turning managers into communicators workshop · 2018-08-10 · today’s agenda 3 what are we up...
TRANSCRIPT
Turning Managers Into Communicators Workshop
August 7, 2018
San Diego, California
Bryant A. Hilton
2
Engaging employees.
Navigating change.
Austin, Texas
Today’s Agenda
3
What are we up
against?9:00
10:00
11:00
12:45
1:45
2:45
Getting into our
managers’ minds
Filling your manager
channel with content
Starting with the
big picture
Building your
training program
Keeping things
going after launch
10:45
Break11:45
Lunch
2:30
Break
3:30Bringing your
program to life
Introductions and “war stories”
Who are you?
Where do you work?
What’s your manager communications “war story”?
4
Manager Objections
(and maybe a few of our own)
5
Where would I find the time?
I have no idea what to say
I don’t get paid to communicate
I don’t want to
No one told me to communicate
I am NOT getting on stage
You’re the communicatoraren’t you?
What if they go off script?
Objectives and What We’ll Cover
14
Biggest challenges managers have in actively communicating?
16
Keeping up with changes in the organization
Time, Skills/Ability, Desire
Time and understanding of the role and of the content
Workload and lack of communication skills
Lack of time, lack of training, following “old” company culture
Biggest challenges in getting managers to communicate?
17
Information overload, lack of manager accountability
Getting them to prioritize and see the value
Reaching them and driving them to take action
Getting managers to involve IC with wins and big projects
Manager Communications
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• How to build a program
• Overcoming objections to participation
• Strategize program mgmt., maintenance
• Making this part of your overall IC efforts
• Get rid of bad managers
• Provide holistic management training
• Take on accountability for manager ability
• Replace your HR or Training departments
• Give you another project to add to the list
What we will cover today What we aren’t setting out to do
Our own needs and expectations to launch manager
communications programs
19
Strategy
Amplify your IC efforts
Lead with data
Resources
Time, primarily
Planning
Content development
Maintaining after launch
Partnership
HR esp.
Helps enhance program
Leadership Support
Lead expectation setting
Source for content
Questions?
20
Starting With The Big Picture
22
Does your organization have a formal manager communications program in place?
23
Have you completed a
communications audit in the
last 12 months?
Are your people managers doing enough to communicate?
NO: 100%
24
What do we have to work with?
25
Only 15% of employees worldwide are engaged in their job
- Gallup, State of the Global Workplace, 2017
27
31%Engaged
-Gallup
When engagement is lacking, it’s easy for people to leave
28
74%Workforce open to a
job move
- Jobvite
66%Millennials who expect to leave their
organization by 2020
-Deloitte
12XRegrettable attrition rate of disengaged
employees vs engaged ones
-Glint
Hiring new people is expensive, time consuming, and competitive
29
42 DaysAverage time to fill
open role- SHRM
1-2 YearsNew employees reaching productivity of lost ones
-PeopleKeep
72%CEOs concerned about ability
to hire key skills-PwC
11XEmployees with poor
onboarding less likely to recommend
-Glint
$4,129Average cost-to-hire
-SHRM
65%Recruiters claim talent
shortage is biggest challenge-Jobvite
5.85 millionUnfilled job openings in U.S. – a
record (April 2016)-Glassdoor
Managers have a huge impact on engagement and retention
30
70%Variance in
engagement scores attributable to
managers- Center for Generational Kinetics
93%Employees that report trust in
their boss is essential to remaining satisfied at work
-PwC
3XLikelihood of engagement from employees who regularly meet
with managers-Gallup
> one-halfEmployees reporting they would turn down a 10% pay increase to stay with a great manager
-Ultimate Software
50%Employees quitting jobs who cite a bad manager as the
reason.-Gallup
Communication Audits
Communication Audits
• Different than engagement surveys
• About listening, and gaining feedback
• Get to what is and isn’t working with communications
• In this case – with manager communications
• Can be robust, or simple
• Provide a great baseline to build from
32
The Audit Process
33
PLANNING
• Strategic
• Clear objectives
• Carefully planned
questions and process
• Leadership buy-in
CONDUCTING
• Mix of qualitative and
quantitative
• Collect great data
• Entire organization
represented
ANALYZING
• Collate and assess
• Return to objectives
• Sift-out non-
communications
feedback
TAKING ACTION
• Share results
• Rank actions
• Find immediate wins
Quantitative and Qualitative Elements
34
• Several tools available
• Check response rates
• Process for online and offline
• Have some classification of responses
• Double check for bias/leading language
• Focus groups are best, easy
• Manager vs. individual contributor groups
• Group similar levels in organization
• Diversify otherwise
• Ask probing questions
• Make everyone contribute
Quantitative Qualitative
Focus Groups
• 10-12 people = ideal size
• Mix by department, office, etc.
