turning managers into communicators workshop · 2018. 11. 2. · strategize program mgmt.,...
TRANSCRIPT
Turning Managers Into Communicators Workshop
October 30, 2018
Progressive Corporation
Mayfield, Ohio
Bryant A. Hilton
2
Engaging employees.
Navigating change.
Austin, Texas
Introductions and “war stories”
Who are you?
Where do you work?
What’s your manager communications “war story”?
3
Summary: War Stories Shared and Discussed
• Organizational challenges:• Reaching non-desk employees• Company growing quickly• Corporate changes (acquisition, new leadership)• Very disperse employee populations• Many sub-cultures within organizations / Many different types of employees• Quirks of working with IT and/or HR
• Executive and manager challenges:• Lots expected of managers• Getting executives to see the value of better manager communications• Managers hesitant to communicate• IC receiving information on-time to effectively include managers• IC needs more of a seat at the table / move to being proactive• Face “communications by committee”
4
Agenda for today
• Morning• Introductions
• Objectives and alignment
• What we’re up against
• Data to work with
• Overcoming objections
• Manager personas
• Afternoon• Developing training
• Providing content for managers
• Considering channels
• Building program sustainability
• Plans to bring your program to life
5
Are your people managers doing enough to communicate?
NO: 100%
6
I am NOT getting on stage
Objectives for Manager Communications
Amplifies IC efforts/messages
Translates for resonance
Increases alignment
Increases engagement
Reaches the “front lines”
Builds future leaders
Manager Communications
9
• How to build a program
• Overcoming objections to participation
• Strategize program mgmt., maintenance
• Making this part of your overall IC efforts
• Get rid of bad managers
• Provide holistic management training
• Take on accountability for manager ability
• Replace your HR or Training departments
• Give you another project to add to the list
What we will cover today What we aren’t setting out to do
10
Manager Objections
11
Where would I find the time?
I have no idea what to say
I don’t get paid to communicate
I don’t want to
No one told me to communicate
You’re the communicatoraren’t you?
Biggest challenges managers have in actively communicating?
18
Lack of good, timely information / knowing where to find it
Lack of time / Not making the time
Managing day-to-day activity while prioritizing and delivering
messages from different parts of the organization
Not knowing what to say / not knowing how to communicate
Not seeing the value if it doesn’t directly pertain to their job
Biggest challenges in getting managers to communicate?
19
Too many demands on their time already
Lack of structure, lack of accountability
They don’t think it’s their job
Dispersed workforce with varying job responsibilities
20
A Quickly Changing World
One-half of S&P 500 Will be Replaced in the Next Decade
21
The winners of the future will be those
who can out-change the competition and
the market.
22
23
65%of children today will have
jobs that don’t exist yet
- World Economic Forum
24
1/3 of U.S. Adults
Engage in Some Form
of Independent Work- The Federal Reserve
25
43%of employed Americans who
spend at least some time working remotely
-Gallup
26
Making the Connection for Employees
27
• Direct connection, a “real” relationship with manager
• Relevant, timely information
• Understand how their roles fit into company direction
• Feeling supported, heard, safe
• Everyday speak
What Employees Really Want
Key Findings From Employees About Managers’ Communications
28
1. Employees desire significantly more communication
from their manager than they currently receive.
2. In many cases, a lack of communication from
managers correlates to an increase in employees
relying on the "rumor mill" for information.
3. We found strong correlations between good, effective
manager communications and high employee
engagement (and vice versa).
Overcoming Objections and Enabling Great Manager Communication
29
Start with the data
Understand personas
Provide training
Provide content
Sustain the system
Launching manager communications programs
30
Strategy
Clear objectives
Careful planning
Sustainability
Resources
Time, primarily
Build, maintain training
Content development
Partnership
HR especially
Leadership Support
Lead expectation setting
Source for content
Questions?
