2. Purpose of Workshop
Connecting employees to the business vision
• Understand how communication plays a key role in
your effectiveness as a leader and in delivering
business results
• Learn about the communications model and how to
apply it within your work team or department
• Create an environment that fosters open and
honest communication
• Develop measurable communication action plans
that address both business and employee needs
Manager’s Communication Toolkit 2
3. Service Profit Chain
E m p lo y e e
S a t is f a c t io n
E m p lo y e e E m p lo y e e
L o y a lt y P r o d u c t iv it y
C us to me r
S a t is f a c t io n /
C us to me r
L o y a lt y
R e ve nue P r o f it a b ilit y
G ro w th
Manager’s Communication Toolkit 3
4. Communication as a Link
Need to better understand
what our employees say
and what they do
Employees are the
Our People
critical link between
customers and our
business
Our Customers Our Business
Manager’s Communication Toolkit 4
5. Leadership Development
Capability and Contributions Listening, Learning, Teaching
S e ve ra l S e ve ra l
C a r e e r /E x p e r i e n L e a d e r s h ip
c e E nha nc e rs
E nha nc e rs • Outstanding Communication Skills
• Black Belt, Master Black Belt
• Corporate Audit Staff • Ability to Attract/Keep/Develop
Great Talent
• Multi-Business Experience/Exposure
• Passionate Approach
• Unique, Stretch Assignments
• Crisis Leadership
• Financial Acumen
• Continuous Learner
• Global Experience/Cultural Breadth
• Seeks Feedback ... And Acts on It
• Functional Depth
Manager’s Communication Toolkit 5
7. Defining Communication
Leaders must view communication as employees do
Communication:
M a n a g e r V ie w E m p lo y e e V ie w
Ev e nt or Pr oduc t A Pr oc e s s
E x a mp l e s : E x a mp l e s :
E -m a il P e rfo rm a nc e
In s id e G E fe e d b a c k
C EO web c ast M a r k e t in f o r m a t io n
Te a m u p d a te s
Manager’s Communication Toolkit 7
8. What is Communication?
Communication has two core processes:
“Sending” and “Listening”
Mes s age
Communication is
a process that
turns information
into understanding S e nde r R e c e iv e r
Feedbac k
Manager’s Communication Toolkit 8
9. Checking for Understanding
How to check/listen for understanding
•Ask direct open ended questions
•Request an action plan or list of priorities
•Solicit feedback on the initiative/project/request
Manager’s Communication Toolkit 9
10. Communication As Is A s s o c ia t e s
A
Ma na g e rs
A
M
A
S e n io r
B u s in e s s M
GE L e a d e r s h ip
C EO A
Te a m
M
A
We must take M
responsibility to ensure
that our messages are A
delivered consistently
and meaningfully A
Manager’s Communication Toolkit 10
11. High Say/High Do
Open, honest and direct communication
Manager’s Communication Toolkit 11
12. Manager’s Role
Managers have the key role in communication
Mos t of
w ha t
70%
e m p lo y e e s
w a nt to
know How key
is h o w k e y me s s a g
mes s a ge s e s a nd
a nd
m a r k e t p la
ma rke t 20%
p la c e
c e is s u e s
a ffe c t
is s u e s B u s in e s s - 10 %
a ffe c t s p e c if ic C ompa ny
t h e ir jo b s me s s a g e
m y jo b me s s a g e
s s
Manager’s Communication Toolkit 12
13. Manager’s Role
E m p lo y e e s d o n ’ t w a n t M O R E
c o m m u n ic a t io n . . . t h e y w a n t
u n d e r s t a n d in g o f h o w k e y m e s s a g e s
r e la t e t o t h e ir jo b s
S ourc e F a c ilit a t o r
of of
In f o r m a t i U nd e rs ta nd
on in g
Manager’s Communication Toolkit 13
14. GE’s Communication Model
Employee commitment is earned only after basic needs are met
B a s ic k n o w le d g e n e e d s a s e m p lo y e e s
d e s c r ib e t h e m :
1 Job responsibilities
Commitment 6
H o w c a n h a t is
W
I h e lp ? m y jo b ?