• But separate by individual contributor vs. people manager
• “Vegas rules” – and everyone has to participate
• Ask probing questions – this is a chance to get to the heart of things
• Often helpful to have one person lead, one make notes
• Compile notes and feedback quickly while it’s fresh
35
Audit Example
36
Audit Example – Transport/Energy Company
• Conducted in compressed timeline – on purpose
• Economical – comms team legwork, Survey Monkey, plane tickets
• Survey (online and offline), and focus groups
• All key geographies, employee types, multi-language
• Key results shared, action plan implemented
37
Key Research Takeaways (I)
Progress noted, but room to improve
• Most staff positive on communication, but seek improvement
• Low morale, trust impacts some sites
Limited awareness of major programs
• Inconsistent knowledge about key programs, policies
• Briefing tools not used consistently
• Content not localized, practical or sustained
Intranet key to solution
• Intranet has reach & potential, but lacking, unreliable
• Upgraded intranet seen as biggest win
Key Research Takeaways (II)
Cascade process key, but uneven
• Managers key but outreach, impact mixed
• Senior leaders much better informed
• Divisional outreach inconsistent
Relevance missing piece
• Want/need more functional, regional content
• Priority is info to do jobs vs. corporate
• Language key issue in some locations
Challenge to reach mobile, remote staff
• Major info gap beyond SLT, HQ sites
• Remote staff limited by routine, distance, infrastructure
Potential Additions to FY13 Plan• Expand production/posting of timely program info, CHC news
• Establish governance to manage content relevance & quality
• Good way to introduce critical “pull” tool & multi-media content
• Supports strategy to increase global relevance, reach
Reboot Intranet
• Lack of awareness at all levels about communication options
• Develop toolkit to publicize, promote tools (purpose, tips, access)
• Leverage tool to drive efficiency (e.g. email etiquette, SM policies)
Communication 101 Primer
• Expand, formalize efforts to develop global network
• Leverage local contacts to guide local cascade (translation)
• Build capability to obtain, share representative employees stories
• Use editorial team to identify, address regional issues, questions
Global Communication Network
• Build on efforts to “export” Town Hall content, program announcements to locations outside HQ
• Involve other Global Leaders, RDs as appropriate
• Informal visits, discussions can have positive impact
• Leverage global team to ensure outreach is locally relevant
Expand & Formalize SLT Outreach
Discussion:
What do you need managers to communicate?
What are employees in your organization needing/expecting?
Objections to overcome: from managers, from leadership, from you/your team?
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Questions?
Some potential reading
43
1
2
Gallup, State of the Global
Workplace 2017
hhttp://news.gallup.com/reports/
220313/state-global-workplace-
2017.aspx#aspnetForm
Glassdoor: 50 HR and
Recruiting Statistics for 2017
https://b2b-
assets.glassdoor.com/50hr-
recruiting-statistics-2017.pdf
50 Recruitment Stats for HR
pros 2017
https://devskiller.com/50-
recruitment-stats-hr-pros-must-
know-2017/
Forbes: Employee Trust
In Managers story
https://www.forbes.com/sites/
forbestechcouncil/2018/02/08
/employees-dont-trust-their-
managers-and-its-hurting-
your-bottom-
line/#7719a4f81f33
HBR: What Great Managers
Do To Engage Employees
https://hbr.org/2015/04/what-
great-managers-do-to-engage-
employees
3 4
5
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Additional Info: Overcoming Manager Objections
Finding the Time
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• Engagement = productivity
• This is about working smarter
• Employees want this
• Your managers expect it
• Imagine: Less time recruiting and interviewing!
We’ll Help and Support
46
I have no idea what to say
• Best “selling point” for training
• We want you on message
• We have the content
• This is about listening too
• A more informed team is a more engaged one!
You Are Rewarded
47
• Finding good people costs $$$$
• Opportunity cost of productivity
• Audit results – sell with data
• Part of “how” you work, not just another thing to do!