31
Suggested reading
32
1
2
HBR: Adaptability: The New
Competitive Advantage
https://hbr.org/2011/07/adapta
bility-the-new-competitive-
advantage
HBR: Managing People From
Five Generations
https://hbr.org/2014/09/mana
ging-people-from-5-
generations
Inc.: What Each Generation
Wants in the Workplace (It’s
Not What You Think)
https://www.inc.com/marcel-
schwantes/this-crazy-5-year-
study-proves-everything-you-
thou.html
NYT: Out of the Office:
More People Working
Remotely Study Finds
https://www.nytimes.com/201
7/02/15/us/remote-workers-
work-from-home.html
Inc.: Why Half of the S&P
500 Companies Will Be
Replaced in the Next
Decade
https://www.inc.com/ilan-
mochari/innosight-sp-500-
new-companies.html
53
4Economist: Organisational
Agility: How Business Can
Survive and Thrive in Turbulent
Times
http://graphics.eiu.com/marketing/p
df/EMC_OrganisationalAgility.pdf
6
Start With The Data
Only 15% of employees worldwide are engaged in their job
- Gallup, State of the Global Workplace, 2017
35
31%Engaged
-Gallup
When engagement is lacking, it’s easy for people to leave.
36
74%Workforce open to a
job move
- Jobvite
66%Millennials who expect to leave their
organization by 2020
-Deloitte
12XRegrettable attrition rate of disengaged
employees vs. engaged ones
-Glint
Hiring new people is expensive, time consuming, and competitive.
37
42 DaysAverage time to fill open role
- SHRM
72%CEOs concerned about ability to
hire key skills-PwC
$4,129Average cost-to-hire
-SHRM
6.7 million U.S. Job openings (June 2018)
-Bureau of Labor Statistics
Managers have a huge impact on engagement and retention.
38
70%Variance in
engagement scores attributable to
managers- Gallup
93%Employees report trust in their boss is essential to remaining
satisfied at work-PwC
3XLikelihood of engagement from employees who regularly meet
with managers-Gallup
> one-halfEmployees reporting they would turn down a 10% pay increase to stay with a great manager
-Ultimate Software
50%Employees who quit jobs who
cite a bad manager as the reason-Gallup
Managers can improve engagement with specific communications-based behaviors.
39
>50%employees “strongly agree”
manager is open and approachable are engaged
2/3employees who strongly agree
that their manager helps them set work priorities and goals are
engaged
> Two-thirdsemployees who strongly agree their manager focuses on their
strengths or positive characteristics are engaged
Communication Audits
Communication Audits
• Different than engagement surveys
• About listening and gaining feedback
• Get to what is and isn’t working with communications
• In this case – with manager communications
• Can be robust or simple
• Provide a great baseline to build upon
41
Quantitative and Qualitative Research
42
• Several tools available
• Check response rates
• online and offline processes available
• Classify responses
• Double check for bias/leading language
• Focus groups are easy and effective
• Manager vs. individual contributor groups
• Group similar levels in organization
• Diversify otherwise
• Ask probing questions
• Make everyone contribute
Quantitative Qualitative
Focus Groups
• 10-12 people = ideal size
• Mix by department, office, etc.