2 Feedback,
Vision, mission, 5 Whe re a re How am performance
strategy
w e he a de d? I d o in g ? review, coaching
How’ s Does
m y u n i ta n y o n e
d o in g ? c a r e ?
4 3 Listening, recognition
Measurements,
regular updates
from manager Marketplace-based Source: R oger D ’A prix
Manager’s Communication Toolkit 14
15. Manager’s Role
Employee commitment is earned only after basic needs are met
• Help team members understand
Job
their responsibilities and talk about R e s p o n s ib ilit i
expectations es
• Set agreed upon priorities and
deadlines
What is
• Where possible, involve team
members in planning, decision- my job?
making and implementing changes
• Link team members’ job
responsibilities to business
strategy and priorities
Source: R oger D ’A prix
Manager’s Communication Toolkit 15
16. Manager’s Role
Employee commitment is earned only after basic needs are met
• Provide feedback (positive and P e rfo rm a n c e
developmental) on performance
fe e d b a c k
• Tell employees what they are
doing right as well as wrong
• Discuss mutual actions for
performance improvement How am
• Make feedback a frequent and I doing?
timely activity
• Learn how to listen effectively
and how to coach people so they
can improve their performance
Source: R oger D ’A prix
Manager’s Communication Toolkit 16
17. Manager’s Role
Employee commitment is earned only after basic needs are met
• Take time to listen and talk honestly In d iv id u a l
with employees; value and respect ne e ds
them
• Walk the floor
• Hold staff meetings in which people
have the opportunity to express their Does
ideas and concerns anyone
• Solicit feedback about your own care?
leadership style
• Recognize and act on people’s ideas
• Practice common day-to-day courtesies
and civilities Source: R oger D ’A prix
Manager’s Communication Toolkit 17
18. Manager’s Role
Employee commitment is earned only after basic needs are met
• Share general business W o r k u n it
information on a timely basis o b je c t iv e s , r e s u lt s
• Discuss team goals and how
they match overall business
objectives
• Recognize team accomplishments How’s
• Discuss the need for team my unit
performance improvement
doing?
• Find opportunities to assemble the
team for dialogue and celebration
Source: R oger D ’A prix
Manager’s Communication Toolkit 18
19. Manager’s Role
Employee commitment is earned only after basic needs are met
• Gain a personal appreciation and V i s i o n /M i s s i o n
knowledge of the business’ vision,
mission and strategic direction a n d V a lu e s
• Internalize the company’s value system
and behave accordingly
• Show personal conviction and
commitment to the vision, mission, Where are
strategy
we headed?
• Relate work group experience to the
vision, mission and values and help
keep people focused
• Be present to the workforce in ways that
make them feel they are being led by
someone who understands and cares
Source: R oger D ’A prix
Manager’s Communication Toolkit 19
20. Manager’s Role
Employee commitment is earned only after basic needs are met
• Provide genuine opportunities
for involvement
E mpow e rme
• Empower people to take the nt
initiative
and make decisions without second
guessing them
• Support the risk takers even when How can
they make a mistake I help?
