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1、UnderstandhowcommunicationplaysakeyroleinyoureffectivenessasaleaderandindeliveringbusinessresultsLearnaboutthecommunicationsmodelandhowtoapplyitwithinyourworkteamordepartmentCreateanenvironmentthatfostersopenandhonestcommunicationDevelopmeasurablecommunicationactionplansthataddressbothbusinessandemp
2、loyeeneedsPurposeofWorkshopConnectingemployeestothebusinessvision第1页/共63页第一页，共64页。ServiceProfitChainEmployee SatisfactionEmployee LoyaltyEmployee ProductivityCustomer Satisfaction/Customer LoyaltyRevenue GrowthProfitability第2页/共63页第二页，共64页。Our PeopleOur CustomersOur BusinessCommunicationasaLinkNeedt
3、obetterunderstandwhatouremployeessayandwhattheydoEmployeesarethecriticallinkbetweencustomersandourbusiness第3页/共63页第三页，共64页。 Black Belt, Master Black Belt Corporate Audit Staff Multi-Business Experience/Exposure Unique, Stretch Assignments Financial Acumen Global Experience/Cultural Breadth Functiona
4、l Depth Outstanding Communication Skills Ability to Attract/Keep/Develop Great Talent Passionate Approach Crisis Leadership Continuous Learner Seeks Feedback . And Acts on ItLeadershipDevelopmentCapabilityandContributionsListening,Learning,TeachingSeveral Career/ExperienceEnhancersSeveral Leadership
5、 Enhancers第4页/共63页第四页，共64页。What is Communication?第5页/共63页第五页，共64页。DefiningCommunicationLeadersmustviewcommunicationasemployeesdoCommunication:Event or ProductManager ViewExamples:E-mailInside GECEO web castA ProcessEmployee ViewExamples: Performance feedbackMarket informationTeam updates第6页/共63页第六页，
6、共64页。WhatisCommunication?Communicationhastwocoreprocesses:“Sending”and“Listening”CommunicationisaprocessthatturnsinformationintounderstandingSender ReceiverMessageFeedback第7页/共63页第七页，共64页。CheckingforUnderstandingHowtocheck/listenforunderstandingAskdirectopenendedquestionsRequestanactionplanorlistofp
7、rioritiesSolicitfeedbackontheinitiative/project/request第8页/共63页第八页，共64页。GEBusinessCEOSenior Leadership TeamManagersAssociatesMMMMAAAAAAAWe must take responsibility to ensure that our messages are delivered consistently and meaningfullyCommunicationAsIs第9页/共63页第九页，共64页。HighSay/HighDoOpen,honestanddir
8、ectcommunication第10页/共63页第十页，共64页。ManagersRoleManagershavethekeyroleincommunicationMost of what employees want to know is how key messages and marketplace issues affect their jobsCompany messages10%Business-specific messages20%How key messages and market place issues affect my job70%第11页/共63页第十一页，共6
9、4页。ManagersRoleFacilitatorof UnderstandingSource of Informationof InformationEmployees dont want MORE communication. . . they want understanding of how key messages relate to their jobs第12页/共63页第十二页，共64页。Job responsibilities1What is my job?How amI doing?Feedback, performance review, coaching2Howsmy
10、unitdoing?Measurements,regular updatesfrom manager4Where arewe headed?Vision, mission, strategy5Commitment6How canI help?Listening, recognition3Doesanyonecare?Source: Roger DAprixMarketplace-basedBasic knowledge needs as employees describe them:GEs Communication ModelEmployee commitment is earned on
11、ly after basic needs are met第13页/共63页第十三页，共64页。HelpteammembersunderstandtheirresponsibilitiesandtalkaboutexpectationsSetagreeduponprioritiesanddeadlinesWherepossible,involveteammembersinplanning,decision-makingandimplementingchangesLinkteammembersjobresponsibilitiestobusinessstrategyandprioritiesMan
