: Good listening skills are essential, and the lack of them hinders many people’s careers. Most do not realize that good listening is harder than it sounds.

Motivating and Mentoring: Leaders need to be particularly sensitive to the feelings of others and be able to establish ways to motivate and guide them that work with our personality and with theirs. Today it is a necessary part of doing business in all professions. By making the time to network, we learn and find new opportunities that help us build the relationships that may be essential to advance in many career areas.

N-6 Communication

The communication during negotiation is not about negotiator preferences. But it covers a wide-ranging number of topics. The most important communications in negotiation are those that convey offers and counteroffers. The communication of offer is a dynamic process, that is interactive and involved various internal and external factors. Communication in negotiation is not limited to the exchange of offers and counteroffers. Another important aspect that has been studied is how sharing information with the other party influences the negotiation process. Negotiators should be cautious about sharing their outcomes or even their positive reactions to outcomes with the other party, especially if they are going to negotiate with that party again in the future. Another topic is about social accounts that negotiators use to explain things to the other party especially when negotiators need to justify bad news. Negotiators who use multiple explanations are more likely to have better outcomes. Lastly, some communication is about the negotiation process itself-how well it is going or what procedures might be adopted to improve the situation.

Now, we know what the communication in negotiation already. Then we have to know how people communicate in negotiation. We address three aspects the way how to communicate in negotiation situation. Firstly, we have to understand about characteristics of language. In negotiation, language operates at two levels that is logical level and the pragmatic level, so we have to use proper level in proper situation. Secondly, using nonverbal communication, for examples include facial expressions, body language, head movements, and tone of voice. Finally we have to choose a communication channel, for examples face to face, letter, telephone, or network mediated information technologies. Channel variations have potentially important effects on negotiation processes and outcomes

Then we have to know how to improve communication in negotiation. We have three techniques for improving by the use of questions, asking good questions enables negotiators to secure a great deal of information about the other party’s position, supporting arguments, and needs. Secondly, listening, we can choose difference type of listening that is passive, acknowledgment, and active listening in the proper situation. The final technique is role reversal. This technique allow negotiators to understand more information about the other party.

N-5 Perception, Cognition, and Emotion

Perception is the process of attaining awareness or understanding of sensory information. This could have serious influences on their ability to interpret with accuracy what the other party is saying and meaning. Therefore, negotiators need to understand how information is perceived, filtered, distorted and framed, so that they can prepare themselves when dealing with these information factors as well as processing it more readily. The ‘framing’ idea is influential in negotiation because it’s about focusing, shaping and organizing the concentration of the negotiation and the world around us.

Cognitive biases are glitches that negotiators typically run into during the information process and they tend to block a negotiator’s performance. To handle this wisely with professionalism and cognitive biases, negotiators need to first be aware that these negative aspects can possibly come up at anytime. Furthermore, parties need to carefully develop discussions of the issues and hatch out preferences to help reduce the effects of perceptual biases in the process of negotiation.

Perception, cognition, and emotion have a serious influence on the negotiation process. Perception and cognition are the basic building blocks of all social encounters, including negotiation, in the sense of that our social actions are guided by the way we perceive and analyze the other party, the situation, and our own interests and position. Our emotions are guided by the way we perceive things occurring around us and our cognitive choices help guide us to what we ultimately want.

L-6 Graphics and PowerPoint with a Leadership Edge

A good presentation containing graphics combined with oral and written data will most often contribute to the success of the presentation. By using graphics effectively along with PowerPoint slides, a presenter will appear more professional and knowledgeable for negotiator. Although the use of graphics, charts, and PowerPoint slides does add to the presentation, these tools are only useful if they are helpful or necessary in the delivery of the message.

Recognizing when to use graphics: Graphics should not be gratuitous; they should always be purposeful. They are not meant to replace the speaker in any way. Leaders carefully focus on the content and design principles that when creating data or text chart for leadership presentation: Conveying messages clearly, and selecting the most effective colors and fonts.

Selecting the most effective graphic format for data charts will help prevent confusion: Pie, Bar or Column, Line, Stacked bar, Histogram, and Scatter plots are helpful tools to use. Creating meaningful and effective text layouts will deliver your message more clearly

L-5 Leadership Presentations

A good leader has to develop and clarify their presentations for a meeting. Through their speeches and presentations, group leaders establish definitions and purposes for their own actions and others members. In the art of public speaking the three “P’s” are taken into serious consideration. They are: planning, preparing, and presenting. Planning a presentation is a part of developing, the leader determines strategy, analyze audiences, select the medium and delivery method, and organize and establish logical structure.

Preparing a presentation, to achieve the greatest impact, the preparation consists of developing the introduction, body, and conclusion; crating the graphic; testing the flow and logic; editing and proofreading; and practicing. Presenting effectively and with greater confidence, when it is time to present, the leader will need to concentrate on the delivery style, focusing particularly on eye contact, stance, speech, and overall effect. Since much of the success of the leader’s presentation will be determined by how the audiences perceives the speaker right at the beginning, the leader should be prepared to establish expertise and value to the audience immediately and maintain that positive ethos throughout.

