最新的Ge内部communication trainng材料

Manager’s
Communication
Toolkit

Purpose of Workshop
Connecting employees to the business vision

• Understand how communication plays a key role in
your effectiveness as a leader and in delivering
business results
• Learn about the communications model and how to
apply it within your work team or department
• Create an environment that fosters open and
honest communication
• Develop measurable communication action plans
that address both business and employee needs

Manager’s Communication Toolkit 2

Service Profit Chain
E m p lo y e e
S a t is f a c t io n

E m p lo y e e E m p lo y e e
L o y a lt y P r o d u c t iv it y

C us to me r
S a t is f a c t io n /
C us to me r
L o y a lt y

R e ve nue P r o f it a b ilit y
G ro w th


Communication as a Link
Need to better understand
what our employees say
and what they do

Employees are the
Our People
critical link between
customers and our
business

Our Customers Our Business


Leadership Development
Capability and Contributions Listening, Learning, Teaching

S e ve ra l S e ve ra l
C a r e e r /E x p e r i e n L e a d e r s h ip
c e E nha nc e rs
E nha nc e rs • Outstanding Communication Skills
• Black Belt, Master Black Belt
• Corporate Audit Staff • Ability to Attract/Keep/Develop
Great Talent
• Multi-Business Experience/Exposure
• Passionate Approach
• Unique, Stretch Assignments
• Crisis Leadership
• Financial Acumen
• Continuous Learner
• Global Experience/Cultural Breadth
• Seeks Feedback ... And Acts on It
• Functional Depth


Defining Communication
Leaders must view communication as employees do

Communication:
M a n a g e r V ie w E m p lo y e e V ie w

Ev e nt or Pr oduc t A Pr oc e s s
E x a mp l e s : E x a mp l e s :

E -m a il P e rfo rm a nc e
In s id e G E fe e d b a c k
C EO web c ast M a r k e t in f o r m a t io n
Te a m u p d a te s


What is Communication?
Communication has two core processes:
“Sending” and “Listening”

Mes s age
Communication is
a process that
turns information
into understanding S e nde r R e c e iv e r

Feedbac k


Checking for Understanding
How to check/listen for understanding

•Ask direct open ended questions
•Request an action plan or list of priorities
•Solicit feedback on the initiative/project/request


Communication As Is A s s o c ia t e s

A
Ma na g e rs
A
M
A
S e n io r
B u s in e s s M
GE L e a d e r s h ip
C EO A
Te a m
M
A
We must take M
responsibility to ensure
that our messages are A
delivered consistently
and meaningfully A


High Say/High Do
Open, honest and direct communication


Manager’s Role
Managers have the key role in communication

Mos t of
w ha t
70%
e m p lo y e e s
w a nt to
know How key
is h o w k e y me s s a g
mes s a ge s e s a nd
a nd
m a r k e t p la
ma rke t 20%
p la c e
c e is s u e s
a ffe c t
is s u e s B u s in e s s - 10 %
a ffe c t s p e c if ic C ompa ny
t h e ir jo b s me s s a g e
m y jo b me s s a g e
s s


Manager’s Role
E m p lo y e e s d o n ’ t w a n t M O R E
c o m m u n ic a t io n . . . t h e y w a n t
u n d e r s t a n d in g o f h o w k e y m e s s a g e s
r e la t e t o t h e ir jo b s

S ourc e F a c ilit a t o r
of of
In f o r m a t i U nd e rs ta nd
on in g


GE’s Communication Model
Employee commitment is earned only after basic needs are met

B a s ic k n o w le d g e n e e d s a s e m p lo y e e s
d e s c r ib e t h e m :
1 Job responsibilities
Commitment 6
H o w c a n h a t is
W
I h e lp ? m y jo b ?

2 Feedback,
Vision, mission, 5 Whe re a re How am performance
strategy
w e he a de d? I d o in g ? review, coaching

How’ s Does
m y u n i ta n y o n e
d o in g ? c a r e ?
4 3 Listening, recognition
Measurements,
regular updates
from manager Marketplace-based Source: R oger D ’A prix


Manager’s Role

• Help team members understand
Job
their responsibilities and talk about R e s p o n s ib ilit i
expectations es
• Set agreed upon priorities and
deadlines
What is
• Where possible, involve team
members in planning, decision- my job?
making and implementing changes
• Link team members’ job
responsibilities to business
strategy and priorities

