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Building Leadership/Line Management Communication Capability
Allman Communication Workshop29th April 2009
Agenda
Introductions & desired outcomes
Theory: The three Cs of employee communication & the importance of leadership/line management communication
Session One: Changing Communication Style
Session Two: Adopting a Coaching Leadership Style
Wrap up
Networking lunch
2.00pm Close
3
Lesley Allman, MD, Allman Communication
Over 20 years of internal & external corporate communication experience
Director of Communication at Coors Brewers (formerly Bass) and previously a Board Director of Rote PR (part of Shandwick plc)
BSc in Management and MBA (2002) including dissertation on employee engagement
CIPR member and frequent communication conference speaker
4
Angela Cassidy, Associate, Allman Communication
A specialist in change and leadership communication
Extensive experience of developing and implementing leadership and management programmes to deliver behavioural change and achieve business goals
Senior Communication Consultant at LloydsTSB, advising on managing change and developing the skills and knowledge of leaders
Accredited coach (via Barefoot Coaching and University of Chester)
Our awards
Class Winner in CiB Central Awards 2009 – Best Agency
Finalist in CIPR Excellence 2008 – Outstanding Small Consultancy
Finalist in PR Week Awards 2008 – New Consultancy of The Year
Class Winner in CiB Central Awards 2008 – Strategy: Merger & Change
Silver Award in CIPR Pride Awards 2008 – Outstanding Small Consultancy
Finalist in CIPR Pride Awards 2008 – Internal Communication
The three Cs of employee communication
Channel
i.e. Format of comms
Content
i.e. Messages & Materials
Capability
i.e. Skills &
Behaviours
WHATWHERE
HOW
How would you rate the communication performance of line managers in your organisation?
0
5
10
15
20
25
30
35
40
good/verygood
poor/verypoor
Those who measure
Those who don'tmeasure
Source: Melcrum
Have you defined communication competencies for managers?
0
10
20
30
40
50
60
yes no don'tknow
Large CompanyData
Source: Melcrum
When you track communication performance of managers, what are you measuring?
Only one in five respondents were actually measuring the communication performance of managers
Of those who measured, top three most common measures were:
» 70% changes in employee satisfaction» 59% 360 degree feedback» 54% changes to employee’s understanding of the
business strategy/goals
Source: Melcrum
Have you implemented communication training for managers in your organisation?
Training i.e. formal education or coaching» 54% don’t offer any communication training to
managers» Of those who do train, 34% train senior, middle and
front line managers » Training tools tend to be tactical e.g. presentation
skills
Tools i.e. “spoon feeding” managers with tools, models, templates etc. to help them to deliver more effective briefings or day to day communication
» 73% use communication toolkits
Source: Melcrum
Rewarding & recognising effective communication
“Our greatest problem is that we all agree line manager communication needs attention, but no one will support it with
rewards or consequences. Without the necessary reinforcement, our efforts to improve the front line managers’ communication
skills are somewhat futile”
Barriers to rewarding & recognising communication performance in managers include:
» Lack of method to measure communication performance (32%)
» Company culture does not consider comms to be a core competency for line managers (32%)
» Lack of senior management buy in (25%)» Lack of funds (7%)
Source: Melcrum
Trust in management communication
0
10
20
30
40
50
60
NationalNorm
SeniorManagement
Over 15 yrsservice
UK
USA
Source: Mercer
Session one: changing communication style
Agenda:
» Who has responsibility for employee engagement?» Leadership communication skills» Focus on Listening Actively and Managing Conflict» Tools and techniques to develop a coaching style
Introducing SMILE – communication skills model
© Angela Cassidy 2008
Showing appreciation
Managing conflict
Involving everyone
Listening actively
Engaging people
The 5 levels of listening – Stephen Covey
Empathic
Attentive
Pretending
Not listening
Selective
Within the other’s frame of reference
Within one’s own frame of reference
Source: ‘The 7 habits of Highly Effective People by Stephen Covey
The thinking environment – Nancy Kline
The nine guidelines to a successful meeting
» At the beginning:› Give everyone a turn to speak › Ask everyone to say what is going well in their work (or the
group’s work)» Throughout the meeting:
› Give attention without interruption during open and even fiery discussion
› Ask incisive questions to reveal and remove assumptions that are limiting ideas
› Divide into ‘Thinking Partnerships’ when thinking stalls › Intermittently give everyone a turn to say what they think› Permit the sharing of truth and information› Permit the expression of feelings
» At the end:› Ask everyone what went well in the meeting and what they
respect in each otherSource: ‘Time to Think – Listening to Ignite the Human Mind by Nancy Kline
Thinking partnerships
Spend five minutes telling your partner about your latest work project or favourite pastime
The listening partner should:» Say nothing and not interrupt in any way» Maintain eye contact at all times» Occasionally smile or nod to show you are listening
actively Swap roles after five minutes
Managing conflict
The Change Equation:» Dissatisfaction» Vision» Steps or Skills» Must be greater than the Resistance to Change
D x V x S > RC
Manager’s assumptions
Example case study:» Departmental merger of Marketing & Communications and
Sales teams in a large book publisher and retailer» Currently both teams are in different locations and will
move to head office as one» Reduction in job functions» New Board Director to be appointed to lead new
department» More efficient, centralised processes to be introduced» Reorganisation to be completed within six months
What assumptions might a Senior Manager in either team be making about their people?
What questions could he or she be asking of their direct reports?
Questioning techniques
Closed» Results in a ‘yes’ or ‘no’ answer
Leading» Results in closing down the discussion
Open» Results in broader thinking, new ideas and solutions
Probing» Results in greater understanding for all involved
Implication» Results in challenges to own thinking and more
options Opening ‘Mindsets’
» Results in enabling people to reassess the facts
Session Two: Adopting a coaching leadership style
Agenda:
» What is a coaching leadership style?» Coaching culture and employee engagement» Benefits and pitfalls of this approach» