what did you say? internal and external communications
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DESCRIPTIONEffective communication is vital to an organization's success. Communication comes in many forms, i.e., electronic, hard-copy and of course, the spoken word. This presentation from the 2012 National Postal Forum in Orlando Florida provides the do's, don'ts and best practices for communicating efficiently and effectively.
- 1.What Did YouSay? Internal & ExternalCommunications Jeff StangleChristine J. ErnaApril 3, 2012
2. AGENDAThe Cost of PoorCommunicationsWho Is Our Customer?Crafting a SuccessfulMessageBest Practices forCommunicating Spoken Word Power Point Electronic/E-mail 3. The Staggering Impact:The Cost of Poor $37 billion: total estimated cost ofCommunicationemployee misunderstanding 400 surveyed corporations in the U.S.and U.K. Average cost per company is $62.4million per year $26,041: cumulative cost per worker per year due to productivity losses from communications barriers. Conversely: Companies that have leaders who are highly effective communicators had 47% higher total returns to shareholders Best Buy found that higher employee engagement scores led to better store performance. The company found that for everypercentage point it boosted employeeengagement, individual stores saw a$100,000 increase in operatingincome annually. Source: David Grossman, founder and CEO of The Grossman Group3 author of You Cant Not Communicate and the follow-up, You Cant Not Communicate 4. WHO IS YOURCUSTOMER?Someone who pays forgoods or servicesInternal person whosponsors my projectAnyone who needs myproduct, service, orexpertise 5. Tips for Effective Communication Start with a Solid Foundation Give Advice When Needed Have a Method or a System Avoid Jargon Do More Listening Than Avoid AssumptionsTalking Use Examples When Possible Dont Be Afraid to AskQuestions Make Your CommunicationCount Be Patient with YourExplanations Put it in Writing Explain Your Reasons and Keep it ProfessionalThought ProcessesNational Postal Forum 2012 6. Crafting a Successful Message6 Steps to form your message: Choice of Medium affected by: Get the Persons Attention Need for record Define the Problem Direction of the information flow Establish the Sense of Urgency Number of people to be reached Provide Direction Confidentiality Establish Credibility Nature of the information length,complexity, speed of transfer Define the Expected Outcome Cost of the mediumNational Postal Forum 2012 7. The Spoken Word - Best Practices The Elevator Pitch A short summary used to quickly and simply define a product, service, or organization and its value proposition. It should be possible to deliver the summary in the time span of anelevator ride, or approximately thirty seconds to two minutes. Situation The CEO of your company gets on the elevator, and you have 30 seconds of uninterrupted time to explain a new idea What do you say? How do you get the message across in 30 seconds?National Postal Forum 2012 7 8. The Spoken Word - Best PracticesThe Perfect Elevator Pitch Pop Quiz Hot Shot! Theres a bomb on a bus Attention grabber Once the Bus goes 50MPH, the bomb is armed, if it drops below 50, it blows up. What do you do? Define the Problem / Sense of Urgency Place $3.7MM in unmarked dollars in a trash can Provide Direction Used to be on the bomb squad - Credibility National Postal Forum 2012 8 9. Non-Verbal Communications National Postal Forum 2012 10. Communicating in Power Point - BestPractices Preparing your presentation Communicating your message effectively Preparing good quality slides Pitfalls Hints and tips to maximize usefulness Presenting your talk Avoid jargon or acronymsNational Postal Forum 2012 11. Communicating in Power Point - BestPractices Write your conclusion / summary slide first Keep to about 5 key points Develop an overall theme/story Stick to time limit: approx. 1 slide per available minute Get to the point (e.g. show data within 5 minutes)National Postal Forum 2012 12. How to construct a Power Point BestPracticesReturn Mail is We can The impact costing reduce returnthis will haveour companymail by doingon the money theorganization following is - $3 per piece in - Get criticalOperating costinformation - $100 inon each mail piece- Reduce operating costreceivables on - Improve workflow - Reduce postageunpaid invoices- Employ proven- Get invoices paid- Lost opportunitiestechnologyon marketingcampaigns National Postal Forum 2012 13. How to construct a Power Point Your Turn National Postal Forum 2012 14. E-Mail Messaging - Best PracticesWhen Youre the Sender 6. Provide context to frame your message.1. Make sure that email is the right communication tool for the job. 7. Dont forget the rules of grammar and punctuation.2. Get to the point right away. 8. One message, one topic.3. When asking a question, be sure to ask the question. 9. Provide a summary when you forward an "FYI" email.4. Specify who should respond. 