I am currently working with a large client in Ontario to develop a storytelling toolkit. The aim of the toolkit is to provide managers with the resources they need to effectively share storytelling as a strategy with their staff.
Toolkits allow organizations to share top-down messages and strategies with employee in a consistent fashion, using managers as messengers. It’s not unlike “train the trainer”; managers become subject experts through a supported process.
Using managers as communicators of corporate messaging makes sense since study after study tells us that they are the most trusted source of information. Managers are in daily contact with staff and much of their time is spent communicating; anywhere between 50 to 80 percent according to research. Every day managers communicate to ensure effective performance management, innovation, understanding of clients, and coordination of effort and management of expectations. Managers are key communicators.
The message is getting out that communication is a core management skill. A recent American Management Association survey of leaders showed that 80.4 percent of companies measure communication skills and hire with communication in mind. Three out of four (75.7%) executives who responded to the AMA survey said that that competencies, such as communications, will become more important to their organizations in the next three to five years, particularly as the economy improves and organizations look to grow. Ninety-one percent of leaders rated the pace of change in business today as a leading cause for the need to grow these competencies.
As change escalates and employees become more sophisticated and diverse, business has responded by offering more management training. It’s estimated that North American businesses spend around $100 billion on training and development. I’m not sure what proportion is devoted to leadership communications but judging by the number of companies catering to the market – not inconsiderable.
The focus should be on what happens after the training session. To maximize communication training dollars we must support managers and ensure they have the tools and resources to share messages with employees in a consistent, relevant and reliable fashion.
My client in Ontario has a full time person dedicated to developing the storytelling toolkit and supporting managers in rolling it out. Not all of us have those resources. However there are steps all organizations can take to ensure leaders have the know-how and confidence to communicate to their full potential and to the advantage of the organization.
Here are some strategies to strengthen management communication in your organization:
1. Consider a communications audit; a systematic assessment, either formal or informal, of your organization’s capacity for, or performance of, essential communications practices, in particular as it relates to management communication. An audit will determine what is working well, what is not, and what might work better if adjustments are made. A strategic communications provides a “snapshot” of where an organization currently stands in terms of its communication capacity or performance, and it points to areas in which the organization can strengthen its performance. While an audit can be on the costly side, I believe it’s worth its weight in gold in terms of directing future efforts.
2. Develop consistent communication messages to support corporate goals and objectives.
3. Have your senior team actively communicate these messages; modelling the expectation that managers do the same to their employees.
4. Involve managers in developing communication behaviours that they should adhere to.
5. Develop consensus on how to handle certain types of communication issues for example performance issues, disagreements in the workplace and so on.
6. Link management communication proficiency to performance review.
7. Provide communication training. Begin with listening skills this is the foundation of all communication
8. Support managers when they are required to communicate information from the corporation by:
a. Creating a consistent process for top down communications. A process that cascades information logically.
b. Communicate the process to managers along with expectations on deadlines and key messages
c. Ensure managers have all the support tools needed to share the communication with their employees, such as discussion guides
d. Poor communication is self-sustaining because it omits the feedback loop. Senior leaders must model good communication behaviours with managers by providing a feedback loop. Make sure managers are able to get all the answers to questions they may have. Employees will go to them first.
Showing posts with label leadership communication. Show all posts
Showing posts with label leadership communication. Show all posts
Tuesday, November 16, 2010
Monday, June 7, 2010
Giving it all away
This week I had the satisfaction of working myself out of a job. As a consultant it’s part of what I do. I create plans, systems and processes, and engage people in them with the ultimate view that they become part of my client’s business; owned by the employees. There are some similarities to delegating.
Delegating multiplies your effectiveness provided 1) the people you are delegating have the skills to do the job and 2) you have the ability to let them do it their way and don’t have the need to look over their shoulders every five minutes.
The group I handed control to was a team going through a major change. Connecting this group to change meant we had to set up projects that connected and involved them, in a meaningful way, in the new world they were to work in; in other words they needed to take ownership of the process. In this instance a young woman had embrace a leadership role that she was very unsure about.
As a seasoned employee it’s sometimes hard to understand why a task you are so comfortable with should be so daunting to someone else. Sometimes we have to look to our personal lives to better understand how to support people. As parents, partners and friends we can certainly understand what it means to take on new ventures; the exhilaration and anxiety that goes with a challenge. Once we can connect with that experience – we can plan for success.
