lm communication principles

8/6/2019 LM Communication Principles

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1 Nokia Siemens Networks May 2008

Line Managerscommunications principles


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Line Managers communication principles

Line managers communication role description

General principle: in NSN every manager has a communicationrole to fulfill and to communicate openly and transparentlyaccording to our values

Organizational studies have shown that there is a clear positivecorrelation between the quality of communication in an organization andjob satisfaction and performance.

Direct line managers are in the key role in creating the satisfaction for theworking communities, as the employees associate their line managersalso as direct representatives of the companys top management, andthey want to hear directly from the line managers things that are directlylinked with their own work, and also about things that are linked to thegreater entities e.g. vision and strategy of the company

Open and transparent communications is the aim we strive for Leadership means commitment to communication and responsibility for it.

This is a management task that cannot be delegated.

Poor communications will cause employee dissatisfaction, high attritionand will impact at the end on customer satisfaction


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Line Managers communication principlesFirst principle

Line Managers of NSN are responsible forengaging employees of NSN to contributeto the employee satisfaction

Engage through communication communications in an organisation

enables achievement of common goals. Demonstrate behavior expected from a

member of the NSN team i.e. NSNvalues

Keep employees up to date with how

they are performing Share successes as well as failures


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Line Managers communication principlesSecond principle

Line Managers do not need to know everything,but they need to know what is important tocommunicate to their teams, where to find therelevant information, when to communicate itand how

Line Managers need to get familiar with the

issues/topics they are communicating to theirteams Line managers need to know when the

information should be communicated andhow often is often enough

If in doubt, ask advice and direction from their

own line managers or from HR andcommunications Actively search for information and familiarize

yourself with the content available


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Line Managers communication principlesThird principle

Line Managers should engage with theirteams on regular basis

Take the time and be available for yourteam

Organize team meetings on a regular

basis to share the status, ideas and bestpractices within the team, and tocommunicate topical issues and to keepthe team informed about mattersrelevant for their daily work


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Line Managers communication principlesFourth principle

Line Managers are responsible fortranslatingmessages to their team and select the relevantinformation to share

Line Managers need to keep employeesup to date they are responsible tocascade the information, and understand

how to make it work and how to beselective about what needs to becommunicated

It is important to define - whats in it forme & the team before communicating

and to make a linkage how did the teamcontribute and how should they continuecontributing


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Line Managers communication principlesFifth principle

Choose the right channel forcommunicating

Face-to-face communication isessential in change situations and insituations which has a direct, major

impact on the employees Indirect effect to employees or

business as usual topics can becommunicated using other channels,e.g. one-way channels such as email


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Line Managers communication principlesSixth principle

Give feedback and keep the right direction

Managers need to motivate theiremployees through effective andsupportive two-way communication.

All employees should have the opportunityto express ideas, listen and respond to

one another. Feedback giving is important in order to

keep the right direction, also rememberthat corrective feedback is needed to getthe team members to improve theirperformance or to find the right directionfor their work.

Line managers should actively ask /search feedback from their teams


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Line manager involvement in communicationQuarterly comms Discuss Q-results with

the team, give feedback

and direction

Strategy comms Help the team to

understand the strategy

and everyones role inimplementing it

Corporate/Unit programs

Help implement corporate /unitlevel initiatives down to teamlevel by providing informationand acting as a role model

HR comms Have HR topic discussions e.g.

ATP discussions, according toNSN process & schedule

Communicate any other HR-related topics relevant foremployees

Other topics e.g.

Values, STP

LineManager

Change comms Organisational changes

Changes in ways of working, newproducts etc.

Communicate restructuring plans

affecting the team in a respectfulmanner, following closely legal, HRand comms guidance

Team directly impacted provide information, support

and leadership to the team ina respectful manner, whilesuccessfully implementing theneeded change aligned withlegal, HR and communications

Team indirectly impacted Provide information and

support to the team to createunderstanding on the plannedchanges

Business as usual comms Keep the team informed about

matters relevant for daily workflow

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