10. Subject Line5. Be clear about when you need aresponse. National Postal Forum 2012 15. E-Mail Messaging - Best PracticesWhen Youre the Recipient1. Dont make any assumptions about the senders emotional state.2. Dont escalate a conflict by sending an emotionally charged response.3. Ask for clarification.4. Use your email softwares built-in tools to help organize messages.5. Remember: You dont have to respond to every message right away.National Postal Forum 2012 16. Internal Communications - Best Practices What kind of information am I communicating Technical Operational Confidential Detailed process documents are needed to convey thespecifics Process Maps clearly show flow and ownership potential gaps and opportunitiesNational Postal Forum 2012 17. Sample High Level Process Map Be sure to show enough details. Who does the presort IT or Production? National Postal Forum 2012 18. Communicating Operational Information - Performance Numbers and stats convey the facts not the interpretation.National Postal Forum 2012 19. Dashboards Interpret and present High PriorityMediumPriorityLow Priority the data a Multiple LevelsProcessProduction Disaster Recovery Design Standards Central Reporting Presort/DeliveryPrint/ProductionProcess MapsTrack & Trace Reply&ReturnData Quality (Visibility) Funding BU/DepartmentGeneral Mail HQ DistributionGeneral Mail Financial ServicesGeneral Mail Human ResourcesGeneral Mail Regional & district officeGeneral Mail Service Centers Executive LeadershipStatements PayrollStatements Banking OperationsStatements ServicesPromotionalPrint ServicesPromotionalMediaScorecardArea of Concern ImprovementBest Practice TBDCorporation899287 76 Mail Council / Postal Strategy OVERALL RESULTS:BU/Department General Mail HQ Distribution02413 10 General Mail Financial Services 01716 14 General Mail Human Resources06 25 16Team General Mail General Mail Statements StatementsRegional & district officeService CentersPayrollBanking Operations 0 0 0 22337114403542 10452 Statements Services 01222 13 PromotionalPrint Services 33 401 PromotionalMedia33 401 Program Owners 2009 2009 2009 2009JanFebMarAprNCOALink License / Move Update Processing Entire DB CASS20172020 Data Used1200NCOA2220DailyDeleteEWS 0.21% 0.00420% 0.24% 0.00430% 0.18% 0.00365% 0.18% 0.00326% CASSCASS 98.3% 98.3% 98.3% 97.9% DPV97.6%97.6%97.7%97.3% Wo rst Est. PBV 2009 May 200 00.16% 0.00386%98.3%97.7% 2009 Jun 201 10.17% 0.00464%98.3%97.7% 2009 July181 20.22% 0.00402%98.3%97.7% 2009 Aug 192 10.16% 0.00023%98.3%97.7% 0.987803 2009 Sep 200 10.19% 0.00029%98.3%95.5% 0.986503 2009 Oct 200 20.24% 0.00021%98.3%97.7% 0.986586 2009 Nov 200 20.20% 0.00023%98.3%97.7% 0.987086 2009 Dec 200 20.20% 0.00021%98.3%97.7% 0.987036 2010 Jan 200 20.17% 0.00022%98.3%97.7% 0.986971 Process Owners 2010 Feb 200 20.18% 0.00020%98.3%97.7% 0.986903 2010 Mar 200 20.15% 0.00022%98.3%97.8% 0.987113 2010 Apr 200 10.18% 0.00019%98.4%97.8%0.98724 2010 May 200 10.16% 0.00019%98.4%97.8% 0.987523 2010 Jun 200 00.14% 0.00017%98.4%97.8% 0.987328 2010 Jul 190 20.16% 0.00022%98.4%97.8% 0.987072 2010 Aug 200 00.21% 0.00027%98.4%97.8% 0.981249 2010 Sep 200 00.14% 0.00027%98.4%97.8% 0.987201 2010 Oct 200 20.20% 0.00014%98.4%97.8% 0.987362 2010 Nov 200 20.17% 0.00016%98.4%97.8% 0.987177 2010 Dec 201 10.04% 0.00015%98.4%97.8% 0.987054 CASS & DPVCASS Coded DPV Confirmed Operation Owners 100.0%99.0%98.0%97.0% %96.0%95.0%94.0%Jul Oct Oct Jan Feb Jun Jan FebJun Mar Mar May July Nov DecMayNovDec SepSep AugAug Apr Apr Jan 2009 - Dec 2010National Postal Forum 2012 20. Crafting a Successful MessageVital when pitching a new idea Simple: make sure you know what the message is you want to convey, and what is filler. Remove the filler. Unusual: get attention with information that is unusual, unknown, or unexpected (shock value) Confirm and convey credible facts Concentrate on only concrete ideas and details (noabstractions) Evoking emotional connections (when possible) Share a story / example Show the value of a successful outcome National Postal Forum 2012 21. Questions? Thoughts? Comments?National Postal Forum 201221 22. Jeff Stangle Director of Solutions, Enterprise Postal ConsultingCMDSM, MQC, Six Sigma Black Belt Pitney Bowes Management Services (704)461-8072 - Office(860)459-6332 - Cell Bow to others in respect, but do not lose sight of the horizon. www.pb.com | www.pbmanagementservices.comEvery connection is a new opportunityJeff Stangle is the Director of Solutions Development for Pitney Bowes Management Services. In hisrole, Jeff manages the Pitney Bowes Center for Applied Knowledge. The Center for Applied Knowledgeis a network that combines knowledge of postal rates, legislation, and technology with Six Sigmaprocess improvement strategies in order to help mailers analyze and improve their end-to-end mailingprocesses.Jeff is a Six Sigma Black Belt. He has designed and implemented mailing process improvements in thefollowing areas: Data Entry, Address Quality & Return Mail, Database Management, Mail Piece Design,Presort Optimization, Intelligent Mail Barcode Analysis, Regulatory Compliance, Invoice Cash FlowOptimization, and Mail Piece Tracking Analytics. Jeff holds two patents for his work on Address QualityProcesses.Jeff has been involved in many postal initiatives and workgroups. He has lead workgroups for theMailers Technical Advisory Committee and actively partici