The best way to project a positive ethos is to believe in what we are saying and to be fully prepared. As common as it may sound, nothing will take the place of preparation. To deliver an effective presentation we must be prepared. When presenting, the leader needs to do the following: focus our energy on our audience, create and maintain rapport, adopt a secure stance, establish and maintain eye contact, project and vary our voice, demonstrate our message with gestures, adjust our pace of delivery based on the audience response, and relax and be ourselves.

N-4 Negotiation: Strategy and Planning

Good planning for negotiation can lead to better confidence at the table and a plan of action for uncovering factual data, interests, and priorities that can be used to craft the best solution possible. In any kind of negotiation the planning stage is probably the most important. Too often we go in badly prepared and end up giving concessions that reduce the overall profitability of the final deal. The importance of planning is in having a very clear idea before entering into the negotiation. Generally, the more time that is spent in planning and preparing for the negotiation, the more beneficial will be the final outcome. Before entering into the negotiation, you need to have a clear idea of your objectives and try to work out those of the other side. The information has often been said that information is power. In any negotiation, there will be four types of information that is important to the final outcome. Planning your strategy is important in negotiation. Once you know your objectives, you need to work out how you are going to achieve them. It is also useful to try and see the negotiation from the other side and try and work out what their strategy will be. During the negotiation there will be opportunities to use various tactics and you need to decide which of these you feel comfortable with and at the same time recognize the tactics being used by the other side.

N-3 Strategy and Tactics of Integrative negotiation

Integrative bargaining ("win-win bargaining") is a negotiation strategy in which parties collaborate to find a "win-win" solution to their dispute. This strategy focuses on developing mutually beneficial agreements based on the interests of the disputants. Interests include the needs, desires, concerns, and fears important to each side. They are the underlying reasons why people become involved in a conflict. Integrative bargaining is important because it usually produces more satisfactory outcomes for the parties involved than does positional bargaining. Positional bargaining is based on fixed, opposing viewpoints (positions) and tends to result in compromise or no agreement at all. Oftentimes, compromises do not efficiently satisfy the true interests of the disputants. Instead, compromises simply split the difference between the two positions, giving each side half of what they want. Creative, integrative solutions, on the other hand, can potentially give everyone all of what they want. There are often many interests behind any one position. If parties focus on identifying those 9interests, they will increase their ability to develop win-win solutions. The classic example of interest-based bargaining and creating joint value is that of a dispute between two little girls over an orange. Both girls take the position that they want the whole orange. Their mother serves as the moderator of the dispute and based on their positions, cuts the orange in half and gives each girl one half. This outcome represents a compromise. However, if the mother had asked each of the girls why she wanted the orange, what her interests were, there could have been a different, win-win outcome. This is because one girl wanted to eat the meat of the orange, but the other just wanted the peel to use in baking some cookies. If their mother had known their interests, they could have both gotten all of what they wanted, rather than just half. In general, integrative bargaining tends to be more cooperative.

L-4 Creating Written Leadership Communication

A leader has the ability to share knowledge and ideas to create a sense of urgency in the people they work with. Professionally written communication falls into one of two broad types: correspondence (text message, e-mails, blog posts, memos, and letters) and reports (including proposals, progress reviews, performance reports, and research documentation). Achieving the most effective communication medium, a leader must know the purpose of the message by creating individual and team written communication, organizing the content coherently, conforming to content and formatting expectations in correspondence, including expected content in reports, and formatting written communication effectively.

Connecting with social network is a good way for us to consider carefully how we want to approach social media and how we wish to present ourselves in these public situations such as writing on a blog. Organizing the content coherently, A professional audience expects order and logic in a document; they expect it to make sense to them, to be coherent, which is what we want our communication to do.

By conforming to content and formatting expectations in correspondence, we will determine the actual content of our letters, memos, e-mails, and text messages based on our purpose, strategy, and audience but these types carry some expectations such as including expected content in reports, Professional audiences also have expectations for longer documents and reports.

Formatting written communication effectively is a very important method in writing your message. Formatting is used in creating a professional appearance for all of our written communication. The frequent using of headings and lists to break up the text, separate main ideas, and avoid long blocks of text will make our documents more attractive to others people.

L-3 The Language of Leaders

Language may refer either to the specifically human capacity for acquiring and using complex systems of communication, or to a specific instance of such a system of complex communication. Good leaders lead and inspire others to action through their effective use of language skills. A leader’s ability to influence their audience positively and to overcome barriers to effectively communicate is the essence of leadership communication.

Leaders who can achieve a positive ethos through tone and style need to project a confident tone when they speak and write. They want to sound confident and capture the right words in the right way. The tone influences the success of the message and its impact. A best way to make your writing clear is to make it concise. Clear writing is direct and to the point. A concise and confident style with an appropriate tone contributes to a positive ethos. In order to use the business language correctly you must avoid errors, errors affect a person’s creditability and may cause unwanted confusion and conflict later on in the process. This is highly unprofessional and must be avoided at all cost. To avoid these errors you must use traditional business grammar. This includes proper punctuation, proper business terms, correct spelling and avoiding improper or sexist language.

