3.1 Activity: Applying Communication Styles and Techniques by Gia Instructor

3.1 Activity: Applying Communication Styles and Techniques

2025-07-22 00:07:53 UTC

My current communication style (assertive) fosters open, transparent dialogue with the Board, management, and shareholders. This approach ensures information flows freely in all directions, allowing stakeholders at every level to voice their opinions. By consistently holding quarterly briefings, this would provide opportunities for updates and feedback, reinforcing a culture of collaboration.

To further enhance engagement, employing persuasive communication in conjunction with assertiveness. This strategy not only informs stakeholders about the proposed changes but also builds a compelling case for why these changes are in everyone’s best interest. Through clear messaging, active listening, and responsiveness to concerns, taking stakeholders through the transition process, addressing uncertainties and highlighting long-term benefits.

Ultimately, this blend of assertive and persuasive communication cultivates trust, alignment, and shared purpose among all stakeholders, ensuring that everyone is both informed and invested in the journey toward collective success.

Reflection

2026-04-12 01:43:30 UTC

Through this governance challenge, I have recognised that my default communication style is often direct and assertive, particularly where compliance or duty of care risks are present. While effective in surfacing issues, this approach can limit engagement if stakeholders feel directed rather than included.

I have learned the importance of listening more intentionally, being less immediately directive in early discussions, and adopting a more persuasive, relational approach. This includes clearly articulating what is in it for others such as reduced personal liability, stronger governance assurance, operational continuity, and reputational protection while actively identifying common ground around people safety, leadership credibility, and organisational resilience.

Going forward, I will spend more time listening, connect risks to shared priorities, and try to bring people with me before pushing directives. I’ll be clear on the non-negotiables but work collaboratively on solutions so leaders feel ownership, not instruction.

3.1 Reflections on my communication style

2026-05-03 04:31:17 UTC

This was an important exercise given I am implementing a across university system, practice and process change on an area I am responsible for. In reflecting I think I use all three key approaches including at times passive comms given I am in a sand-stone university with lots of power invested in the Provost and the Deans. As an operational person with a clinical psychology background I am respected for my understanding of equity issues and change processes, but I also know I need the right authorising environment and that change is the art of the possible. In this particular change I have worked across all styles to create the right authorising environment, managing across all levels of the organisation to get by in for the change. There is one sticking point where two faculties want some variation and I am focused on both persuasive comms but also lots of active listening to determine what can we get agreement on and understanding the concerns noting that in the end the decision is not up to me and that if the variation remains what the costs will be in student experience and efficiencies.

2026-06-21 10:04:59 UTC

Completing these activities helped me better understand how my communication style influences my effectiveness as a governance professional. I recognise that I am naturally a passive communicator in verbal interactions are more confident using assertive and persuasive communication in writing. As a result, I often engineer situations so messages that require an assertive style can be delivered in writing, and when verbal communication is required, I prepare scripts and key talking points to give me greater confidence and ensure my message is clear.

The governance challenge I identified relates to collecting information from our members to meet reporting obligations. Some members are reluctant to provide this information because they perceive it as reducing their autonomy and there is a level of historical mistrust. Reflecting on this challenge reinforced that an assertive communication style may further alienate stakeholders and increase resistance.

Instead, I identified persuasive communication with active listening as a more appropriate approach. By clearly explaining why the information is being requested, how it will be used, and actively listening to member concerns, I can promote transparency, build trust, and encourage greater engagement. As a practical step, I intend to increase opportunities for stakeholder conversations and feedback, using active listening techniques to better understand concerns and tailor communications accordingly.

This activity highlighted the importance of adapting communication styles to the audience and situation. Going forward, I will continue developing my verbal communication skills while building on my strengths in written communication to support positive governance outcomes.