• But separate by individual contributor vs. people manager
• Follow “Vegas rules” – and require everyone has to participate
• Ask probing questions – this is a chance to get to the heart of things
• Often helpful to have one person lead, one make notes
• Compile notes and feedback quickly while still fresh
43
Audit Example
44
Audit Example – Transport/Energy Company
• Conducted in compressed timeline – on purpose
• Economical – comms team legwork, Survey Monkey, plane tickets
• Survey (online and offline), and focus groups
• All key geographies, employee types, multi-language
• Key results shared, action plan implemented
45
Key Research Takeaways (I)
Progress noted, but room to improve
• Most staff positive on communication, but seek improvement
• Low morale, trust impacts some sites
Limited awareness of major programs
• Inconsistent knowledge about key programs, policies
• Briefing tools not used consistently
• Content not localized, practical or sustained
Intranet key to solution
• Intranet has reach & potential, but lacking, unreliable
• Upgraded intranet seen as biggest win
Key Research Takeaways (II)
Cascade process key, but uneven
• Managers key but outreach, impact mixed
• Senior leaders much better informed
• Divisional outreach inconsistent
Relevance missing piece• Want/need more functional, regional content
• Priority is info to do jobs vs. corporate
• Language key issue in some locations
Challenge to reach mobile, remote staff
• Major info gap beyond SLT, HQ sites
• Remote staff limited by routine, distance, infrastructure
Potential Additions to FY13 Plan• Expand production/posting of timely program info, CHC news
• Establish governance to manage content relevance & quality
• Good way to introduce critical “pull” tool & multi-media content
• Supports strategy to increase global relevance, reach
Reboot Intranet
• Lack of awareness at all levels about communication options
• Develop toolkit to publicize, promote tools (purpose, tips, access)
• Leverage tool to drive efficiency (e.g. email etiquette, SM policies)
Communication 101 Primer
• Expand, formalize efforts to develop global network
• Leverage local contacts to guide local cascade (translation)
• Build capability to obtain, share representative employees stories
• Use editorial team to identify, address regional issues, questions
Global Communication Network
• Build on efforts to “export” Town Hall content, program announcements to locations outside HQ
• Involve other Global Leaders, RDs as appropriate
• Informal visits, discussions can have positive impact
• Leverage global team to ensure outreach is locally relevant
Expand & Formalize SLT Outreach
Getting Into the Minds Of Our Managers
Frontline Fran
Middle Management Mike
Executive Ellen
Salesperson Sally
Influential Ian
Frontline Fran
55
• Non-desk, shift work
• Regular in-person meetings
• Give it to me quick and make it easy
What can we expect
How can we help
• Move beyond email
• Content that is quick, easy to use
• Take advantage of regular interactions
Middle Management Mike
56
• More likely traditional office
• Competing for attention
• Ready to put context to work
What can we expect
How can we help
• Give some background to work with
• Emphasize time for communications
• Share the big picture
Executive Ellen
57
• Likely has opinions and own voice
• Manager of managers
• Large degree of influence
What can we expect
How can we help
• More personalized/bespoke approach
• Understand objectives – match those
• Listen for the voice –help amplify it
Salesperson Sally
58
• On the go
• Always focused on meeting goals
• More time with customer than team
What can we expect
How can we help
• Make it easy, share information verbally
• Tie back to the goals
• Make her a storyteller
Influential Ian
59
• Informal but a leader
• Knows the pulse of the organization
• May be a good translator
What can we expect
How can we help
• Share information with context
• Collaborate
• Leverage the ambassador role
60
Questions?
Suggested reading
61
1
2
Gallup: State of the Global
Workplace 2017
https://www.gallup.com/workp
lace/238079/state-global-
workplace-2017.aspx
Gallup: State of the
American Manager
https://www.gallup.com/servi
ces/182138/state-american-
manager.aspx
50 Recruitment Stats for HR
pros 2017
https://devskiller.com/50-
recruitment-stats-hr-pros-must-
know-2017/
Forbes: Employees Don’t
Trust Their Managers and
it’s Hurting Your Bottom
Line
https://www.forbes.com/sites/
forbestechcouncil/2018/02/0
8/employees-dont-trust-their-
managers-and-its-hurting-
your-bottom-
line/#7719a4f81f33
HBR: What Great
Managers Do To Engage
Employees
https://hbr.org/2015/04/what
-great-managers-do-to-
engage-employees
5
3
4HBR: If Humility is so
Important, Why Are
Leaders so Arrogant?
https://hbr.org/2018/10/if-
humility-is-so-important-
why-are-leaders-so-arrogant
6
WSJ: How Bosses Waste
Their Employees’ Time
https://www.wsj.com/articles/
how-bosses-waste-their-
employees-time-
1534126140
7
Suggested reading
62
Discussion
~2 minutes: What will you stop/start/continue to enable manager communications?
~1 minute: report out to group
Group support and feedback
63
Lunch Break
64
60 minutes
65
Additional Info: Overcoming Manager Objections
Finding the Time
66
• Engagement = productivity
• This is about working smarter
• Employees want this
• Your managers expect it
• Imagine: Less time recruiting and interviewing!