Creating your writing is an important skill that involves practice and discipline. The key method to creating is proofreading and using computer tools to spell check and make grammar corrections for you. This will make you look professional and well manage.

In conclusion, as a leader you create meaning and focus for those who follow you by the words you select and how you put those words together to make sentences. You guide people by the words you speak and inspire them by the way you conduct your communication skills.

N-2 Strategy and Tactics of Distributive Bargaining

It is the Zero-sum or win-lose negotiations (where one party's gain is the other party's loss). It occurs when a fixed amount of assets or resources are to be divided (such as between a management and a union) in situations where there is no understanding between the negotiating parties on the major issues. Distributive bargaining is the approach to bargaining or negotiation that is used when the parties are trying to divide something up--distribute something. Common tactics include trying to gain an advantage by insisting on negotiating on one's own home ground; having more negotiators than the other side, using tricks and deception to try to get the other side to concede more than you concede. The goal in distributive bargaining is not to assure both sides win, but rather that one side (your side) wins as much as it can, which generally means that the other side will lose, or at least get less than it had wanted. Distributive bargaining occurs when there is a fixed pie, a finite limit to a resource, and negotiators have to decide who gets how much of that pie. This type of negotiation is transactional, and deals with the tangible aspects of a deal. Distributive bargaining tactics rarely assume the pie will divided in half.

N-1 The Nature of Negotiation

Negotiation is one of the most common approaches used to make decisions. Negotiation occurs between spouses, parents and children, managers and staff, employers and employees, professionals and clients, within and between organizations and between agencies and the public. Negotiation is a problem-solving process in which two or more people discuss their differences and attempt to reach a joint decision on their common concerns. Negotiation requires participants to identify issues about which they differ, educate each other about their needs and interests, generate possible settlement options and bargain over the terms of the final agreement. Successful negotiations generally result in some kind of exchange or promise being made by the negotiators to each other. The exchange may be tangible (such as money, a commitment of time or a particular behavior) or intangible (such as an agreement to change an attitude or expectation, or make an apology). This section is designed to introduce basic concepts of negotiation.

L-2 Leadership Communication Purpose, Strategy, and Structure

Strategy composes of two main actions. Firstly, determining the purpose, goals, or vision of what we want to achieve. Secondly developing how is the best to complete the purpose, goals, or visions. Effective leadership communication depends on your thinking and how you can plan strategically, understanding your audience, and structuring your communication with others in many different situations.

Goals to meet of professional communication are to inform, to persuade, to instruct, and to engage. People usually generate ideas by brainstorming, Idea mapping, asking the basic journalistic questions: Who? What? When? Where? Why? How? , and build from the decision tree.

We need to consider each of the components in the framework to achieve Strategy framework: the purpose, message, media/forum, timing, and communicator. We may have one overall purpose or many, depending on the complexity of the communication situation. And our overall purpose and overarching message should be consistent from group to group.

Analyzing an audience is fundamental to any communication strategy. There are four approaches to analyzing an audience. They are: by expertise, by decision-making style, by medium, and by organizational context.

The main point of this chapter focuses on clarifying messages and developing communication strategies, both essential skills for anyone wanting to be a good leadership communication. And the general rule for professional communication is finding our purpose for writing or speaking.

L-1 What Is Leadership Communication?

The Communication skills in leadership are very important skill a leader must possess. A leader must be able to communicate effectively because strong communication skills can seriously affect the success of a business team. A leader is usually carefully chosen by a group or organization because of his or her effective communication skills and methods to influence others to listen to what they are saying. A good communicator needs to know how to effectively direct, motivate, guide, or inspire the workers in the organization.
When individuals get ahead in business, he/she must be able to make good decisions, and to get things done efficiently, in a timely manner, and through the right people. The leader also has to ensure that the communication is clear, correct, and created through the best methods.

A good leader can learn to analyze and study the people he/she will have to deal with and develop a communication strategy combined with good writing and speaking skills. This framework will help the leader to master communication skills at the most basic level as well as expand those skills in order to lead and manage the groups. Eventually, the skills will enhance the success of the entire group or organization as a whole.

With good communication skills, positive leadership ethos is also a very important quality. While trying to successfully develop effective communications and influence others, a leader’s ethos will define the quality and reliability of that leader. This can be described as the ability and the character of the leader to persuade others to trust and have faith in his/her methods. The confidence, the credibility, and the ability to induce others to listen to his/her communications are a must in the world of business. It is very important that a leader knows how to build a positive ethos and develop a good character which makes him/her more persuasive and worth doing business with. Positive ethos can affect a leader’s success in delivering the messages as well as induce the audiences to believe and trust what the leader is trying to say.

Through effective communication, leaders lead. Good communication skills enable, foster, and create the understanding and trust necessary to encourage others to follow a leader. Without effective communication, a manager accomplishes little. Without effective communication, a manager is not an effective leader.