12、agersRoleEmployeecommitmentisearnedonlyafterbasicneedsaremetWhat is my job?JobResponsibilitiesSource: Roger DAprix第14页/共63页第十四页，共64页。How amI doing?ManagersRoleEmployeecommitmentisearnedonlyafterbasicneedsaremetPerformancefeedbackProvidefeedback(positiveanddevelopmental)onperformanceTellemployeeswhat
13、theyaredoingrightaswellaswrongDiscussmutualactionsforperformanceimprovementMakefeedbackafrequentandtimelyactivityLearnhowtolisteneffectivelyandhowtocoachpeoplesotheycanimprovetheirperformanceSource: Roger DAprix第15页/共63页第十五页，共64页。Source: Roger DAprixDoesanyonecare?IndividualneedsTaketimetolistenandt
14、alkhonestlywithemployees;valueandrespectthemWalkthefloorHoldstaffmeetingsinwhichpeoplehavetheopportunitytoexpresstheirideasandconcernsSolicitfeedbackaboutyourownleadershipstyleRecognizeandactonpeoplesideasPracticecommonday-to-daycourtesiesandcivilitiesManagersRoleEmployeecommitmentisearnedonlyafterb
15、asicneedsaremet第16页/共63页第十六页，共64页。Howsmy unitdoing?Workunitobjectives,resultsSharegeneralbusinessinformationonatimelybasisDiscussteamgoalsandhowtheymatchoverallbusinessobjectivesRecognizeteamaccomplishmentsDiscusstheneedforteamperformanceimprovementFindopportunitiestoassembletheteamfordialogueandcel
16、ebrationSource: Roger DAprixManagers RoleEmployee commitment is earned only after basic needs are met第17页/共63页第十七页，共64页。Where arewe headed?Vision/MissionandValuesGainapersonalappreciationandknowledgeofthebusinessvision,missionandstrategicdirectionInternalizethecompanysvaluesystemandbehaveaccordingly
17、Showpersonalconvictionandcommitmenttothevision,mission,strategyRelateworkgroupexperiencetothevision,missionandvaluesandhelpkeeppeoplefocusedBepresenttotheworkforceinwaysthatmakethemfeeltheyarebeingledbysomeonewhounderstandsandcaresSource: Roger DAprixManagersRoleEmployeecommitmentisearnedonlyafterba
18、sicneedsaremet第18页/共63页第十八页，共64页。How canI help?EmpowermentProvidegenuineopportunitiesforinvolvementEmpowerpeopletotaketheinitiativeandmakedecisionswithoutsecondguessingthemSupporttherisktakersevenwhentheymakeamistakeRecognizeandrewardtruecontributionEncourageandsupportcross-functionalcollaborationPr
19、omotemutualtrustandcommitmentSource: Roger DAprixManagersRoleEmployeecommitmentisearnedonlyafterbasicneedsaremet第19页/共63页第十九页，共64页。How Are We Doing Today?第20页/共63页第二十页，共64页。Measurements, regular updates from manager XX% Say manager inspires high performance XX% Treated with respect XX% Say the way w
20、e work is driven by GE ValuesVision, mission, strategyXX% Say business is well runXX% Say business is well-positioned for growthXX% Say communication in business is open, honestCommitmentXX% Satisfied with GEXX% Say work gives chance to show what they can doXX% Given the opportunity for challenging
21、assignmentsSource: Roger DAprixMarketplace-basedListening, recognitionXX% Say good ideas adopted regardless of who/whereXX% Say manager shows appreciationXX% Rewarded for going above and beyondFeedback, performance review, coaching XX% Receive ongoing feedback XX% Say working here offers chance to g
22、row and develop XX% Say experience, skills gained at GE increase opportunitiesJob responsibilities XX% Say their job responsibilities are clear to themWhy Are We Here? Voice of the EmployeeHow canI help?6Where arewe headed?5How amI doing?2Howsmy unitdoing?4Doesanyonecare?31What is my job?第21页/共63页第二
