Turning Managers Into Communicators Workshop OHSU Portland, Oregon - - PowerPoint PPT Presentation

Turning Managers Into Communicators Workshop

March 12, 2019 OHSU Portland, Oregon

Bryant A. Hilton

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Engaging employees. Navigating change. Austin, Texas

Introductions

Who are you? Where do you work? What do you want/need from your people managers today?

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Are your people managers doing enough to communicate?

NO: 100%

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Agenda for today

• Morning
• Introductions
• Objectives and alignment
• What we’re up against
• A programmatic approach
• Finding and using data
• Understanding manager personas
• Afternoon
• Building manager training
• Providing content for managers
• Considering channels
• Building program sustainability
• Plans to bring your program to life

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Objectives for Manager Communications

Amplifies IC efforts/messages Translates for resonance Increases alignment Increases engagement Reaches the “front lines” Builds future leaders

Manager Communications

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• 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
• 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

Manager Objections

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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 communicator aren’t you?

I am NOT getting on stage

Biggest challenges managers have in actively communicating?

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TIME. Not knowing what they can – and can’t – say. Not knowing where to find info. Lack of tools and training, no set expectation.

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A Quickly Changing World

One-half of S&P 500 Will be Replaced in the Next Decade

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The winners of the future will be those who can out-change the competition and the market.

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65%

• f children today will have

jobs that don’t exist yet

• World Economic Forum

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1/3 of U.S. Adults Engage in Some Form

• f Independent Work
• The Federal Reserve

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43%

• f employed Americans who

spend at least some time working remotely

• Gallup

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Making the Connection for Employees

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• 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

Enabling Great Manager Communication

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Finding, using data Understand personas Provide training Provide content Sustain the system

Exercise: What’s the biggest barrier in your organization that currently stops managers from communicating? What are the top one to two things you need managers communicating about?

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Questions?

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Suggested reading

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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

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Economist: Organisational Agility: How Business Can Survive and Thrive in Turbulent Times http://graphics.eiu.com/marketing/p df/EMC_OrganisationalAgility.pdf

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Finding and Using Data

Only 15% of employees worldwide are engaged in their job

• Gallup, State of the Global Workplace, 2017

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31%

Engaged

• Gallup

When engagement is lacking, it’s easy for people to leave.

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74%

Workforce open to a job move

• Jobvite

66%

Millennials who expect to leave their

• rganization by 2020
• Deloitte

12X

Regrettable attrition rate of disengaged employees vs. engaged ones

• Glint

Hiring new people is expensive, time consuming, and competitive.

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42 Days

Average time to fill open role

• SHRM

72%

CEOs concerned about ability to hire key skills

• PwC

$4,129

Average cost-to-hire

• SHRM

90%

Recruiters say today’s job market is candidate-driven

• MRI Network

24 Days

Average length of U.S. job interview process

• Glassdoor

Managers have a huge impact on engagement and retention.

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70%

Variance in engagement scores attributable to managers

• Gallup

93%

Employees report trust in their boss is essential to remaining satisfied at work

• PwC

3X

Likelihood of engagement from employees who regularly meet with managers

• Gallup

> one-half

Employees 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.

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>50%

employees “strongly agree” manager is open and approachable are engaged

2/3

employees who strongly agree that their manager helps them set work priorities and goals are engaged

> Two-thirds

employees 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

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Quantitative and Qualitative Research

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• 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

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Data Poin ints a Manager Communic icatio ions Audit it Can Help lp Uncover

• Employees’ preference to hear information from their managers
• Frequency with which this is happening
• A “test” of the communications cascade / where the breakdowns are
• Trust in managers, and leaders
• Insight into where communications IS happening inside the org.

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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

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Audit Example: Transportation Company

Getting Into the Minds Of Our Managers

Frontline Fran

Middle Management Mike

Executive Ellen

Salesperson Sally

Influential Ian

Frontline Fran

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• 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

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• 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

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• 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

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• 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

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• 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

To get leaders and people managers with larger teams to encourage discussion of culture-topics in team meetings, created discussion guide with “conversation starters”:

Can someone give an example of when collaboration has helped you achieve something successfully? Can anyone suggest a win our team has achieved because of strong teamwork?