Here are my 11 steps for effective delegation for managers and employees:
1. Delegation means you transfer authority and the associated responsibility, from an employer or superior (who has the right to delegate) to an employee or subordinate. This means that someone else is now responsible for the work. So – butt out. Provide support and guidance but understand that everyone does things differently. Don’t you hate being micro-managed? Why would you want to do the same and lose the trust of an employee you value?
2. Delegation is an opportunity for both the manager and the employee. It’s a thoughtful process which means you don’t just give away work because don’t enjoy it. You do, however, want to give away work that will stop you from reaching your full potential.
3. Think about the fit. Does the employee have the skills to take on this task?
4. Plan the handover. Define the tasks and how the transition will take place.
5. Take time to communicate the new process to the assigned person; let them know why you are delegating to them. They need to understand what they are getting out of the assignment.
6. Think about training and resources. Will the individual need some training or additional resources?
7. Be extremely clear on your expectations.
8. Get agreement on timelines.
9. Make sure the individual is reporting to you on a regular basis.
10. Is there anyone else who needs to know about the delegation? If yes - inform them. Connect your employee with them.
11. Stay in touch. Provide feedback. Create a safe environment for your employee to grow.
By the way, I am delighted to report that the young woman I mentioned in the third paragraph has taken on the challenge with gusto. In fact she has improved on the process I started her off with. She has the advantage of a manager who meets with her regularly and supports her every step of the way. He trusts her enough to let go, but is caring enough to make sure she is not left alone.
Delegating multiplies your effectiveness provided 1) the people you are delegating have the skills to do the job and 2) you have the ability to let them do it their way and don’t have the need to look over their shoulders every five minutes.
The group I handed control to was a team going through a major change. Connecting this group to change meant we had to set up projects that connected and involved them, in a meaningful way, in the new world they were to work in; in other words they needed to take ownership of the process. In this instance a young woman had embrace a leadership role that she was very unsure about.
As a seasoned employee it’s sometimes hard to understand why a task you are so comfortable with should be so daunting to someone else. Sometimes we have to look to our personal lives to better understand how to support people. As parents, partners and friends we can certainly understand what it means to take on new ventures; the exhilaration and anxiety that goes with a challenge. Once we can connect with that experience – we can plan for success.
Here are my 11 steps for effective delegation for managers and employees:
1. Delegation means you transfer authority and the associated responsibility, from an employer or superior (who has the right to delegate) to an employee or subordinate. This means that someone else is now responsible for the work. So – butt out. Provide support and guidance but understand that everyone does things differently. Don’t you hate being micro-managed? Why would you want to do the same and lose the trust of an employee you value?
2. Delegation is an opportunity for both the manager and the employee. It’s a thoughtful process which means you don’t just give away work because don’t enjoy it. You do, however, want to give away work that will stop you from reaching your full potential.
3. Think about the fit. Does the employee have the skills to take on this task?
4. Plan the handover. Define the tasks and how the transition will take place.
5. Take time to communicate the new process to the assigned person; let them know why you are delegating to them. They need to understand what they are getting out of the assignment.
6. Think about training and resources. Will the individual need some training or additional resources?
7. Be extremely clear on your expectations.
8. Get agreement on timelines.
9. Make sure the individual is reporting to you on a regular basis.
10. Is there anyone else who needs to know about the delegation? If yes - inform them. Connect your employee with them.
11. Stay in touch. Provide feedback. Create a safe environment for your employee to grow.
By the way, I am delighted to report that the young woman I mentioned in the third paragraph has taken on the challenge with gusto. In fact she has improved on the process I started her off with. She has the advantage of a manager who meets with her regularly and supports her every step of the way. He trusts her enough to let go, but is caring enough to make sure she is not left alone.
Friday, June 26, 2009
Ten most common mistakes CEOs make in communicating strategy
been six months of hard work, time and energy, the results are outstanding and you and your executive are looking forward to seeing your strategic plan implemented. Nine months down the road you are disappointed and frustrated. The new plan is not having the results you would like to see.
Employees don’t seem to understand or care. It’s a great plan but it’s not getting any traction.You are not alone. Seventy percent of change plans fail, not because they aren’t good, but because the people who must execute them don’t feel engaged. To fully engage employees you will need to actively communicate.
Here are the 10 most common mistakes CEOs make in communicating strategy:
1. Not having an engagement/communication plan. Any important initiative needs a plan. You have put a lot of effort into the development so make sure an equal amount goes into the execution.
Solution: Work with your communication team to develop a clear plan that targets different groups and maps out strategies, tactics and messages.
