Session workbookAutumn 2021

LINE MANAGER COMMUNICATION AT DIGNITY: WHAT, WHY AND HOW?

1. WHAT’S IN THIS GUIDE 032. WHY COMMUNICATION MATTERS 053. HOW I FIT IN 084. HOW TO BE A BETTER COMMUNICATOR 12 4.1 Be yourself 14 4.2 Be prepared 18 4.3 Be honest 22 4.4 Be clear 26 4.5 Be all ears 305. MY COMMUNICATION PLEDGE 33 6. WHERE TO GO FOR SUPPORT 357. NOTES 37

CONTENTS PAGE

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1. WHAT’S IN THIS GUIDE

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What is line manager communication? Why is it important? And how do we become great at it?

This guide supports our line manager communication training workshop. The workshop is designed to give you some practical guidance on what great communication looks like for you as line managers, and why it’s important for you, our business and our people.

In this guide, you’ll find supporting information for each of the workshop sections, reminders of key points, and practical tips for improving your communication skills.

It’s an editable PDF, so you can add your own notes to the activities (with space for extra thoughts at the back) or you can print it out and add your notes by hand.

1. WHAT’S IN THIS GUIDE

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2. WHY COMMUNICATION MATTERS

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Engaged employees make successful companies. Internal communication – the flow of information between employees and employer – plays a vital role in creating and maintaining that employee engagement.

There are many definitions of employee engagement, but most agree that an engaged employee is committed to the organisation, understands their role and how they contribute to the bigger picture, and believes their voice and opinions are recognised and valued.

Good communication can build employee engagement with clear and consistent messages that help people to connect to colleagues, understand the organisation’s strategy, identify the values and

develop a sense of belonging by understanding where they fit in and how they contribute.

Research shows that it’s in everyone’s interests to invest time and effort into employee engagement. If you’re engaged at work, you’re likely to be healthier and more satisfied with your life overall. And for organisations, engaged employees are more committed to the company (and so less likely to leave), willing to go the extra mile, work harder and better, and are less likely to take part in damaging behaviours (from criticising organisational decisions to gossip and theft).

“Engaged staff think and act in a positive way about the work they do, the people they work with and the organisation that they work in.” NHS Employers

2. WHY COMMUNICATION MATTERS

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Activity: What makes a strong communicator?In the notes section below, write down one or more of the people identified as good communicators in the session. Answer these questions for each:

Communicator name/s:

• What makes them a good communicator?

• Which of those traits would be particularly useful in your role?

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3. HOW I FIT IN

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As a manager, you are a vital part of the employee experience. You play a key role in informing, motivating and supporting your team.

You connect people to the purpose of their work, help them understand why their role is important, and acknowledge their contribution.

You are the frontline of communication. It’s your responsibility to take company-wide messages and explain what they mean for your team at a local level. And you’re in a prime position to start a two-way dialogue with employees, giving them the opportunity to share what’s working and what’s not.

To become a strong communicator, it’s important to recognise and practise the following influential behaviours:

• Reviewing and guiding• Giving feedback, praise and recognition• Communicating and making clear what is expected• Listening• Valuing and involving the team.

3. HOW I FIT IN

Important points to remember• Your role as a manager has a big impact on

employee experience. In fact, managers account for 70 per cent of the variance in employee engagement.

• Your communication with your team is between four and nine times more powerful than corporate communication cascaded down the organisation.

• When communicating with your people it’s important that you break down company-wide messages and help your team members understand “what this means for me”.

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Activity: How am I doing?Use this table to evaluate yourself as a communicator and identify the areas in which you feel you need to develop.

I communicate business messages to my team

Line manager style Rate yourself from 1 to 51 = rarely, 5 = always

I explain the reasons behind decisions to my team

I praise team members for good work

I offer constructive feedback

I listen to and acknowledge opposing views

I welcome feedback and ideas

I am an attentive listener

I encourage discussion

I deal with difficult issues and debate openly and honestly

I manage the time in a discussion to make sure that objectives are met

I help a group to reach a consensus

I adapt my way of communicating depending on the person (or people) I’m talking to

I know which channel to use for which message

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

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Activity: How am I doing?Then select up to three priorities to focus on for the next six months.

Exercise adapted from The IC Space line manager’s communication toolkit.

Development priority What I want to achieve How I’m going to do it

1.

Exercise adapted from The IC Space line manager’s communication toolkit.

2.

3.

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4. HOW TO BE A BETTER COMMUNICATOR

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• Which of those traits would be particularly useful in your role?

4. HOW TO BE A BETTER COMMUNICATORIn this section, we share five core traits that good communication is built on. We’ve included practical tips and activities for each to help you understand and adopt these communication behaviours.

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4.1 Be yourself

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There are many different styles of communication. The important thing is to find an approach that suits you, the people you’re talking with and the situation you’re in at that moment.

We are most influenced by ‘people like me’. People we believe have similar values, backgrounds, interests and experiences. We’re more likely to listen to, understand and remember the messages they share. That’s because we’re responding to and relating to them as fellow human beings.

