Turning Managers Into Communicators Workshop Atrium Health - - PowerPoint PPT Presentation

Turning Managers Into Communicators Workshop

February 7, 2019 Atrium Health Charlotte, North Carolina

Bryant A. Hilton

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Engaging employees. Navigating change. Austin, Texas

Introductions and “war stories”

Who are you? Where do you work? What’s your manager communications “war story”?

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Are your people managers doing enough to communicate?

NO: 92.86%

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Agenda for today

• Morning
• Introductions
• Objectives and alignment
• What we’re up against
• A programmatic approach
• Building manager training
• Afternoon
• Finding and using data
• Understanding manager personas
• 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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They receive the information, but do not understand it, or ignore it, and in turn do not cascade it to their organization. Communicating to their teams is not a priority to them. Some managers need guidance when speaking to their teams about company issues. They aren't sure how to say what they need to say. Too much communications going out on a daily basis so it's hard to prioritize. Communications and people leadership hasn't been formalized as an expectation. The time to do so.

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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

Key Findings From Employees About Managers’ Communications

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1.We communicate to managers, yet those important communications don't always get back to the frontline associates. 2.Employees feel like their managers do not share key information or are not transparent.

Enabling Great Manager Communication

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

Launching manager communications programs

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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?

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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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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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Consideration:

How many people managers in your

• rganization?

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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 About Training

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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

Questions?

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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

6.7 million

U.S. Job openings (June 2018)

• Bureau of Labor Statistics

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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Audit Example

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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

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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

• f 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
• utreach, 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

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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

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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 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

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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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• 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!

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 100 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

Manager “cut” of Executive Presentation

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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?

Page 110 CONFIDENTIAL

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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

Discussion

~2 minutes: What will you stop/start/continue to enable manager communications? ~1 minute: report out to group Group support and feedback

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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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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