Source: R oger D ’A prix


Manager’s Role

• Provide feedback (positive and P e rfo rm a n c e
developmental) on performance
fe e d b a c k
• Tell employees what they are
doing right as well as wrong
• Discuss mutual actions for
performance improvement How am
• Make feedback a frequent and I doing?
timely activity
• Learn how to listen effectively
and how to coach people so they
can improve their performance



Manager’s Role

• Take time to listen and talk honestly In d iv id u a l
with employees; value and respect ne e ds
them
• Walk the floor
• Hold staff meetings in which people
have the opportunity to express their Does
ideas and concerns anyone
• Solicit feedback about your own care?
leadership style
• Recognize and act on people’s ideas
• Practice common day-to-day courtesies
and civilities Source: R oger D ’A prix


Manager’s Role

• Share general business W o r k u n it
information on a timely basis o b je c t iv e s , r e s u lt s
• Discuss team goals and how
they match overall business
objectives
• Recognize team accomplishments How’s
• Discuss the need for team my unit
performance improvement
doing?
• Find opportunities to assemble the
team for dialogue and celebration



Manager’s Role

• Gain a personal appreciation and V i s i o n /M i s s i o n
knowledge of the business’ vision,
mission and strategic direction a n d V a lu e s
• Internalize the company’s value system
and behave accordingly
• Show personal conviction and
commitment to the vision, mission, Where are
strategy
we headed?
• Relate work group experience to the
vision, mission and values and help
keep people focused
• Be present to the workforce in ways that
make them feel they are being led by
someone who understands and cares


Manager’s Role

• Provide genuine opportunities
for involvement
E mpow e rme
• Empower people to take the nt
initiative
and make decisions without second
guessing them
• Support the risk takers even when How can
they make a mistake I help?
• Recognize and reward true
contribution
• Encourage and support cross-
functional collaboration
• Promote mutual trust and
commitment Source: R oger D ’A prix


Why Are We Here? Voice of the
Employee
Commitment 1 Job responsibilities
• XX% Satisfied with GE 6 • XX% Say their job responsibilities
• XX% Say work gives chance are clear to them
to show what they can do
• XX% Given the opportunity Feedback, performance
for challenging assignments review, coaching
H o w c a n h a t is
W • XX% Receive ongoing
feedback
Vision, mission, strategy I h e lp ? m y jo b ? • XX% Say working here
• XX% Say business is
2 offers chance to
well run 5 grow and develop
• XX% Say business is Whe r e a re How am • XX% Say experience,
well-positioned for growth skills gained at GE
• XX% Say communication
w e he aded? I d o in g ? increase
in business is open, honest opportunities
Listening, recognition
How’ s Does • XX% Say good ideas
Measurements, regular m y u n i ta n y o n e adopted regardless of who/
updates from manager where
• XX% Say manager inspires high d o in g ? c a r e ? • XX% Say manager shows
performance appreciation
3
• XX% Treated with respect 4 • XX% Rewarded for going
• XX% Say the way we work is Marketplace-based above and beyond
driven by GE Values Source: R oger D ’A prix


Delivering Effective
Coaching & Feedback

What is Coaching?

•Coaching is an interactive process of helping
others reach their goals
•Coaching involves unlocking a person’s
potential to maximize his or her performance


What Coaching is and is not

C o a c h in g is C o a c h in g is :
no t:
• Focused
• Directing • Work related
• Training • One to one
• Corrective action • A continuous process
• Reprimanding
• Mentoring
• Therapy


The Coaching Process

Ri v e l e c
t ef
L is t e n i
ng

S tra t
egy

Advo c In q u ir
a te e


The Coaching/Communication Process

• I n q u i r e (Ask) about a coachee’s
abilities and goals using open ended
questions

• R e f l e c t (Listen to) the content and
feeling of what the coachee is saying
• A d v o c a t e (Tell/ share) perceptions
and standards a coachee needs to meet

Feedback in Coaching
Feedb
ac k
R e f le c t iv e
Feedbac k L is t e n in g
w ill f o r m

SM T
S
P
A
t h e b a s is

AR
G
fo r yo u r
d is c u s s io
S tra te
ns
gy
Ad vo c In q u i
a te re
A c t io n
P la n n in g

S OI


What is Feedback

• Feedback is used to make a person or a group
aware of a behavior you see and how that
behavior is affecting customers, the business, the
team or you
• Feedback is a key step in moving through the
coaching process


Delivering Feedback
W h e n t o g iv e f e e d b a c k …

• After completion of a project/initiative
• When behavior patterns emerge
• Periodic progress reviews/updates
• Informal luncheons/discussions
• Interim coaching
• EMS/annual performance review


Presenting Feedback
Coach asks (Inquiry):
S e lf -F e e d b a c k • What do you think went well?
• What might be improved?