• Recognize and reward true
contribution
• Encourage and support cross-
functional collaboration
• Promote mutual trust and
commitment Source: R oger D ’A prix
Manager’s Communication Toolkit 20
22. Why Are We Here? Voice of the
Employee
Commitment 1 Job responsibilities
• XX% Satisfied with GE 6 • XX% Say their job responsibilities
• XX% Say work gives chance are clear to them
to show what they can do
• XX% Given the opportunity Feedback, performance
for challenging assignments review, coaching
H o w c a n h a t is
W • XX% Receive ongoing
feedback
Vision, mission, strategy I h e lp ? m y jo b ? • XX% Say working here
• XX% Say business is
2 offers chance to
well run 5 grow and develop
• XX% Say business is Whe r e a re How am • XX% Say experience,
well-positioned for growth skills gained at GE
• XX% Say communication
w e he aded? I d o in g ? increase
in business is open, honest opportunities
Listening, recognition
How’ s Does • XX% Say good ideas
Measurements, regular m y u n i ta n y o n e adopted regardless of who/
updates from manager where
• XX% Say manager inspires high d o in g ? c a r e ? • XX% Say manager shows
performance appreciation
3
• XX% Treated with respect 4 • XX% Rewarded for going
• XX% Say the way we work is Marketplace-based above and beyond
driven by GE Values Source: R oger D ’A prix
Manager’s Communication Toolkit 22
24. What is Coaching?
•Coaching is an interactive process of helping
others reach their goals
•Coaching involves unlocking a person’s
potential to maximize his or her performance
Manager’s Communication Toolkit 24
25. What Coaching is and is not
C o a c h in g is C o a c h in g is :
no t:
• Focused
• Directing • Work related
• Training • One to one
• Corrective action • A continuous process
• Reprimanding
• Mentoring
• Therapy
Manager’s Communication Toolkit 25
26. The Coaching Process
Ri v e l e c
t ef
L is t e n i
ng
S tra t
egy
Advo c In q u ir
a te e
Manager’s Communication Toolkit 26
27. The Coaching/Communication Process
• I n q u i r e (Ask) about a coachee’s
abilities and goals using open ended
questions
• R e f l e c t (Listen to) the content and
feeling of what the coachee is saying
• A d v o c a t e (Tell/ share) perceptions
and standards a coachee needs to meet
Manager’s Communication Toolkit 27
28. Feedback in Coaching
Feedb
ac k
R e f le c t iv e
Feedbac k L is t e n in g
w ill f o r m
SM T
S
P
A
t h e b a s is
AR
G
fo r yo u r
d is c u s s io
S tra te
ns
gy
Ad vo c In q u i
a te re
A c t io n
P la n n in g
S OI
Manager’s Communication Toolkit 28
29. What is Feedback
• Feedback is used to make a person or a group
aware of a behavior you see and how that
behavior is affecting customers, the business, the
team or you
• Feedback is a key step in moving through the
coaching process
Manager’s Communication Toolkit 29
30. Delivering Feedback
W h e n t o g iv e f e e d b a c k …
• After completion of a project/initiative
• When behavior patterns emerge
• Periodic progress reviews/updates
• Informal luncheons/discussions
• Interim coaching
• EMS/annual performance review
Manager’s Communication Toolkit 30
31. Presenting Feedback
Coach asks (Inquiry):
S e lf -F e e d b a c k • What do you think went well?
• What might be improved?
Coach offers praise for positive
M o t iv a t io n a l
actions. REMEMBER: Never
Feedbac k
use the word “but.”
D e v e lo p m e n t a l Coach offers suggestions for
Feedbac k future improvement.
Manager’s Communication Toolkit 31
33. What is a Crisis?
• A difficult period of potential or actual harm to
employees, or damage to the company's brand
or financial stability, triggered by a sudden event
or long-smoldering issue
• While terrorist acts fall into this definition, so too
do widespread IT failures or natural disasters,
among other things
Manager’s Communication Toolkit 33
35. Crisis Communication Goals
• Make it clear that employees’ safety is the first
concern, if applicable
• Describe facts and actions being taken as you know
them — tell them what you know, what you don’t
know
and when you think you’ll know more. Then follow-
up!
• Ensure your messages are consistent with business
messages
• Create a regular forum for employees to ask/submit
questions and for you to provide answers Manager’s Communication Toolkit 35
38. Strategic Communication Assess
Process
Start by assessing where you are…
and where you need to go
Ta s k To o l
- Assess employee needs - Focus groups
- Informal discussions
- Employee satisfaction survey
- Employee Needs Assessment (Toolkit)
- Assess leader’s attitudes - Leadership Assessment (Toolkit)
- Assess business needs - Business Needs Assessment (Toolkit)
Manager’s Communication Toolkit 38
42. Strategic Communication Plan
Process
Ta s k To o l
- Identity stakeholders - Communications Plan Worksheet
(Toolkit)
- Develop Key Messages - Key Message Worksheet (Toolkit)
- Select communication vehicles - Employee satisfaction survey
Manager’s Communication Toolkit 42
43. Key Messages Plan
What does the business need employees to hear
and what do employees want to hear?
• W h a t : is happening and what’s next
• W h y : we are doing this (market conditions, competitors,
business needs)
• W h o : will be affected (business, department, individuals)
• W h e r e : you can go for information & questions
• W h e n : you’ll hear more
Manager’s Communication Toolkit 43
44. Developing Key Messages Plan
• Key messages are those three to four points you want
your audience to remember
• Key messages should drive or support business
outcomes
• Key messages should be...