That’s why it’s important to be personal and authentic when communicating. Research shows that leaders and managers who let their guard down, invite colleagues into their world, and show genuine empathy are the most successful.

Using storytelling techniques is a great way to connect with your audience. Stories are how we make sense of our world, so they’re a familiar format for our brains to engage with. And they make it easier to empathise with the person telling the story. In fact, when you listen to a story, you experience the exact same brain pattern as the person telling the story.

4.1. Be yourself

Top tips• Match your style to the situation• Consider who you’re talking to. What tone or

information might engage or persuade them?• Try storytelling techniques to grab your

audience’s attention

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Activity: Tell us a storyTake the classic storytelling structure on page 17 and apply it to a message you need to share with your team. Is there a personal anecdote or work experience you can use to illustrate your point?

INTRODUCTIONThe setting, hero character(s) and the

overall goal they want to achieve.

RISING ACTIONBasic conflict is brewing and tension is rising. Obstacles get in the way of

the overall goal.

CLIMAXA change either for the better

or worse for the hero.

FALLING ACTIONConflict between the hero and

the obstacles in their way begins to resolve.

CONCLUSIONResolution. The characters lead

different lives.

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FREYTAG’S PYRAMID

INTRODUCTION

INCITING INCIDENT RESOLUTION

CLIMAX

CONCLUSION

RISING ACTIO

N

FALLING ACTION

Adapted from Freytag’s Pyramid – a dramatic plot structure.

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4.2 Be prepared

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Understanding is key to good communication. Understanding the people you’re talking to, the messages you’re sharing and the communication tools you have at your disposal.

For any communication, the most important questions to ask yourself are connected to your audience. Once the communication has been received, what do you want people to know? What do you want them to feel? And what do you want them to do?

You also need to consider who is in your audience, their needs and preferences, and personality types. For example, you might have someone who thrives in speaking out in team meetings, but someone else who’d prefer to think, write thoughts down and send them on later. You need to make sure you have appropriate communication methods for both. And know when to use which channel to best effect.

Finally, take time to digest the messages you’re sharing before passing them onto your team. Think about your audience: what’s in it for them, what will they care about most? And what questions might they have?

That way you can 1) plan an effective communication that translates corporate messages into ones that will mean something to your team and 2) prepare yourself for any questions that might come up.

4.2. Be prepared

Top tips• Understand your audience – think about who’s

in your team.• Understand the message – what does it mean

for the team and for individuals in it?• Understand the channel – which to use when,

and for which message.

Activity: Which channel should I use?Here’s a list of the communication channels you can use to communicate with your team. We’ve noted the benefits of each and things to think about when preparing to use them. The final column is for you: considering these points, how might you best use them to communicate with your team in the coming weeks?

Channel

Team meetings

What it’s good for Things to think about When I might use this in the next month

One-to-one meeting

Personal and relevant. Opportunity for discussion

and ideas. Can be lively and interactive.

Help build understanding.

Personal and relevant.Opportunity for active listening.

Help build understanding and trust.

Can support personal development.

Mix it up – try a blend of formal meetings with set agendas, and more informal meetings with a

flexible plan. Don’t just speak at people

– invite questions and feedback.

Face-to-face communication is still the

most popular form of communication, particularly for

more difficult messages.Keep them regular. Set

objectives and offer feedback.

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Activity: Which channel should I use?Here’s a list of the communication channels you can use to communicate with your team. We’ve noted the benefits of each and things to think about when preparing to use them. The final column is for you: considering these points, how might you best use them to communicate with your team in the coming weeks?

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Channel

Email

What it’s good for Things to think about When I might use this in the next month

Dignity Inside

Can reach your whole team quickly.

Consistent and controlled. Reaches people directly.Good for information,

awareness and instruction.

Can reach company-wide audience.

Fast and consistent. Visually engaging.

Remember that just because you’ve sent an email doesn’t

mean it has been read, or understood. It’s also impersonal and doesn’t

allow for discussion.

You’re relying on people seeking out that information, so it’s not ideal for anything business critical. People may

not also have time to find and read information regularly, so remind your team to engage

with it when they can.

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4.3 Be honest

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When faced with a difficult situation or delivering difficult news, it can be tempting to put a positive spin on things. But this can do more harm than good.

We want to create a company culture of open and factual communication. To do this, we need to keep employees informed so that we can avoid uncertainty and rumours.

When talking with employees, it’s important to stick to the facts and not be tempted to embellish or fill in any gaps with guesses. And if it’s difficult news, don’t be tempted to put a positive spin on it. It’s likely people can tell you’re not being honest and it will damage their trust in the message and you.

Instead, consider how your team might receive a message and prepare for their reactions and what

your response might be. If you don’t know the answer to a question, say so and explain that you’ll find out. Then reassure your team that you will keep them informed (and, of course, then do so).

4.3. Be honest

Top tips• Don’t be tempted to spin bad news.• Don’t be afraid to say “I don’t know”.

