organization communications nurturing our human capital during difficult times november 18, 2010 rob...

Organization Communications

Nurturing our Human Capital During Difficult Times

November 18, 2010Rob Koch – Common Ground Consulting

November 2010 2


Purpose

Explore a way to see, think about, and act in support of our human capital during difficult

and changing times

November 2010 3


Process

• Messages from the external Environment• Impact• Change• The old game• What is wanted – the new game

November 2010 4


Core Tenets

• Our human capital is the differentiator• I can’t change the tide• I can make a difference• People are looking for leadership• Great results don’t come easily

November 2010 5


A Thought “Human capital is, and should be, the center of any

organization. It's the only sustainable advantage. Everything else can be replicated easily by competitors.

The quality of people, their skills, their dedication, their teamwork, all of that is a very unique advantage that

can't be easily replicated.”Robert Reich,

Professor,

Brandeis University

November 2010 6


External Environment Messages

• At the Best of times• At the Worst of times• At the Extreme

November 2010 7



At the Best of Times

• Appreciative• Values• Supportive• Endorses• Understands and accepts

November 2010 8



At the Worst of Times

• Little to no value• Inefficient / ineffective / incompetent• Out of control – waste of tax dollars• Unnecessary financial burden• Bloated

November 2010 9



At the Extreme

• The enemy• Violate my freedoms• Better without• Stop funding• Eliminate whole programs and agencies

November 2010 10

Organization CommunicationsExternal Environment Messages

The Pattern

• Early 80’s• More wide spread / vocal / pronounced• More visible• Will continue • Stretch the envelope• Not going back to good old days

November 2010 11


Impact• A shock wave - Invisible yet real• Creates and environment of:

– Ambiguity and uncertainty– Mistrust– Self-preservation and promotion– Wait and see

November 2010 12


Ambiguity and Uncertainty• Wondering or concerned about the future• Vague – don’t know what, when, who• Searching for information• More questions then answers• Simple events take on great meaning• Frequent changes• “Truth” may be a moving target

November 2010 13


Mistrust• Wary and suspicious• Management knows more than they let on• Management primary concern is their own survival• Skeptical• “Gotcha” is the game of the day• Everyone is competition for a job

November 2010 14

Organization CommunicationsExternal Environment MessagesSelf-preservation and promotion

• Be careful – protect yourself• Can’t depend on management• Update resume and contacts• Aggressive – demanding – expand power – develop

uniqueness• Disappear – lie low – avoid line of fire – become a

yes person• Quit and stay

November 2010 15


Change

The fallacy – change will happen

The reality – change has happened

November 2010 16


Change has happened

• Communications• Productivity• Collaboration• Power struggles• Morale• Commitment

November 2010 17


Change has happened – Communication

• Guarded – select words carefully• Not as accessible• No agreement or disagreement• Vague – hesitant – non-committal• Healthy rumor mill – stories – worst case thinking –

making stuff up

November 2010 18


Change has happened – Productivity

• Needed information doesn’t flow well• Hard to get answers• Time spent on – fears – concerns – sharing news –

stories – guesses• Avoid decisions and risks – play it safe• Push decisions up the organization• Doing nothing preferred to doing something wrong

November 2010 19


Change has happened – Collaboration

• Mistrust blocks cooperation• Protect own department, unit, work• Guard information• Tasks requiring integration slow down• Not sure who will have the power in the future

November 2010 20


Change has happened – Power

• How will things get done in the future• Who will have the power• What sponsors will survive• What processes or projects will get killed

November 2010 21

Organization CommunicationsChange has happened – Commitment

• At the team level - shift from WE to ME• At the organization level – shift from organization to

me• Shift from long view to short term• Hobby work becomes real work• Looking elsewhere for work, respect, stability• Worst case – quit and stay• Tenet: “Good workers always have options”

November 2010 22


Change is about

• Endings

• Transitions

• New Beginnings

November 2010 23

Organization CommunicationsChange - Endings

Response

• Victim / Owner

• Loss / Gain

• Rigidity / Resilience

State of Mind

• Disengagement

• Disidentification

• Disorientation

• Disenchantment

November 2010 24

Organization CommunicationsChange - Transitions

Creating Movement

Leadership

Culture

ENDING NEW BEGINNING

November 2010 25

Organization Communications Change – Transitions - a “Leap of Faith”

Leadership & Culture from WHERE?• Employees preferred source of information

– Supervisor 90%– Top Executives 51%

• Upper management is honest with employees 38%• Management is telling the truth 40%• Supervisor most believable source of information 83%• Face to face = 74% / Print 40% / Video 29%

LARKIN & LARKIN – “Communicating Change”

November 2010 26

Organization CommunicationsChange – Transitions – a “Leap of Faith”

Don’t need• Autocratic behavior• More management• Town halls with “talking

heads”• Avoidance• Blaming /

catastrophizing• Rah rah

What is needed• Authentic, credible,

trustworthy leadership• Supportive culture• Empathy• Communication &

information• Ideas

November 2010 27

Organization CommunicationsWhat is needed?

Credible LeadershipCredibility = trustworthy + honesty + competence + inspiring

• Show up• Discovering / being authentic self• Anchored in and serving a greater purpose• Appreciating constituents• Affirming vision and shared values• Developing people and capacity• Sustaining hope

November 2010 28

Organization CommunicationsWhat is needed?

Supportive Culture

• Trust• Accountability• Support• Truthful communication• Energy forward focused

November 2010 29

Organization Communications Leadership from an

Empowered Supervisor

• Can influence the organization above• Credible• Accessible and available• Master two-way communicator• Open and candid• Future / possibility focused• Self management skills

November 2010 30

Organization Communications Leadership from an

Empowered Supervisorwith Conviction

• Acknowledge reality• See opportunity for

learning• We can influence

outcomes• Use situation to

advantage

• Engaged and committed at +5

• Initiator• Focused on what they

control• High self efficacy• Acts boldly

“I can never fail – only learn and grow”

November 2010 31

Organization Communications Empowered Supervisor

Master communicator

Clarify Share Engage

•Listening•Focusing•Restating

•Signal the shift•Elevate the conversation•Link to concerns•Summary•Understanding

•Ask for ideas•Offer ideas•Summarize options•Selection•Encouragement

November 2010 32


Master communicatorDisengagement:

Pull out / Create safety / Listen / Differences / Plan

Disidentification:Explore / Identify / Transfer / Plan

Disorientation:Invite / Explore / Listen / Explain / Assure / Plan

Disenchantment:Vent / Acknowledge / Neutralize / Plan

November 2010 33


Master communicatorKeeping the work unit informed• Identify supervisor as primary communication

channel• Seek insights of supervisors before decisions /

actions• Communicate directly with supervisor• A few, simple, clear, relevant messages• Geared at the work unit level• Informal delivery• Measurement and improvement loop in place

November 2010 34

Organization CommunicationsTwo Thoughts

The organization must be committed to developing and supporting the person with the greatest degree of influence over the continued contribution, value, and sustainability of our organization during the changing times ahead – our first level supervisors.

God grant me the serenity to accept those things I cannot change;

The courage to change those things I can;

And the wisdom to know the difference.

Reinhold Neihbur

organization communications nurturing our human capital during difficult times november 18, 2010 rob...

Documents