— simple
— supportable
— honest
— consistent
— repetitive
• Key messages must be tailored/relevant to stakeholders
Manager’s Communication Toolkit 44
45. Communications Plan Plan
- Key Messages
Digitization • Digitization • This will impact • We need to • I’ll…by…
means… our team by… consider…
• This makes our • This will impact • Here’s how • My expectations
processes easier, your work by… we’ll are…
faster, cheaper prioritize…
by…
• Our business is • I’d like you to… • Let’s follow up…
looking at
digitization in the
following areas…
Manager’s Communication Toolkit 45
46. How should you deliver Plan
the message?
The more change required, the more
consistent, two-way communication you’ll need
or
O n e -w a y T w o -w a y
C o m m u n ic a t io n C o m m u n ic a t io n
Print One-on-one meeting
Voice-mail Team meeting
E-mail Department meeting
Intranet Informal discussions
Bulletin board Web chat
Video
Manager’s Communication Toolkit 46
47. Types of Vehicles Plan
Typ e S a m p le U s e fo r In t e r a c t io n
s
W r it t e
n Broad dissemination One-way
E-mails Documentation
Letters Message reinforcement
Newsletters
Intranet
Immediate Can be one-way or two way
Online Chat Broad dissemination
-Web chat Message reinforcement
-Sametime Q&A
Ve rb One-on-one meetings Influence behavior/attitudes Two-way
al -Formal Check for understanding
-Informal Recognition
Feedback/coaching
Group meetings Influence behavior/attitudes Two-way
- Large or small Check for understanding
- Skip level Recognition
- Roundtable
- Walk the floor
Voicemail Urgent requests/information One-way
Data “snippets”
Action to-do
Manager’s Communication Toolkit 47
48. Strategic Communication Do
Process
If you don’t reach a shared understanding,
you have not communicated
Ta s k To o l
- Deliver the message - Agenda
- Meeting checklist
- Check for understanding - Informal discussion
- Request action plan/priority list
- Solicit feedback
Manager’s Communication Toolkit 48
52. Strategic Communication Check
Process
Check the effectiveness of your communications…
and adjust your plan based on the feedback!
Ta s k To o l
- Assess the effectiveness of - Plus/Delta
individual communications
- Informal discussion
- Assess the effectiveness of
- Focus groups
your overall communications
- GE Opinion Survey
- Assessments
- Pulse surveys
Manager’s Communication Toolkit 52
54. Communications Plan Worksheet
Wha t
v e h ic le s
Who d o w ill y o u u s e t o W h a t w ill
yo u n e e d to d is t r ib u t e y o u r s uc c es s
c o m m u n ic a t e t o ? m e s s a g e s to yo u r lo o k lik e ?
• Yo u r t e a m a u d ie n c e s ?
• T h e b u s in e s s H o w w ill
• M od c ha t
• In d iv id u a ls yo u k n o w
• e m a il
• C us to me rs w h e n yo u
• a ll h a n d s
g e t the re ?
• webc as t
• o n e -o n -o n e
mtg
H o w o fte n
B u s in e s s S t r a t e g y w ill y o u
W h a t is t h e p u r p o s e o r c o m m u n ic a t e ?
t o p ic t o b e c o v e r e d ? • w e e k ly
S p e c if ic C o m m u n ic a t io n o r E v e n t • m o n t h ly
Wha t a re the k e y me s s a g e s • q u a r t e r ly
t h a t y o u w a n t t o d r iv e t o
y o u r a u d ie n c e s ?
Manager’s Communication Toolkit 54
55. Sample Initiative Communications
Plan
Who :
Im p r o v e O p e n a n d H o n e s t
C o m m u n ic a t io n
Wha t: H o w /W h e r e : Whe n: M e a s ure m e nt:
Stakeholder/Audience Purpose/Topics/ Activity/Vehicles Frequency How will you know if
Messages you were successful?
