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Cut Costs, Boost Performance<br />Help Managers Free Your Organization's Good Ideas<br />IABC 2010 World Conference June 8, 2010<br />

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Dulye & Co. Overview<br />12-year reputation as leading change-management consultancy<br /><ul><li>Internationally recognized, award-winning engagement and communication programs

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3 Quills/3 years </li></ul>Specializing in Spectator-Free Workplace™ solutions:<br /><ul><li>Leadership development

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Employee engagement

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2-Way workplace communications

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Effectiveness measurement</li></ul>2010<br />2009<br />2008<br />

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Client-Tested Techniques<br />

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Also Tested with New and Future Hires<br />

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This Session Will Give You…<br /><ul><li>Research to build the business case for a Manager Engagement program

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Practical tools and tested techniques to build a strategy and execute a program that helps managers communicate more effectively

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Practices for holding managers accountable

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Opportunities to give feedback</li></ul>Portable tools to build a successful Manager-as-Communicator Program.<br />

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Resources at Your Fingertips<br />Special IABC Conference Toolkit at: dulye.com/IABC<br />

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Why Help Managers?<br />Your company’s performance!<br />

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A Strategy Galvanizes. But It Needs to Be Executed.<br />Operational<br />Requirements<br />Organizational<br />Requirements<br />

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Execution Depends on People<br />Poor<br />Average/Good<br />Great<br />Performance comes from an informed and involved <br />workforce. Managers inspire or deflate.<br />Employee population<br />Employee productivity (organizational performance)<br />The biggest influencer on<br />performance is a manager.<br />

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Inflate: Managers Who Communicate, Motivate<br />Survey of 212,000 <br />US government<br />employees<br />Spectator managers negatively impact morale and productivity.<br />

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Deflate: Managers Who Don’t Communicate<br />“When messages got tough, many leaders became invisible”<br />

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Step 1 to Moving Forward: You Must Believe That…<br /><ul><li>It’s OK to let go. Coach not control.

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Don’t fear (your internal customer’s) self-sufficiency and competency. It’s a career enhancer, not ender, for YOU.

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1+1=3. You get a huge staff!

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Partnerships matter.</li></li></ul><li>Spectator-Free™ Drivers <br />

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Elements of a Spectator-Free™ Strategy<br />

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Advance Feedback<br />“I’d like to know what you think is the biggest challenge facing managers today?”<br />

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Grounding <br />Rods<br />- Clear view<br />-Specs and standards<br />

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Advance Feedback<br />“We don’t have any standard process. We just assume that managers will do want we wish.”<br />

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A Game Plan with a Clear View<br />Whatis effective communication?<br />Whyis it valuable?<br />Whodoes it?<br />When/Where is it done?<br />Howis it done?<br />

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What is Effective Communications?<br />2-Way Dialogue<br />1-Way Delivery<br />O<br />U<br />T<br />G<br />O<br />I<br />N<br />G<br />OUTGOING Message<br />INCOMING Feedback<br />

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Who Owns it?<br />It takes a team! This really is ultimate engagement.<br />

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How Does it Happen?<br />Provide a road map with defined roles, responsibilities, standards<br />…build a system.<br />

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Manager as Communicator: Responsibilities<br /><ul><li>Reinforce key messages / themes

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Provide context for change / decisions

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Facilitate open dialogue within and between work groups

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Listen to / learn from the voices and views of the workforce

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Respond to / act on direct feedback

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Model the message: words + actions</li></ul> Put specificity into position descriptions that give managers a REAL communication job.<br />

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Establish Standards on What to Do <br />Set minimum standards with measurable performance<br />requirements<br />for every level<br />

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And How To Do It: Staff Meeting Example<br />Minimize variation, maximize consistency & effectiveness.<br />

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Connectors<br />Channels<br />Messages<br />Feedback<br />Follow-up<br />

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People-Driven Processes Over Products<br />Channel Research: Most preferred source for information (about xdepartment/company) Dulye& Co. Research (>5,000 employees of client firms) <br />Performance Rating<br />Poor<br />Average<br />High<br />