Your Team Expects It
48
• Good leaders communicate
• Productivity, engagement gains
• Why the training is here
• We’ll make it easy! And, we have a vested interest in your success!
That’s why we’re here
49
• Manager audit results
• Leadership expectations
• Part of manager development
• Imagine your team more engaged and aligned!
Don’t worry
50
• Consistency is key
• Lots of mediums available
• Imagine – being a great communicator and never speaking in public!
Yes, but…
51
• This is a partnership
• Employees looking to you
• Your leadership expects it
• It could be the key to keeping good people around longer!
What the program is for
52
• Tools, content, channels
• Why we’re training
• Remember, manager communications is one part of the IC mix!
Getting Into the Minds Of Our Managers
Manager Personas
54
Frontline Fran
Middle Management Mike
Executive Ellen
Salesperson Sally
Influential Ian
Frontline Fran
60
• Likely non-desk, shift work?
• Regular in-person meetings
• Give it to me quick and make it easy
What can we expect
How can we help
• Move beyond email
• Content that is quick, easy to use
• Take advantage of regular interactions
Middle Management Mike
61
• More likely traditional office
• Lots competing for attention
• Ready to put context to work
What can we expect
How can we help
• Give some background to work with
• Emphasize time for communications
• Share the big picture
Executive Ellen
62
• Likely has opinions and own voice
• Manager of managers
• Large degree of influence
What can we expect
How can we help
• More personalized/bespoke approach
• Understand objectives – match those
• Listen for the voice –help amplify
Finding the Time
63
• On the GO
• Always focused on meeting goals
• With customer more than team
What can we expect
How can we help
• Make it easy, share it verbally
• Tie back to the goals
• Make her a storyteller
Influential Ian
64
• Informal, but a leader
• Knows the pulse of the org
• Probably good translator
What can we expect
How can we help
• Share info with context
• Collaborate
• Leverage the ambassador role
Our Employees
65
Making the Connection
66
• Direct connection
• Relevant, Timely info
• Understand fit into company direction
• Feeling supported, heard
• Everyday speak
• Giving feedback
• Translating information
• Finding the right info
• Listening as much as talking
• Getting comfortable with ‘I don’t know’
What Employees Want “Trip-ups” for Managers
Questions?
67
Building Your Training
Your Training Program
69
Trainers
YOU…and your team
Cooperation w/ HR/L&D
Use “rhythm” of org
Reaching Managers
Small groups
Their locations
Track progress
What to Present
Stand-out
Flexible (audience, topic)
Comms 101 (1st time)
Benefits
Low cost
Build internal network
Uncover great stories
You, IC, Leading the Trainings
Why:
▪ You know this topic “inside out”
▪ Differentiation = success
▪ Establishes you as a key resource
▪ New connections and stories
▪ Cost-effective
70
Reaching Managers
▪ Go to your managers
▪ 10-15 people per session is ideal
▪ 60 minutes is a “sweet spot” for first training, 2 hours if you can
▪ Ideal group mix: same location, similar level, varying departments
▪ HR can be great partner in assembling groups
▪ Do tell managers’ managers first
▪ Keep track of progress
71
What to present
▪ Importantly, make it stand out – different from other training
▪ Visually appealing slides, but light text
▪ Keep it conversational, you can always do handouts
▪ Make it your own – photos from employees may be all you need
▪ Have a “presenter’s guide” to go with presentation
▪ Include “Communications 101” topics – the first time
▪ Include other topics you need to impart
▪ Stay flexible – by audience, by topics covered
72
Benefits
▪ Cost-effective
▪ No “waiting around” to be included in other trainings
▪ Quality control
▪ Expanding your internal network
▪ Listening posts
▪ Influencer network
▪ Attracting story ideas
73
Discussion: Great TrainingsHow Can We Leverage Those?
74
75
Design Thinking
Sample Training Materials
Communications 101
77
Conceptsto include
Outcome
based approach
Anticipate timing
Process not
a product
Communications
is dialogue
Anticipate audience
Comfort with
“I don’t know”
Plan messaging
Know where to get help
Sample Training Slides
78
Communicating for Success: Doing More, Going Further to Engage our Teams
• Core skills
• Planning tips
• Realistic approach
• Resources and support
• Exercises
COMMUNICATION...WHY – WHAT – HOW
Our people consistently say they want managers to be a primary information source.
Why This Matters. Why You’re Here.
The Critical “Last Mile”
You are the trusted source of information for your people on the front lines of our business.