Direct reports • Mgrs are the link in open -E-mail from biz -1x GE Opinion Survey
and honest comm leader
-1x
between the biz and -Training
employees -Performance reviews -Ongoing
• Improving mgr comm will -E-mail from biz -1x GE Opinion Survey
leader
increase employee -1x
satisfaction, productivity, -Training
Managers and drive business goals -Manager’s Minute -Monthly
• Comm is a core -Mgr comm website -Ongoing
leadership competency -Performance reviews -Ongoing
• Business will use comm
metrics in leadership, mgr -E-mail from biz -1x GE Opinion Survey
performance evaluations leader
HRMs -1x
• HRMs: You also will help -Train-the-trainer
support initiative across -Performance reviews -Ongoing
organization
Business is committed -E-mail from biz -1x GE Opinion Survey
to improving open and leader
All employees honest communication -All-employee -Bi-monthly Focus groups
Will use comm metrics broadcasts -1x Informal feedback
in leadership, mgr -Focus groups
-Quarterly Retention of hi-potentials
performance evaluations -Progress updates
Manager’s Communication Toolkit 55
56. Sample Communications Calendar
S e p te mb e r
Mo nd Tu e s d a 2005
We d ne s Thu r s d a F r id a y
ay y day y
• 9-9:30 am- 5 • 2-2:30 pm direct • 12-1 pm skip
walk floor level luncheon
report 1 on 1:
b. jones
• 8-9 am direct 12 • 2-2:30 pm- • 2-2:30 pm direct • 2-2:30 pm-walk
report staff mtg walk floor report 1 on 1:
r. smith floor
• 1-1:30 pm- 1 • 2-2:30 pm direct • 12-1 pm skip
walk floor report 1 on 1: level luncheon
9 c. janus
• 8-9 am direct • 8-9:30 am-monthly • 4-4:30 pm-walk • E-mail monthly
report staff mtg
2 all hands mtg floor progress report
6
• 2-2:30 pm direct
report 1 on 1:
a. cowel
Manager’s Communication Toolkit 56
58. Manager’s Communications Toolkit
T h e T o o lk it is d e s ig n e d t o
h e lp
G E ma na g e rs :
• Understand why and how strategic
communication plays a key role in their
effectiveness
• Learn about the communications model
and how to apply it with their work team or
department
• Develop measurable communication action
plans that address both business and
employee needs
• Get started with practical tips and tools that
can be put to immediate use
Manager’s Communication Toolkit 58
62. What Should You Do Next?
• Post the GE Organizational Communication Model (Pie
Chart)
in your office
• Keep copies of the Communications Planning Worksheet
handy
• Have your employees assess their communication needs
and consider that feedback during your planning
• Develop a folder or binder where you can keep — and refer
to — your communication tools, plan your communications
and track your progress
• Develop and launch your plan!
Manager’s Communication Toolkit 62
63. Remember…
Results require your planning, action and commitment.
• YOU are a c c o u n t a b l e for effective employee
communication
• U n d e r s t a n d the importance of communication
and
t a k e a p p r o p r ia t e a c t io n !
• Approach communication t h e s a m e a s
o the r
b u s in e s s d e liv e r a b le s :
• Assess – Plan – Execute – Measure
Manager’s Communication Toolkit 63
Notas del editor
Everyone needs to understand what is expected on the job and how the job fits in with the bigger picture. How much latitude do they have in decision-making? What will they be measured against at evaluation time.
People need regular performance feedback and coaching if they are to improve their performance continuously. We’ll talk about this in more detail later in the Workshop.
I want to spend a little extra time on this one, because it’s one of the most important, but most often the one that we as managers put at the bottom of the list. Does anyone care refers to recognition and appreciation for a job well done. Remember “thank you” goes a long way. But this also refers to something I call walking the floor. Jeff Immelt refers to it as “being in the field.” In other words, stopping to see your employees informally and getting to know them. It gives employees the opportunity to ask questions and express ideas. It gives you the opportunity to reinforce key messages, squelch rumors, solicit feedback and strengthen relationship and commitment – to help you meet your business goals. This is particularly important during a crisis or difficult time. But, ironically, this is when managers tend to do it the least. For instance, several months ago it was all over the press that GE Capital was planning to layoff 7,000 employees. First thing Monday morning, many managers stayed in their offices because they didn’t know what to say or didn’t have all of the answers. Actually, they should have been more visible than ever. It’s OK, not to have all of the answers. Walking the floor: Let’s employees be heard/ask questions Allows you to tell what you do know or what rumors aren’t true Gives you the opportunity to tell them when you think you will know more – and commit to getting back to them.