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Elevate Manager-Driven Channels<br />SECONDARY<br />(Dept. Driven)<br /><ul><li>Newsletter

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Web

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Portals

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Executive Memo

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Video

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Podcast

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Poster</li></ul>Fully leverage the importance and value of manager-led channels. <br />

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Remix High Touch and High Tech<br />Ease electronic overload! Less send, more speak and see. <br />

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Nail the Message: Content Planning Tool<br />Avoid rambling, data dumps. Plan, package, prioritize information.<br />Use this practice at exec. staff meetings. (Start when you return from Toronto!)<br />What 3 things do you want people to remember? Understand?<br />

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Create a Connection: Context Building Tool <br />Information <br />to Communicate<br />What business goal does this support?<br />Why is this important to the company?<br />Why is this important to our team/<br />dept.?<br />Why is this important to our customers?<br />Localize and personalize by explaining why. Connect people to the business, watch employee knowledge and engagement grow.<br />

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Soak Up Feedback<br />Make time, take time—to listen, learn and share information.<br />

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Got Feedback? <br />Dulye & Co. Research: Rate the effectiveness of… <br />

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Adjust Feedback Systems<br />How to audit:<br /><ul><li> Assess % of time for incoming vs. outgoing in current practices

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Evaluate balance

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Adjust for greater feedback</li></ul>Form an employee action team to support this audit. <br />

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Activate Questions and Questioning<br />Open-Ended Questions:<br /><ul><li>Yield more than “yes” or “no”

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Invite unfiltered feedback that stimulate discussion

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“What was the highlight of your IABC conference experience?</li></ul>Closed-Ended Questions<br /><ul><li>Yield succinct, specific answers

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Can help wrap up discussion or quickly calibrate

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“After last night’s Quill Dinner, I’m inspired to try fire dancing, aren’t you?</li></li></ul><li>Timely Follow-Up: “I’m Still Waiting…”<br />Is there a commitment to follow-up to questions? Ideas? <br />

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Don’t Put People on Hold<br /><ul><li>Evaluate speed and quality of response to:

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Questions / Comments

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Ideas

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Negative feedback / discussing mistakes

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Requests for help</li></ul>Actions (do) vs. Words (say)<br />Is there a conflicting message?<br />Only 1 in 10 employees strongly agree that leaders show consistency between words and actions. —2010 Maritz Research poll<br />

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Adopt Project Management Techniques<br />Work responsiveness!<br />Inject note taking, time management and action planning into communication practices<br />

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Add Recognition to Response Practices<br />Low-tech, low-cost communication practices are powerful recognition tools—<br />and help open 2-way channels! <br />4/12/10 issue<br />Make it real. Cite a specific action that made a difference. <br />

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Reinforcement Systems<br />-Coaching<br />-Calibration<br />

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Ready to Communicate?<br />Dulye & Co. Manager-as-Communicator Research of Fortune 500 executives, managers, supervisors. <br />

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5 Things to Do to Help Managers Succeed<br />Strike up partnerships (HR, Corp Comm., Quality/CI, Marketing, Action Teams)<br />Identify development needs<br />Source solutions (in house / import)<br />Introduce and integrate tools / training <br />Evaluate effectiveness and use results<br />Influence the content and delivery of management development and performance measurement programs. <br />

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Learning & Measuring: Practices that Work<br />Continuous Learning: Manager Coaching and Development<br />Continuous Improvement: Calibration and Checks<br />Best Practice: Integrate development and measurement in existing forums, channels and practices. <br />

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Coaching: The Boyle Factor<br />

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Coaching: “Boyle” 3V Training<br />Impression Impact<br />VISUALAppearance50% <br /> (Facial expressions, Eye contact, Body language, Clothing)<br />VOCAL Voice and tone40%<br /> (Inflection, Pace, Tone, Audibility)<br />VERBAL Message10% <br />(Words/message)<br />IABC research<br />Seeing influences believing!<br />