23、十一页，共64页。Delivering EffectiveCoaching & Feedback第22页/共63页第二十二页，共64页。WhatisCoaching?CoachingisaninteractiveprocessofhelpingothersreachtheirgoalsCoachinginvolvesunlockingapersonspotentialtomaximizehisorherperformance第23页/共63页第二十三页，共64页。WhatCoachingisandisnotCoaching is not: Directing Training Correcti
24、ve action Reprimanding Mentoring TherapyCoaching is: Focused Work related One to one A continuous process第24页/共63页第二十四页，共64页。TheCoachingProcessStrategyAdvocateInquireReflectiveListening第25页/共63页第二十五页，共64页。TheCoaching/CommunicationProcessInquire(Ask)aboutacoacheesabilitiesandgoalsusingopenendedquesti
25、onsReflect(Listento)thecontentandfeelingofwhatthecoacheeissayingAdvocate(Tell/share)perceptionsandstandardsacoacheeneedstomeet第26页/共63页第二十六页，共64页。Feedback will form the basis for your discussionsFeedbackGAPSSMARTAction PlanningReflectiveListeningAdvocateInquireSOIStrategyFeedbackinCoaching第27页/共63页第
26、二十七页，共64页。WhatisFeedbackFeedbackisusedtomakeapersonoragroupawareofabehavioryouseeandhowthatbehaviorisaffectingcustomers,thebusiness,theteamoryouFeedbackisakeystepinmovingthroughthecoachingprocess第28页/共63页第二十八页，共64页。Aftercompletionofaproject/initiativeWhenbehaviorpatternsemergePeriodicprogressreviews
27、/updatesInformalluncheons/discussionsInterimcoachingEMS/annualperformancereviewWhen to give feedbackDeliveringFeedback第29页/共63页第二十九页，共64页。Self-FeedbackMotivational FeedbackDevelopmentalFeedbackCoach asks (Inquiry): What do you think went well? What might be improved?Coach offers praise for positive
28、actions. REMEMBER: Never use the word “but.”Coach offers suggestions for future improvement.PresentingFeedback第30页/共63页第三十页，共64页。Crisis Communication第31页/共63页第三十一页，共64页。Adifficultperiodofpotentialoractualharmtoemployees,ordamagetothecompanysbrandorfinancialstability,triggeredbyasuddeneventorlong-smo
29、lderingissueWhileterroristactsfallintothisdefinition,sotoodowidespreadITfailuresornaturaldisasters,amongotherthingsWhatisaCrisis?第32页/共63页第三十二页，共64页。CrisisCommunicationGoalsLeadershipagreementineverystep第33页/共63页第三十三页，共64页。Makeitclearthatemployeessafetyisthefirstconcern,ifapplicableDescribefactsanda
30、ctionsbeingtakenasyouknowthemtellthemwhatyouknow,whatyoudontknowandwhenyouthinkyoullknowmore.Thenfollow-up!EnsureyourmessagesareconsistentwithbusinessmessagesCreatearegularforumforemployeestoask/submitquestionsandforyoutoprovideanswersCrisisCommunicationGoals第34页/共63页第三十四页，共64页。Creating A Communicat
31、ion PlanAssessPlanDoCheck第35页/共63页第三十五页，共64页。StrategicCommunicationsProcessContinuous,IterativeProcessforCommunication第36页/共63页第三十六页，共64页。TaskTool- Assess employee needs- Focus groups- Informal discussions- Employee satisfaction survey - Employee Needs Assessment (Toolkit)- Assess leaders attitudes-
32、 Leadership Assessment (Toolkit) - Assess business needs- Business Needs Assessment (Toolkit) StrategicCommunicationProcessStartbyassessingwhereyouareandwhereyouneedtogoAssess第37页/共63页第三十七页，共64页。EmployeeNeedsAssessmentAssess第38页/共63页第三十八页，共64页。BusinessAssessmentAssess第39页/共63页第三十九页，共64页。LeadershipAs