We’ll Help and Support
67
I have no idea what to say
• Best “selling point” for training
• We want you on message
• We have the content
• This is about listening too
• A more informed team is a more engaged one!
You Are Rewarded
68
• Finding good people costs $$$$
• Opportunity cost of productivity
• Audit results – sell with data
• Part of “how” you work, not just another thing to do!
Your Team Expects It
69
• Good leaders communicate
• Productivity, engagement gains
• Why the training is here
• We’ll make it easy! And, we have a vested interest in your success!
That’s why we’re here
70
• Manager audit results
• Leadership expectations
• Part of manager development
• Imagine your team more engaged and aligned!
Yes, but…
71
• This is a partnership
• Employees looking to you
• Your leadership expects it
• It could be the key to keeping good people around longer!
Building Your Training
You, IC, Leading the Trainings
Why:
▪ You know this topic “inside out”
▪ Differentiation = success
▪ Establishes you as a key resource
▪ New connections and stories
▪ Cost-effective
73
Reaching Managers
▪ Go to your managers
▪ 10-15 people per session is ideal
▪ 60 minutes is a “sweet spot” for first training, 2 hours if possible
▪ Ideal group mix: same location, similar level, varying departments
▪ HR can be a great partner in assembling groups
▪ Do tell the managers’ managers first
▪ Keep track of progress
74
Consideration:How many people managers in your
organization?
75
What to Present
▪ Importantly, make it stand out – different from other trainings
▪ Visually appealing slides but light text
▪ Keep it conversational, you can always provide handouts later
▪ Make it your own – photos from employees may be all you need
▪ Have a “presenter’s guide” to go with the presentation
▪ Include “Communications 101” topics the first time
▪ Include other topics you need to impart
▪ Stay flexible – modify the content according to the audience
76
Benefits
▪ Cost-effective
▪ No “waiting around” to be included in other trainings
▪ Quality control
▪ Expanding your internal network
▪ Listening posts
▪ Influencer network
▪ Attracting story ideas
77
Communications 101
78
Conceptsto include
Outcome-based
approach
Anticipate timing
Process not
a product
Communications
is dialogue
Anticipate audience
Comfort with
“I don’t know”
Plan messaging
Know where to get help
Plan for Manager “Trip-ups”
79
• Giving feedback
• Translating information
• Finding the right info
• Listening as much as talking
• Getting comfortable with ‘I don’t know
Sample Training Slides
80
Communicating for Success: Doing More, Going Further to Engage our Teams
• Core skills
• Planning tips
• Realistic approach
• Resources and support
• Exercises
COMMUNICATION...WHY – WHAT – HOW
Our people consistently say they want managers to be a primary information source.
Why This Matters. Why You’re Here.
Communications is a Process
• Who do you need to inform?
• What is best way to reach them?
• What do you want them to do?
• How will you make it specific?
• Are there any risks?
What do you want your team to
Know? • Feel? • Do?
Focus on Desired Outcomes
Delivering Effectively
• Be concise, clear and memorable
• Have clear examples
• Avoid jargon, cliches
• Link closely to desired outcome
• Try to share through storytelling
Communication is Dialogue
• Actively listen
• Address questions, concerns
• Welcome feedback
• Be available
Communication Channels
• Many channels available
• Select carefully
• Face-to-face always preferable
• E-mail not always the answer
Sample Additional Materials
89
Speakers Guide for Other Trainers
90
Exercise 1
• Match events to channels
• Work on own for 10 minutes
• Team will share/discuss results
FORMAT
EVENT Email
WebEx
Presentatio
n
Town Hall
Meeting
Feature in
Landing
Pad
Brown Bag
Meetings
Video
Segment
Bulletin
Board
Posters
Conference
Call
Team
Huddle
Group
Page on
Landing
Pad
Staffing
changes
Team
achievemen
t (best
practice)
Local News
Update
New
Business
Wins
Positive
Media Story
Earnings
Update
Engagemen
t Survey
Debrief &
Planning
HR Benefits
Change
CHC
Strategy
Update
New
Technology
Platform
(AMOS)
Exercise 2
Think of a real story that...