Communications is a Process
• Who do you need to inform?
• What is best way to reach them?
• What do you want them to do?
• How will you make it specific?
• Are there any risks?
What do you want your team to
Know? • Feel? • Do?
Focus on Desired Outcomes
Delivering Effectively
• Be concise, clear and memorable
• Have clear examples
• Avoid jargon, cliches
• Link closely to desired outcome
• Try to share through storytelling
Communication is Dialogue
• Actively listen
• Address questions, concerns
• Welcome feedback
• Be available
Communication Channels
• Many channels available
• Select carefully
• Face-to-face always preferable
• E-mail not always the answer
Tactics Checklist
• Format/Channel
• Timing
• Context
• Sequence
• Cascade
• Globalization
• Evaluation
• Risk/approvals
Sample Additional Materials
89
Speakers Guide for Other Trainers
90
Keep Track For Your Own Metrics
91
Exercises During Training
92
Exercise 1
• Match events to channels
• Work on own for 10 minutes
• Team will share/discuss results
FORMAT
EVENT Email
WebEx
Presentatio
n
Town Hall
Meeting
Feature in
Landing
Pad
Brown Bag
Meetings
Video
Segment
Bulletin
Board
Posters
Conference
Call
Team
Huddle
Group
Page on
Landing
Pad
Staffing
changes
Team
achievemen
t (best
practice)
Local News
Update
New
Business
Wins
Positive
Media Story
Earnings
Update
Engagemen
t Survey
Debrief &
Planning
HR Benefits
Change
CHC
Strategy
Update
New
Technology
Platform
(AMOS)
Exercise 2
Think of a real story that...
• Illustrates our purpose, strategy
• Details notable challenges, wins
• Focuses on your people
• Has lessons for team
Final thought
96
• This takes time to create, roll-out, maintain
• Possible to get help on all aspects
• Strongly suggest not outsourcing training to other teams
• Do something to make it your own
• Don’t miss chance to build internal network
Questions?
97
Providing Managers With Great Content
Existing channels to reach managers
99
0
20
40
60
80
100
120
Targeted emaildistro
Manager-onlyintranet
Manager-onlysocial/mobile
Manager-onlyleadershipmeetings
Other
Key topics for managers to cover
▪ HR-type topics
▪ Organizational change
▪ Company strategy alignment/enhancement
▪ Organization wins
▪ Team news/priorities
100
Adding Manager Element to All IC
▪ Pre-briefings
▪ Manager-only briefings
▪ Additional “cuts” of existing content
▪ Ready-made presentation material
▪ Let managers share the news
▪ Leverage manager network to enhance conversation in all-hands, etc.
101
Considering Manager Audiences
▪ Think in elevator-pitch, summary, and conversation cuts of info
▪ Consider briefings that work
▪ Help managers learn storytelling – make it easy to contribute
▪ Add the FAQ
▪ Be explicit with the “how to” instructions
▪ Make it easy to access information
▪ Don’t overcomplicate it
102
Repurposing Content – Both Ways
▪ Executive presentations re-purposed
▪ Turn team stories into organizational ones
▪ Develop “meeting minutes”
▪ Create content once, use many different ways
▪ Help introduce managers – keep a human element
103
Modeling Good Behavior
▪ Manager spotlights
▪ Manager peer groups / best practices
▪ Manager-generated content in company channels
▪ Competitive element – if it’s fun/productive
104
Some examples
105
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FY15 Performance Management – Meeting Minute
• PMP is underway -- importance:
– Opportunity for two-way dialogue with manager
– Feedback to help you achieve personal and team goals
– Investment in your career
• Current deadline: Self-evaluations (due by May 15)
– Does not take long to complete
– Prepares you for live discussion meetings
• Participation:
– All CHC people welcome
– Requirement for non-CLA team members
Elevator-pitch For Stand-up Meetings
107
Manager Briefing re
Org. Changes
108
Key elements: Background, How-to Use, Talking Points, FAQ
Manager“cut” of
Executive Presentation
109
StorytellingGuide
110
The Details
111
• Stories about transformation can be written in a problem-solution-outcome
type format. (After studying process X, we assessed that it cost twice as much
as it should because of Y. We implemented the following solution, and got
these results.)
• Be sure to cover:
o Who?: What teams, individuals will benefit?, who was involved in the
effort?
o What?: What was the project? What was being solved for?
o Where?: “A team at X base realized they had a solution for Y… ”
o When?: How long did it take? When will results be known? Etc.
o How?: The problem-solution-outcome set-up can answer this
question.