33、sessmentAssess第40页/共63页第四十页，共64页。StrategicCommunicationProcessTaskTool- Identity stakeholders- Communications Plan Worksheet (Toolkit)- Develop Key Messages- Key Message Worksheet (Toolkit)- Select communication vehicles- Employee satisfaction survey Plan第41页/共63页第四十一页，共64页。What: is happening and wh
34、ats nextWhy: we are doing this (market conditions, competitors, business needs)Who: will be affected (business, department, individuals)Where: you can go for information & questionsWhen: youll hear moreWhat does the business need employees to hear and what do employees want to hear?KeyMessagesPlan第4
35、2页/共63页第四十二页，共64页。KeymessagesarethosethreetofourpointsyouwantyouraudiencetorememberKeymessagesshoulddriveorsupportbusinessoutcomesKeymessagesshouldbe.simplesupportablehonestconsistentrepetitiveKeymessagesmustbetailored/relevanttostakeholdersDevelopingKeyMessagesPlan第43页/共63页第四十三页，共64页。Communications
36、Plan-KeyMessagesPlanDigitizationDigitization meansThis makes our processes easier, faster, cheaper byOur business is looking at digitization in the following areasThis will impact our team byThis will impact your work byId like you toWe need to considerHeres how well prioritizeIllbyMy expectations a
37、reLets follow up第44页/共63页第四十四页，共64页。orOne-way CommunicationPrintVoice-mailE-mailIntranetBulletin boardVideoTwo-way CommunicationOne-on-one meetingTeam meetingDepartment meetingInformal discussionsWeb chatHowshouldyoudeliverthemessage?Themorechangerequired,themoreconsistent,two-waycommunicationyoulln
38、eedPlan第45页/共63页第四十五页，共64页。TypesofVehiclesTypeWrittenSamplesE-mailsLettersNewslettersIntranetOnline Chat-Web chat-SametimeUse forBroad disseminationDocumentationMessage reinforcementImmediateBroad disseminationMessage reinforcementQ&AInteractionOne-wayCan be one-way or two wayVerbalOne-on-one meetin
39、gs-Formal-InformalGroup meetings- Large or small- Skip level- Roundtable- Walk the floorVoicemailInfluence behavior/attitudesCheck for understandingRecognitionFeedback/coachingInfluence behavior/attitudesCheck for understandingRecognitionUrgent requests/informationData “snippets”Action to-doTwo-wayT
40、wo-wayOne-wayPlan第46页/共63页第四十六页，共64页。StrategicCommunicationProcessIfyoudontreachasharedunderstanding,youhavenotcommunicatedTaskTool- Deliver the message- Agenda- Meeting checklist- Check for understanding- Informal discussion- Request action plan/priority list- Solicit feedbackDo第47页/共63页第四十七页，共64页。
41、TeamMeetingChecklistDo第48页/共63页第四十八页，共64页。MessageChecklistDo第49页/共63页第四十九页，共64页。StrategicCommunicationPlanAtaGlanceDo第50页/共63页第五十页，共64页。StrategicCommunicationProcessChecktheeffectivenessofyourcommunicationsandadjustyourplanbasedonthefeedback!TaskTool- Assess the effectiveness ofindividual communicat
42、ions-Assess the effectiveness of your overall communications- Plus/Delta-Informal discussion-Focus groups-GE Opinion Survey-Assessments-Pulse surveysCheck第51页/共63页第五十一页，共64页。Tools第52页/共63页第五十二页，共64页。CommunicationsPlanWorksheetWho doyou need to communicate to? Your team The business Individuals Custo
43、mersBusiness StrategyWhat is the purpose ortopic to be covered?Specific Communication or EventWhat are the key messages that you want to drive toyour audiences?Whatvehicleswill you use todistribute yourmessages to youraudiences? Mod chat email all hands webcast one-on-one mtgHow oftenwill youcommuni