• Illustrates our purpose, strategy
• Details notable challenges, wins
• Focuses on your people
• Has lessons for team
Additional Considerations About Training
94
• Possible to get help to build, conduct trainings
• Keep IC responsible for training as much as possible
• Do something to make it your own
• Don’t miss chance to build internal network
Questions?
95
Providing Managers With Great Content
Key topics for managers to cover
▪ HR-type topics
▪ Organizational change
▪ Company strategy alignment/enhancement
▪ Organization wins
▪ Team news/priorities
97
Adding Manager Element to All IC
▪ Pre-briefings
▪ Manager-only briefings
▪ Additional “cuts” of existing content
▪ Ready-made presentation material
▪ Let managers share the news
▪ Leverage manager network to enhance conversation in all-hands, etc.
98
Considering Manager Audiences
▪ Think in elevator-pitch, summary, and conversation cuts of info
▪ Consider briefings that work
▪ Help managers learn storytelling – make it easy to contribute
▪ Add the FAQ
▪ Be explicit with the “how to” instructions
▪ Make it easy to access information
▪ Don’t overcomplicate it
99
Repurposing Content – Both Ways
▪ Executive presentations re-purposed
▪ Turn team stories into organizational ones
▪ Develop “meeting minutes”
▪ Create content once, use many different ways
▪ Help introduce managers – keep a human element
100
Modeling Good Behavior
▪ Manager spotlights
▪ Manager peer groups / best practices
▪ Manager-generated content in company channels
▪ Competitive element – if it’s fun/productive
101
Some examples
102
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FY15 Performance Management – Meeting Minute
• PMP is underway -- importance:
– Opportunity for two-way dialogue with manager
– Feedback to help you achieve personal and team goals
– Investment in your career
• Current deadline: Self-evaluations (due by May 15)
– Does not take long to complete
– Prepares you for live discussion meetings
• Participation:
– All CHC people welcome
– Requirement for non-CLA team members
Elevator-pitch for Stand-up Meetings
104
Manager Briefing re
Org. Changes
105Key elements: Background, How-to Use, Talking Points, FAQ
Manager“cut” of
Executive Presentation
106
Storytelling Guide
107
• Stories about transformation can be written in a problem-solution-outcome
type format. (After studying process X, we assessed that it cost twice as much
as it should because of Y. We implemented the following solution, and got
these results.)
• Be sure to cover:
o Who?: What teams, individuals will benefit?, who was involved in the
effort?
o What?: What was the project? What was being solved for?
o Where?: “A team at X base realized they had a solution for Y… ”
o When?: How long did it take? When will results be known? Etc.
o How?: The problem-solution-outcome set-up can answer this
question.
• Include a clear, demonstrable improvement outcome. (We saved x$, we cut
turnaround time by X, a team’s jobs are easier now because…, this is
industry-leading because…).
• People like to read about the experiences of people involved, so
include quotes.
• Pictures are worth a thousand words. Photos of teams working on
projects and of our locations are helpful. Photos from a smartphone
are useable.
• People pay attention to stories with some drama – time pressure, a
goal that needed to be reached, a move that was industry-first for us,
etc. How would you share this story with a friend or relative? That
will help unlock details that our people will want to know about.
• People also pay attention to descriptions of experience they can
relate to – the “human factor.” Including details about how the
effort you are describing made work easier/better/more interesting
for you and your colleagues helps bring a story to life.
• Finally, tie the story back to our strategic framework or current
priorities. (For example, highlight if the effort helped advance an
operational priority: improving TAT, maintenance planning, reliability,
fill the bins)
Introducing Managers
108
Guiding Managers to Have Discussions In Team Meetings
109
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Discussion: Reactions to the results
• What was validated?
• What was surprising/unexpected?
• What do you want to learn more about?
• What reflects changes/issues over the last 6 months?
• What initiatives might address some of the results?
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Discussion: Overall Strengths
What are some overall strengths on which we can build?
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Discussion: Opportunities and Actions
What opportunities do we have based on our results?
What actions can and should we take?
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Next Steps
We will choose one to three team actions we can take.