• Include a clear, demonstrable improvement outcome. (We saved x$, we cut
turnaround time by X, a team’s jobs are easier now because…, this is
industry-leading because…).
• People like to read about the experiences of people involved, so
include quotes.
• Pictures are worth a thousand words. Photos of teams working on
projects and of our locations are helpful. Photos from a smartphone
are useable.
• People pay attention to stories with some drama – time pressure, a
goal that needed to be reached, a move that was industry-first for us,
etc. How would you share this story with a friend or relative? That
will help unlock details that our people will want to know about.
• People also pay attention to descriptions of experience they can
relate to – the “human factor.” Including details about how the
effort you are describing made work easier/better/more interesting
for you and your colleagues helps bring a story to life.
• Finally, tie the story back to our strategic framework or current
priorities. (For example, highlight if the effort helped advance an
operational priority: improving TAT, maintenance planning, reliability,
fill the bins)
Introducing Managers
112
Introducing Managers
113
Guiding Managers to Have Discussions In Team Meetings
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Discussion: Reactions to the results
• What was validated?
• What was surprising/unexpected?
• What do you want to learn more about?
• What reflects changes/issues over the last 6 months?
• What initiatives might address some of the results?
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Discussion: Overall Strengths
What are some overall strengths on which we can build?
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Discussion: Opportunities and Actions
What opportunities do we have based on our results?
What actions can and should we take?
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Next Steps
We will choose one to three team actions we can take.
Those will be based on:
• Today’s discussion
• Biggest areas for improvement based on survey results
• Leveraging our strengths to help us meet business goals
• Alignment with company and functional goals
We will meet again XXXX to share those actions
• We will review progress against those in team meetings
If we feel strongly about more than three actions, we will prioritize and address the top three first
Considering Channels
119
Channels to Inform, Engage Managers
120
▪ Email works – but consider drawbacks
▪ Manager meetings, briefings, updates
▪ Private area of intranet/doc sharing
▪ Great for repository, consider access outside office
▪ Private social or mobile channels
▪ Great for reach, consider ease of finding information
Discussion:
Most important content you need to give
managers to use/share that they are not today?
How are you going to change it?
121
Questions?
122
Keeping The System Running After Launch
Keeping Training Going
▪ Reaching managers as they join organization, or become managers
▪ HR partnership
▪ Can you be part of on-boarding?
▪ Keeping track of it all
▪ HR, IT partnerships
▪ Leveraging manager network in organization
▪ Schedule and plan, and plan again
124
“One and done” won’t cut it
Keeping Your Training Fresh
▪ Reflection after each section
▪ Executive input
▪ Regular review by communications team
▪ Pulse feedback from trainees
▪ Seek out best practices
▪ Plans for “Communications 201”
125
Keeping it Top of Mind
▪ Leveraging manager network
▪ HR partnership / calendar
▪ Discussion on social / mobile channels
▪ Help managers sort-through: quarterly update?
▪ Leveraging leadership/executives
126
Measure, Report, Repeat
▪ Track managers trained
▪ Partner with HR on plan to reach all
▪ Report results to leadership
▪ Collect and use feedback
▪ Cross reference with future audits, engagement surveys
▪ Pulse survey to employees of trained managers
127
Making it Part of What IC Does
▪ Work into annual/quarterly planning
▪ Review other IC plans, opportunity to work in manager comms?
▪ Manager communications won’t replace other IC efforts…
▪ ….But it does take time to manage
▪ ….Keep the amplification factor in mind
128
Discussion
~2 minutes: What will you stop/start/continue to enable manager communications?
~1 minute: report out to group
Group support and feedback
129
A Few Last Considerations
▪ What about managers who won’t take action?
▪ The 10/80/10 rule
▪ What resources do you need?
▪ Crawl, walk, run approach – make sure you can keep things going
130
Questions?
131
Bringing Your Program To Life
What are your plans to create a manager
communications program when you return
to office?
133
Partner up
3-5 minutes to brainstorm
5 minutes to share with partner / support + add
1-2 minutes – each person reports to group
134
Workshop survey
Materials emailed
LinkedIn private group invite
Keep an eye out for:
Bryant A. Hilton
137
+1-512-426-5608
LinkedIn: BryantHilton
THANK YOU