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Activity: Dealing with difficult scenariosLook at the scenarios below and consider your instinctive reaction. If you don’t know the answer to a question, do you try to be helpful anyway? If something has gone wrong, do you try to put a positive spin on it?

• You need to tell your team that a project has been unsuccessful and explain why.• A team member asks a difficult question about a major business change, and you don’t know the answer.

Now answer these questions and add your thoughts on the next page:

• How would you react in these scenarios?• Are you being open and honest in your response? If not, why not? • What makes it difficult to be open and honest in some scenarios?• What do you need to help combat this?

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Activity: Dealing with difficult scenarios

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4.4 Be clear

Essential informationInformation the reader must have for your communication to be

successful. Key messages, who, what, when, where, why, how.

Additional informationInformation that it would be helpful

if the reader consumes, but isn’t essential.

Least important informationWould be nice if

they read it.

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You need to make sure your message is clear – to help people understand it and avoid misinterpretation – and concise – to keep people’s attention. Here’s how.

Lead with the most important informationWhen you’re writing, you have limited time to capture your audience’s attention. Make sure you put the important information at the start.

5 Ws and an HUse the checklist below to help focus on the most important elements of communication.

Who is the content about and who is it aimed at?What is happening or is new? What do you want to tell people about?

Where is it happening: which area of the business does it affect?

When is it happening? Give dates and times as appropriate.

Why does it matter? What’s the thinking behind the news or change?

How did it come about? How does it affect the business and employees? How would you like people to react? Is there something they should do now?

4.4. Be clear

Superfluous wordsWhen using any of the below in your writing, the italicised words are unnecessary. Take them out to make your writing more concise.

1. Absolute perfection2. All-time record3. Collaborate together4. Completely surround5. Totally unique6. During the course of7. End result8. Future plan9. General public10. Head up11. In the process of building12. In three weeks’ time13. Main priority

14. Meet up with15. New innovation16. Past experience17. Plan ahead18. Revert back19. Temporary respite20. Step change Jargon busterHere are some wordy or unnecessarily complex words and phrases. We’ve shown a simpler way of saying each of them.

1. Additional – extra2. A percentage of – some3. Assistance – help or aid4. At the present time/at the

moment – now

5. Call a halt – stop6. Caused injuries to – injured7. Currently – now8. Customary – usual9. Demonstrate – show10. Despite the fact that – although11. Facilitate – help12. Filled to capacity – full13. In spite of the fact that – despite/

although14. In the vicinity/region of – near15. Purchase – buy16. Scale back – reduce or cut17. Prior to/previous to/ahead

of – before18. Take into consideration –

consider19. With the exception of – except20. Was of the opinion that –

believed/thought/said

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4.4. Be clear

Activity: Structure your messageNext time you’re updating your team, try structuring your message as we’ve suggested on the previous pages. Use this template to guide you.

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Additional informationInformation that it would be helpful

if the reader consumes, but isn’t essential.

Least important informationWould be nice if

they read it.

Essential informationInformation the reader must have for your communication to be

successful. Key messages, who, what, when, where, why, how.

4.5 Be all ears

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For successful employee engagement, it’s important that people feel heard. As a manager, you have a vital role in making that happen.

It’s important that your team members feel that they have a voice and are given the opportunity to share their views and suggestions. On top of that, they need to know their voice is acknowledged, valued and making a contribution.

To do this, it’s important you’re visible and accessible to your team. You should also encourage and invite discussion and feedback, using two-way channels like team meetings to create an inclusive environment where people are welcome to speak up.

This is important for our business too. When our people come up with great ideas, have questions, or identify a problem – we want to hear about it.

4.5. Be all ears

How to practise active listening• Give the person your full attention. Pay attention

to their tone and body language.• Clear your mind of any assumptions. Don’t interrupt or be tempted to finish their

thought. • Show understanding and ask questions to get

clarity on their feelings.

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Activity: Am I listening?

Questions What is my behaviour? What do I need to do to improve?

When a member of my team is talking to me am I really listening, or am I

preparing my response?

When a member of my team challenges me or presents an opposing argument,

am I defensive or do I welcome it?

Do I regularly ask my team’s opinion on decisions and welcome feedback?

Do I treat all team members equally, or include some more than others?

Exercise adapted from CIPD line manager training. For full version: https://www.cipd.co.uk/knowledge/fundamentals/people/line-manager/development-exercises

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5. MY COMMUNICATION PLEDGE

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Activity: My pledges

I will start…

I will stop…

I will continue…

To do this, I need…Jot your top three thoughts down here.

1.

2.

3.

5. MY COMMUNICATION PLEDGEFrom what you heard in the session, what are you going to start, stop and con-tinue as a communicator? And what do you need us to do to support you?

6. WHERE TO GO FOR SUPPORT

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This booklet has offered a quick introduction to communication tips and tricks. But you can find more in the online managers’ zone – news, resources, tips and conversations.

6. WHERE TO GO FOR SUPPORT

7. NOTES

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NOTES

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NOTES