44、cate? weekly monthly quarterly What willsuccess look like? How willyou know when you get there?第53页/共63页第五十三页，共64页。-E-mail from biz leader-Training-Managers Minute-Mgr comm website-Performance reviewsWhen: FrequencyManagersAll employeesDirect reportsHRMsImprove Open and Honest CommunicationMgrs are
45、the link in open and honest comm between the biz and employeesImproving mgr comm will increase employee satisfaction, productivity, and drive business goalsComm is a core leadership competency Business will use comm metrics in leadership, mgr performance evaluationsHRMs: You also will help support i
46、nitiative across organizationBusiness is committed to improving open and honest communicationWill use comm metrics in leadership, mgr performance evaluations-E-mail from biz leader-Training-Performance reviews-E-mail from biz leader-Train-the-trainer-Performance reviews-E-mail from biz leader-All-em
47、ployee broadcasts-Focus groups-Progress updates-1x-1x-Ongoing-1x-1x-Monthly-Ongoing-Ongoing-1x-1x-Ongoing-1x-Bi-monthly-1x-QuarterlyGE Opinion SurveyFocus groupsInformal feedbackRetention of hi-potentialsGE Opinion SurveyGE Opinion SurveyGE Opinion SurveyWho: Stakeholder/AudienceWhat:Purpose/Topics/
48、MessagesHow/Where: Activity/VehiclesMeasurement: How will you know if you were successful?SampleInitiativeCommunicationsPlan第54页/共63页第五十四页，共64页。SampleCommunicationsCalendarThursdayMondayTuesdayWednesdayFriday5121926September 2005 8-9 am direct report staff mtg 8-9 am direct report staff mtg 12-1 pm
49、skip level luncheon 12-1 pm skip level luncheon 2-2:30 pm direct report 1 on 1: c. janus 2-2:30 pm direct report 1 on 1: a. cowel 8-9:30 am-monthly all hands mtg 9-9:30 am- walk floor 2-2:30 pm- walk floor 4-4:30 pm-walk floor 2-2:30 pm-walk floor 1-1:30 pm- walk floor 2-2:30 pm direct report 1 on 1
50、: b. jones 2-2:30 pm direct report 1 on 1: r. smith E-mail monthly progress report第55页/共63页第五十五页，共64页。第56页/共63页第五十六页，共64页。Understand why and how strategic communication plays a key role in their effectivenessLearn about the communications model and how to apply it with their work team or departmentD
51、evelop measurable communication action plans that address both business and employee needsGet started with practical tips and tools that can be put to immediate useManagersCommunicationsToolkitThe Toolkit is designed to help GE managers:第57页/共63页第五十七页，共64页。ManagersGEOSToolkit第58页/共63页第五十八页，共64页。Crea
52、te Your Own Plan第59页/共63页第五十九页，共64页。Whats Next?第60页/共63页第六十页，共64页。WhatShouldYouDoNext?PosttheGEOrganizationalCommunicationModel(PieChart)inyourofficeKeepcopiesoftheCommunicationsPlanningWorksheethandyHaveyouremployeesassesstheircommunicationneedsandconsiderthatfeedbackduringyourplanningDevelopafolde
53、rorbinderwhereyoucankeepandrefertoyourcommunicationtools,planyourcommunicationsandtrackyourprogressDevelopandlaunchyourplan!第61页/共63页第六十一页，共64页。YOUareaccountableforeffectiveemployeecommunicationUnderstandtheimportanceofcommunicationandtakeappropriateaction!Approachcommunicationthesameasotherbusiness
54、deliverables:AssessPlanExecuteMeasureRememberResultsrequireyourplanning,actionandcommitment.第62页/共63页第六十二页，共64页。感谢您的观看(gunkn)！第63页/共63页第六十三页，共64页。内容(nirng)总结Understand how communication plays a key role in your effectiveness as a leader and in delivering business results。Facilitatorof Understanding。Howsmy unitdoing。Howsmy unitdoing。Doesanyonecare第六十四页，共64页。