Coach offers praise for positive
M o t iv a t io n a l
actions. REMEMBER: Never
Feedbac k
use the word “but.”

D e v e lo p m e n t a l Coach offers suggestions for
Feedbac k future improvement.


What is a Crisis?

• A difficult period of potential or actual harm to
employees, or damage to the company's brand
or financial stability, triggered by a sudden event
or long-smoldering issue
• While terrorist acts fall into this definition, so too
do widespread IT failures or natural disasters,
among other things


Crisis Communication Goals
Leadership agreement in every step


Crisis Communication Goals
• Make it clear that employees’ safety is the first
concern, if applicable
• Describe facts and actions being taken as you know

them — tell them what you know, what you don’t
know
and when you think you’ll know more. Then follow-
up!
• Ensure your messages are consistent with business
messages
• Create a regular forum for employees to ask/submit
questions and for you to provide answers Manager’s Communication Toolkit 35

Creating A Communication Plan

As s e s s

P la n

Do

C he
c k

Strategic Communications Process
Continuous, Iterative Process for Communication


Strategic Communication Assess
Process
Start by assessing where you are…
and where you need to go
Ta s k To o l
- Assess employee needs - Focus groups
- Informal discussions
- Employee satisfaction survey
- Employee Needs Assessment (Toolkit)

- Assess leader’s attitudes - Leadership Assessment (Toolkit)

- Assess business needs - Business Needs Assessment (Toolkit)


Employee Needs AssessmentAssess


Business Assessment Assess


Leadership Assessment Assess


Strategic Communication Plan
Process
Ta s k To o l
- Identity stakeholders - Communications Plan Worksheet
(Toolkit)
- Develop Key Messages - Key Message Worksheet (Toolkit)
- Select communication vehicles - Employee satisfaction survey


Key Messages Plan

What does the business need employees to hear
and what do employees want to hear?

• W h a t : is happening and what’s next

• W h y : we are doing this (market conditions, competitors,
business needs)

• W h o : will be affected (business, department, individuals)

• W h e r e : you can go for information & questions

• W h e n : you’ll hear more


Developing Key Messages Plan

• Key messages are those three to four points you want
your audience to remember
• Key messages should drive or support business
outcomes
• Key messages should be...
— simple
— supportable
— honest
— consistent
— repetitive
• Key messages must be tailored/relevant to stakeholders

Communications Plan Plan
- Key Messages

Digitization • Digitization • This will impact • We need to • I’ll…by…
means… our team by… consider…

• This makes our • This will impact • Here’s how • My expectations
processes easier, your work by… we’ll are…
faster, cheaper prioritize…
by…
• Our business is • I’d like you to… • Let’s follow up…
looking at
digitization in the
following areas…


How should you deliver Plan
the message?
The more change required, the more
consistent, two-way communication you’ll need

or
O n e -w a y T w o -w a y
C o m m u n ic a t io n C o m m u n ic a t io n
Print One-on-one meeting
Voice-mail Team meeting
E-mail Department meeting
Intranet Informal discussions
Bulletin board Web chat
Video


Types of Vehicles Plan

Typ e S a m p le U s e fo r In t e r a c t io n
s
W r it t e
n Broad dissemination One-way
E-mails Documentation
Letters Message reinforcement
Newsletters
Intranet
Immediate Can be one-way or two way
Online Chat Broad dissemination
-Web chat Message reinforcement
-Sametime Q&A

Ve rb One-on-one meetings Influence behavior/attitudes Two-way
al -Formal Check for understanding
-Informal Recognition
Feedback/coaching
Group meetings Influence behavior/attitudes Two-way
- Large or small Check for understanding
- Skip level Recognition
- Roundtable
- Walk the floor
Voicemail Urgent requests/information One-way
Data “snippets”
Action to-do

Strategic Communication Do
Process
If you don’t reach a shared understanding,
you have not communicated

Ta s k To o l
- Deliver the message - Agenda
- Meeting checklist

- Check for understanding - Informal discussion
- Request action plan/priority list
- Solicit feedback


Team Meeting Checklist Do


Message Checklist Do


Strategic Communication Plan Do
At a Glance


Strategic Communication Check
Process
Check the effectiveness of your communications…
and adjust your plan based on the feedback!

Ta s k To o l
- Assess the effectiveness of - Plus/Delta
individual communications
- Informal discussion
- Assess the effectiveness of
- Focus groups
your overall communications
- GE Opinion Survey
- Assessments
- Pulse surveys


Communications Plan Worksheet

Wha t
v e h ic le s
Who d o w ill y o u u s e t o W h a t w ill
yo u n e e d to d is t r ib u t e y o u r s uc c es s
c o m m u n ic a t e t o ? m e s s a g e s to yo u r lo o k lik e ?
• Yo u r t e a m a u d ie n c e s ?
• T h e b u s in e s s H o w w ill
• M od c ha t
• In d iv id u a ls yo u k n o w
• e m a il
• C us to me rs w h e n yo u
• a ll h a n d s
g e t the re ?
• webc as t
• o n e -o n -o n e
mtg
H o w o fte n
B u s in e s s S t r a t e g y w ill y o u
W h a t is t h e p u r p o s e o r c o m m u n ic a t e ?
t o p ic t o b e c o v e r e d ? • w e e k ly
S p e c if ic C o m m u n ic a t io n o r E v e n t • m o n t h ly
Wha t a re the k e y me s s a g e s • q u a r t e r ly
t h a t y o u w a n t t o d r iv e t o
y o u r a u d ie n c e s ?


Sample Initiative Communications
Plan
Who :
Im p r o v e O p e n a n d H o n e s t
C o m m u n ic a t io n
Wha t: H o w /W h e r e : Whe n: M e a s ure m e nt:
Stakeholder/Audience Purpose/Topics/ Activity/Vehicles Frequency How will you know if
Messages you were successful?

Direct reports • Mgrs are the link in open -E-mail from biz -1x GE Opinion Survey
and honest comm leader
-1x
between the biz and -Training
employees -Performance reviews -Ongoing

• Improving mgr comm will -E-mail from biz -1x GE Opinion Survey
leader
increase employee -1x
satisfaction, productivity, -Training
Managers and drive business goals -Manager’s Minute -Monthly
• Comm is a core -Mgr comm website -Ongoing
leadership competency -Performance reviews -Ongoing
• Business will use comm
metrics in leadership, mgr -E-mail from biz -1x GE Opinion Survey
performance evaluations leader
HRMs -1x
• HRMs: You also will help -Train-the-trainer
support initiative across -Performance reviews -Ongoing
organization
Business is committed -E-mail from biz -1x GE Opinion Survey
to improving open and leader
All employees honest communication -All-employee -Bi-monthly Focus groups
Will use comm metrics broadcasts -1x Informal feedback
in leadership, mgr -Focus groups
-Quarterly Retention of hi-potentials
performance evaluations -Progress updates


Sample Communications Calendar
S e p te mb e r
Mo nd Tu e s d a 2005
We d ne s Thu r s d a F r id a y
ay y day y
• 9-9:30 am- 5 • 2-2:30 pm direct • 12-1 pm skip
walk floor level luncheon
report 1 on 1:
b. jones

• 8-9 am direct 12 • 2-2:30 pm- • 2-2:30 pm direct • 2-2:30 pm-walk
report staff mtg walk floor report 1 on 1:
r. smith floor

• 1-1:30 pm- 1 • 2-2:30 pm direct • 12-1 pm skip
walk floor report 1 on 1: level luncheon
9 c. janus

• 8-9 am direct • 8-9:30 am-monthly • 4-4:30 pm-walk • E-mail monthly
report staff mtg
2 all hands mtg floor progress report
6
• 2-2:30 pm direct
report 1 on 1:
a. cowel


Manager’s Communications Toolkit
T h e T o o lk it is d e s ig n e d t o
h e lp
G E ma na g e rs :
• Understand why and how strategic
communication plays a key role in their
effectiveness
• Learn about the communications model
and how to apply it with their work team or
department
• Develop measurable communication action
plans that address both business and
employee needs
• Get started with practical tips and tools that
can be put to immediate use


Manager’s GEOS Toolkit


What Should You Do Next?
• Post the GE Organizational Communication Model (Pie
Chart)
in your office
• Keep copies of the Communications Planning Worksheet
handy
• Have your employees assess their communication needs
and consider that feedback during your planning
• Develop a folder or binder where you can keep — and refer
to — your communication tools, plan your communications
and track your progress
• Develop and launch your plan!


Remember…
Results require your planning, action and commitment.

• YOU are a c c o u n t a b l e for effective employee
communication
• U n d e r s t a n d the importance of communication
and
t a k e a p p r o p r ia t e a c t io n !
• Approach communication t h e s a m e a s
o the r
b u s in e s s d e liv e r a b le s :

• Assess – Plan – Execute – Measure

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