Those will be based on:
• Today’s discussion
• Biggest areas for improvement based on survey results
• Leveraging our strengths to help us meet business goals
• Alignment with company and functional goals
We will meet again XXXX to share those actions
• We will review progress against those in team meetings
If we feel strongly about more than three actions, we will prioritize and address the top three first
Considering Channels
114
Channels to Inform, Engage Managers
115
▪ Email works – but consider drawbacks
▪ Manager meetings, briefings, updates
▪ Private area of intranet/doc sharing
▪ Great for repository; consider access outside office
▪ Private social or mobile channels
▪ Great for reach; consider ease of finding information
Channels to Connect Managers and Teams
116
▪ Email cannot be the only connection
▪ Meetings work, even if not face-to-face
▪ Team areas on social/mobile networks
▪ MBWA / NIEHITO
Discussion:
Most important content you need to give
managers to use/share that they are not today?
How are you going to change it?
117
Questions?
118
Keeping The System Running After Launch
Keeping Training Going
▪ Reaching managers as they join organization, or become managers
▪ HR partnership
▪ Can you be part of on-boarding?
▪ Are new managers onboarded? Is that needed?
▪ Keeping track of it all
▪ HR, IT partnerships
▪ Leveraging manager network in organization
▪ Schedule and plan, and plan again
120
“One and done” won’t cut it
Keeping Your Training Fresh
▪ Reflection after each section
▪ Executive input
▪ Regular review by communications team
▪ Pulse feedback from trainees
▪ Seek out best practices
▪ Plans for “Communications 201”
121
Keeping it Top of Mind
▪ Leveraging manager network
▪ HR partnership / calendar
▪ Discussion on social / mobile channels
▪ Help managers sort-through: quarterly update?
▪ Leveraging leadership/executives
122
Measure, Report, Repeat
▪ Track managers trained
▪ Partner with HR on plan to reach all
▪ Report results to leadership
▪ Collect and use feedback
▪ Cross reference with future audits, engagement surveys
▪ Pulse survey to employees of trained managers
123
Making it Part of What IC Does
▪ Work into annual/quarterly planning
▪ Review other IC plans, opportunity to work in manager comms?
▪ Manager communications won’t replace other IC efforts…
▪ ….But it does take time to manage
▪ ….Keep the amplification factor in mind
124
A Few Last Considerations
▪ What about managers who won’t take action?
▪ The 10/80/10 rule
▪ What resources do you need?
▪ Crawl, walk, run approach – make sure you can keep things going
125
Group Discussion:Challenges to Solve For
126
127
Recognizing importance of manager-to-employee communications (time for IC to prep, manage)
Communicating the “What’s In It For Me?” / Establishing manager accountability
Getting traction: Getting manager attention, engaging beyond core power users
Providing content, and location to house it
Reaching non-desk workers
Questions?
128
Bringing Your Program To Life
What are your plans to create a manager
communications program when you return
to office?
130
Partner up
3-5 minutes to brainstorm
5 minutes to share with partner / support + add
1-2 minutes – each person reports to group
131
Summary: Goals Shared by Group• Conduct focus groups with supervisors to find opportunities / Conduct with manager focus groups
• Review “intake form process” idea and implement
• Work communications training into supervisor onboarding program
• Conduct inventory/audit of resources currently available and add to/tweak for manager use
• Get involved with HR’s manager training program
• Start with our nurses group, pilot a training for nurse managers
• Find an executive sponsor (head of operations targeted)
• Conduct a “training lite” with small group of managers first to test and build upon
• Follow agile methodology (used in organization) – and start a training, get feedback and improve
• Conduct an organization survey re manager communications for data to build on
• Use data learned to build the case for creating manager communications program
• Supporting executive currently good at leading skip level meetings – see how to replicate w/ other execs.
• Dedicate part of time with executive director to focus on internal communications
• Search out and promote manager success stories in organization as model for others
• Create a communications advisory group to help support building manager program
132
133
Workshop survey
Materials emailed
LinkedIn private group invite
Keep an eye out for:
Bryant A. Hilton
135
+1-512-426-5608
LinkedIn: BryantHilton
THANK YOU