People identify closely with a work unit and its successes and failures. They need to know from their supervisors and managers how that work unit is performing against expectations. You should have a regular time set aside to update your employees about how your work unit is doing.
It’s difficult to perform when you don’t understand your destination and the objectives of the company. A clear vision, stated with passion and simplicity and related to customer needs gives workers that needed direction.
When employees know the answers to the first five questions, they are likely to demonstrate their commitment to making the company succeed. Always remember that employee commitment is a gift that can be given freely or withheld.
Our organization’s success is dependent on the success of each of our employees. As leaders within GE, we are committed to meeting our goal through the coaching and development of our employees.
GE is committed to being the Global Employer of Choice. Our goal is to create an environment where: People have an opportunity to learn and grow professionally and personally. Coaching is no longer a ritual solely for performance review. Coaching is a powerful way for employees to work with, motivate and support one another.
Before beginning to prepare for coaching, it is important to first identify the need, and consider: What is the scenario? What specific behaviors did you observe? Is this a coaching or performance issue The steps of Inquiry, Reflecting and Advocacy can be understood in the following terms: Ask, Listen, Tell.
Open Inquiry Helps to generate responses and gather information Closed Inquiry Helps when seeking specific answers Through reflection you can: Build Relationship & Rapport Confirm or Clarify coach’s understanding of coachee’s facts and feelings Reduce anxiety of coachee Allow coachee to feel understood Reduce resistance of coachee to potential solution Through advocacy, you can Build Relationships & Rapport Share Standards and Provide Feedback Offer Suggestions for Improvement/Continued Performance Propose Specific Plans of Action
Feedback, when offered effectively, integrates all phases of the Communication Cycle. _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________
Increases motivation and success Supports effective behavior Guides and put individuals back on track Acts as a barometer to show where you stand Recognizes progress Fills in knowledge gaps Aligns expectations Alleviates fear of the unknown
Three different types of Feedback: Self-feedback : Often prompted by a Coach’s questioning, necessitates returning to Inquiry. Involves the coachee self-reflecting on their performance. Motivational Feedback : Focuses on actions to continue to do. Developmental Feedback : Focuses on areas to change / to improve.
Feedback should be a two-way exchange of information that allows each person to share his/her perspective and come to an agreement on appropriate actions. _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________
As we talked about before, many managers say that their instinct during a crisis is to limit communication with employees so they are not faced with difficult questions. However, in times of crisis, it’s essential to quickly, candidly and frequently communicate with employees. Your people want to learn about their company from their company, before they see news coverage or hear it from friends or family.
You’ll find that the importance of having an ongoing strategic communication process is never more evident than in a time of crisis. If you don’t regularly communicate with employees, they may not find a sudden and serious message from leadership credible, or, more likely, they will think it’s cause for alarm. The first thing, if appropriate to the situation, is for your leadership team to let employees know that the business’ first concern is their safety. Fear of the unknown is a big source of tension. Employees need to be told the crisis details and risks in a calm, reassuring manner. Let employees know exactly what is happening. If you don’t know the answer it’s OK to say “I don’t know the answer, but I commit to getting back to you when I do. Create an ongoing system for getting updated information to employees. And provide a forum for employees to voice concerns and ask questions.
Walk through example… If time allows: Provide everyone with a copy of this sheet. Split everyone into small groups and ask the groups to split up initiatives among the individuals in their group (e.g., could be net income, GEOC, ACFC, etc…) Each person should take a few minutes to themselves to write down up to three key messages that they need to help employees understand what the imperatives mean to them and their role in simple language designed to help employees understand what the message means to them. Then, each person should role play delivering their messages to the others in their group. Allow 15-20 minutes for this exercise. (Five minutes for message development, then five minutes for each person to deliver their message to their small group and get feedback from others in the group.) After the exercise, ask everyone (1) what was helpful about the exercise; and (2) what was the most challenging.