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Targeting Manager Persona Example: Global Packaging Company

Shift-change huddles were already in use Implementation of up/down sharing of information Representative of each group sent to other huddles Created information flow from C-suite to front-line, 24-hour loop

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Making the Cascade Work Example: Regional Healthcare System

Exercise: To overcome the barrier you identified earlier, what data points would you ideally want to uncover? How will you capture those? What manager persona is most important for you to influence first?

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Questions?

Suggested reading

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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 65+ Recruitment Stats HR Pros Must Know in 2018 https://devskiller.com/65- recruitment-stats-hr-pros-must- know-2018/ 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

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HBR: 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

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WSJ: How Bosses Waste Their Employees’ Time https://www.wsj.com/articles/ how-bosses-waste-their- employees-time- 1534126140

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Suggested reading

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Additional Info: Overcoming Manager Objections

Finding the Time

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• 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

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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

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• 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

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• 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

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• Manager audit results
• Leadership expectations
• Part of manager development
• Imagine your team more

engaged and aligned!

Don’t worry

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• It’s primarily important for

managers to be available to teams and listen

• Consistency is key
• Lots of mediums available
• Imagine – being a great

communicator and never speaking in public!

Yes, but…

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• 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

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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

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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

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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

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Communications 101

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Concepts to 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”

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• Giving feedback
• Translating information
• Finding the right info
• Listening as much as talking
• Getting comfortable with ‘I don’t know’

Sample Training Slides

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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

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Speakers Guide for Other Trainers

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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

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• 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

Exercise: Considering information about barriers, manager audience, communications topics and data needs you collected earlier… What’s the best way to train managers in your

• rganization? / How will you start tackling?

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Questions?

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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

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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.

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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

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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

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Modeling Good Behavior

▪ Manager spotlights ▪ Manager peer groups / best practices ▪ Manager-generated content in company channels ▪ Competitive element – if it’s fun/productive

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Some examples

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Page 98 CONFIDENTIAL

GO FURTHER. DO MORE. COME HOME SAFELY.

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

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Manager Briefing re Org. Changes

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Key elements: Background, How-to Use, Talking Points, FAQ

Storytelling Guide

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• 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:
• Who?: What teams, individuals will benefit?, who was involved in the

effort?

• What?: What was the project? What was being solved for?
• Where?: “A team at X base realized they had a solution for Y… ”
• When?: How long did it take? When will results be known? Etc.
• 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
• perational priority: improving TAT, maintenance planning, reliability,

fill the bins)

Introducing Managers

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Guiding Managers to Have Discussions In Team Meetings

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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

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Channels to Inform, Engage Managers

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▪ 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

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▪ Email cannot be the only connection ▪ Meetings work, even if not face-to-face ▪ Team areas on social/mobile networks ▪ MBWA / NIEHITO

Example Using Leadership Communications and Repurposing Content

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Manager “cut” of Executive Presentation

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Exercise: Continuing with information you have collected... What content is most important to get to managers so that they can help or reinforce communication of it? What tools or templates or channels do you need to develop to get it to them?

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Questions?

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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

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“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”

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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

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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

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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

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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

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Exercise: Considering all you have planned, how will you build in sustainability? Does your organization have a manager

• nboarding program? Is that an
• pportunity?

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Questions?

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Bringing Your Program To Life

What are your plans to create a manager communications program when you return to office?

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Partner up 3-5 minutes to brainstorm 5 minutes to share with partner / support + add 1-2 minutes – each person reports to group

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Workshop survey Materials emailed LinkedIn private group invite

Keep an eye out for:

Bryant A. Hilton

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Bryant@GreatCommunicate.com +1-512-426-5608 LinkedIn: BryantHilton

THANK YOU