2. Leaving it up to someone else. You own the plan. No one else has the same passion for it. How can you expect them to communicate as effectively as you?
Solution: Show you are committed and get out and communicate. Your employees will respond to your passion and understand this is important to the organization, through your behaviour. You need to be a key tactic in the communication plan. You are after all the Chief Engagement Officer!
3. Trying to be someone else in communicating the plan. Don’t try and communicate in a style that doesn’t work to your best advantage.
Solution: Use your personal style to your advantage in communicating to staff. If you are an outstanding one-on-one communicator then set up a series of meetings that allow you to communicate in this way.
4. Not taking time to simplify the message so everyone can understand it. Remember only you and the executive worked on it for six months.
Solution: Work with your communication department to create key messages and graphics that clarify and communicate the plan so everyone can understand and relate to it.
5. Sending out the same message to everyone. Different areas will need to interpret the strategic plan in different ways.
Solution: Personalize your message to different departments so that they can begin the work of interpreting it for their area.
6. Not being available to answer questions about the plan. This is not about telling – it’s about engaging and helping people understand their role in the plan.
Solution: If you are holding group meetings, assign a large portion of session for questions. Host a blog where people can interact with you. Cancel appointments and open your door to employees.
7. Not making your communication objectives clear to managers on how they must communicate the plan to their employees.
Solution: Set clear and measurable communication objectives for managers on communicating e.g. “the plan will be communicated to all your staff by July 15”.
8. Not supporting managers with appropriate materials so they can communicate to their staff.
Solution: Develop discussion guides and Q/As so managers can fully discuss the strategic plan and help employees understand how they support it.
9. Not measuring the success of communication throughout the organization. How do you know your efforts are working?
Solution: Phone surveys to random employees to see if they have been communicated to and understand the gist of the communication.
10. Not communicating early wins. Employees need to see the new behaviours in action so they can understand what they need to do.
Solution: Know who your early adopters are and make sure their successes are fully communicated.
Employees don’t seem to understand or care. It’s a great plan but it’s not getting any traction.You are not alone. Seventy percent of change plans fail, not because they aren’t good, but because the people who must execute them don’t feel engaged. To fully engage employees you will need to actively communicate.
Here are the 10 most common mistakes CEOs make in communicating strategy:
1. Not having an engagement/communication plan. Any important initiative needs a plan. You have put a lot of effort into the development so make sure an equal amount goes into the execution.
Solution: Work with your communication team to develop a clear plan that targets different groups and maps out strategies, tactics and messages.
2. Leaving it up to someone else. You own the plan. No one else has the same passion for it. How can you expect them to communicate as effectively as you?
Solution: Show you are committed and get out and communicate. Your employees will respond to your passion and understand this is important to the organization, through your behaviour. You need to be a key tactic in the communication plan. You are after all the Chief Engagement Officer!
3. Trying to be someone else in communicating the plan. Don’t try and communicate in a style that doesn’t work to your best advantage.
Solution: Use your personal style to your advantage in communicating to staff. If you are an outstanding one-on-one communicator then set up a series of meetings that allow you to communicate in this way.
4. Not taking time to simplify the message so everyone can understand it. Remember only you and the executive worked on it for six months.
Solution: Work with your communication department to create key messages and graphics that clarify and communicate the plan so everyone can understand and relate to it.
5. Sending out the same message to everyone. Different areas will need to interpret the strategic plan in different ways.
Solution: Personalize your message to different departments so that they can begin the work of interpreting it for their area.
6. Not being available to answer questions about the plan. This is not about telling – it’s about engaging and helping people understand their role in the plan.
Solution: If you are holding group meetings, assign a large portion of session for questions. Host a blog where people can interact with you. Cancel appointments and open your door to employees.
7. Not making your communication objectives clear to managers on how they must communicate the plan to their employees.
Solution: Set clear and measurable communication objectives for managers on communicating e.g. “the plan will be communicated to all your staff by July 15”.
8. Not supporting managers with appropriate materials so they can communicate to their staff.
Solution: Develop discussion guides and Q/As so managers can fully discuss the strategic plan and help employees understand how they support it.
9. Not measuring the success of communication throughout the organization. How do you know your efforts are working?
Solution: Phone surveys to random employees to see if they have been communicated to and understand the gist of the communication.
10. Not communicating early wins. Employees need to see the new behaviours in action so they can understand what they need to do.
Solution: Know who your early adopters are and make sure their successes are fully communicated.
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