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L9

Establishing Leadership through Strategic Internal Communication
In this chapter, We have recognized the strategic role of employee communication. leadership communication needs to suport the strategy and the performance goals, and all communication with them needs to position them top help you achieve those goals.

Assessing employee communication effectiveness. For a new leader in an organization, before developing an internal communication strategy, you may use the scorecard of current employee communication.

Establish effective internal communications, leaders need to pay attention to the other main components of any good communication supports and assists in accomplishing your company strategy.

The model shows that effective internal communication that support management, target messages,support management, target message, effective media and forums, well-positioned staff, and ongoing assessment.

This chapter it give leaders that in order to using missions and visions to strengthen internal communication, designing and implementing effective change communication.

L10

Leading through Effective External Relations
In this chapter, emphasize to leading through effective external relations. The section help to develop an external relations that there are seven steps to guide you in addressing the entire range of external audiences. leaders have to build and maintain a positive corporate image. The news media can lend a positive effect on corporation because the news is an important media to publicize the company’s reputation. A leader should know when to talk to them and how to manage encounters with them. Finally, every company will face the crisis. The fact shows that positive relationship with the media can make it easier in managing the crisis. The chapter also provides guidelines to help companies respond appropriately. To conclude, companies must link all communication activities to ensure they have developed coherent images and a consistency of posture internally and externally.

L8

Building and Leading High-Performing Teams

In this chapter,is discussed the important of team performance.

I have learned how to build an effective team raises both organizational and individual leadership issues by deciding to form teams and forming your team.

Establishing the necessary team work processes that should consider creating your team charter, using action and work plans, delivering the results and learning from the team experience.Managing the people side of teams that leadership should to know position and responsiblities, team experience,expectations, personlity, and cultural differences.

Leadership will handling team Issues and conflict that have to know type of team conflict and handling stituations by approaches.

Finally, helping virtual teams succeed and further reading is thus important for all business leaders to know how to help virtual team succeed.

L7

Leading Productive Management Meetings

This chapter focuses on how to plan and conduct productive meeting by determining when a meeting is the best forum for achieving the required result; establishing objectives, outcomes, and agenda.

First, performing essential planning, you need to define a clear purpose and analyze your audience to determine whether a meeting is the best forum for what you want to accomplish. Your main purpose for meeting might be to inform, but could also intend to persuade or even to instruct in the same meeting.You need determine topics for the agenda that should follow directly from the objectives and end products and should contain the information about timing and objectives. The attendees you invite should be the ones who can contribute to achieving your objectives.You should consider the setting that includes location, equipment, and layout of the room. For on-site meeting, you should establish ground rules that attempt to protect the meeting time as if it were off-site. Setting the time for the meeting can be important.To accomplish your goals, you want people when they are at their best.You should think about people’s schedules and commitments as much as possible. Finally, you will want to anticipate and provide any information the group may need before or during the meeting to accomplish the meeting purpose.If you have not done so beforehand, announce at the start of the meeting the decision-making approach that you plan to use, clarify leader and attendee roles and responsibilities, and establish meeting ground rules.In addition, the meeting will be more productive if your attendees know and use common problem-solving tools such as brainstorming, Ranking or rating, Sorting by category (logical grouping), Edward de Bono’s Six Thinking Hats, Opposition analysis, Decision trees, From/to analysis, Force-field analysis, The matrix, and Frameworks.The primary responsibilities of a meeting leader are to plan the meeting, provide the content, anticipate problems, and ensure process facilitation. Fulfilling the last responsibility may call for the use of a skilled facilitator.

N12

Best Practices in Negotiations

In this chapter, we have learned 10 best practices for negotiators who want 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 Fariness Are Relative
10. Continue to Learn from Your Experience

N11

International and Cross-Cultural Negotiation

In this chapter, emphasize International and Cross-Cultural Negotiation; The environmental and the immediate contexts is important to grasping the complexity of international negotiation processes and outcomes.
Some of the factors that make international negotiations different:
Environmental Context
Political and Legal Pluralism, International Economics, Foreign Governments and Bureaucracies, Instability, Ideology, Culture , External Stakeholder
Immediate Context
Relative Bargaining Power, Levels of Conflict, Relationship between Negotiators, Desired Outcomes, and Immediate Stakeholders.
Each of these environmental and immediate context factors acts to make international negotiations
We have learned 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