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Coaching: Beyond Classrooms, Just-in-Time Learning<br />Fuse learning & multi-media: podcasts and in-meeting tutorials in high-need topics:<br /><ul><li>3Vs

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Communicate change / tough news

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Active listening

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How to discuss mistakes and losses

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How to make small talk

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Communicate with remote employees

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Read body language--yours and others

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Give and receive constructive feedback

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Lead an effective Town Hall</li></ul>Don’t presume title = communication competency. <br />

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Discussion Starters<br />Coaching: Just-in-Time Learning<br />Provide message guides<br />Tie to periodic business performance debriefs<br /> “Communication guides help our management team speak with a level of confidence about difficult topics.”<br />—VP, Lockheed Martin<br />Dulye & Co. Client<br />Highly effective for communicating change, initiatives, strategy.<br />

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Coaching: All-Access Walkarounds<br />Test Cell<br />17<br />2<br />7<br />4<br />10<br />6<br />8<br />12<br />1<br />11<br />3<br />9<br />5<br />13<br />14<br />15<br />16<br />Ramp up presence, not presentations<br />Mobilize leaders beyond their functional areas<br />Tool: Facility map with department coordinates<br />Don’t leave them standing! Help managers know where to go and what to do when they arrive.<br />

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Calibration<br />

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Calibration: Pulse Quad Check<br />Use the Quad Check Tool to get 360-feedback on specific communication practices.<br />

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Calibration: Informal Polling<br />Arm & Ask Checklist<br /><ul><li>What’s 1 thing that made you mad today?

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What ‘s 1 thing that got you excited today?

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What takes too much time to do?

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What costs too much?

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What gets wasted?

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What’s working well?

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What is too complicated?

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What is just plain stupid?

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What can we do better?</li></ul>These questions unlock ideas and inspire innovation.Mobilize managers with 1 per week—ask and share feedback.<br />

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Calibration: Feedback Form<br />Integrate formal pulsing at department meetings <br />Question Mix: <br /><ul><li>5-7 multiple choice

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1-2 open-ended

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1-2 demographic</li></ul>Align questions with<br />manager-as-communicator<br />responsibilities<br />Non-intrusive, just-in-time assessment gets high returns—and eliminates data droughts. Supplements baseline surveys.<br />

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Calibration Tips<br />Go beyond functional departments.Address the performance managers and employees.<br />Go beyond evaluating activities. Design metrics and questions that assess the impact of communication and engagement processes, practices, tools on workforce performance.<br />Leverage demographic comparisons. Use simple visuals to track trends.<br />Measure from an operational perspective, not functional perspective. <br />

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Make Data Debriefs Simple, Direct<br />Data reports are powerful communication and improvement tools.<br />Make them clear, visual, and instantly portable for coaching managers.<br />

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Honest Calibration: Share and Use Data, Quickly<br />Don’t sugarcoat or shortchange results. <br /><ul><li>Share good and poor performance data

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Help leaders see reality—as it is. Not as they would like it to be. Or, think it is.

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Use data to:

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hold people accountable

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sustain practices

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keep tools relevant</li></li></ul><li>Summary: Managers Trump E-Sources<br />What is the best way to receive further information about the new strategy?<br />What is the best way to provide feedback about the new strategy?<br />

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Summary: Manager Conversion Kit<br />Coach not control.<br />Manager self-sufficiency and competency are a good thing. <br />

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Resources at Your Fingertips<br />Special IABC Conference Toolkit at: dulye.com/IABC<br />

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Resources at Your Figertips<br />White paper with tips and techniques for going viral in organizations where email and instant messaging, are used more than social media<br />behind the firewall<br />

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Resources At Your Fingertips<br />Spectator-Free Workplace ™<br />Coaching resources: training, podcasts, e-mail newsletter, iPhone app.<br />Go to Dulye.com/blog to subscribe<br />

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Thank You<br />Linda Dulye<br />Dulye & Co.<br />ldulye@dulye.com845-987-7744<br />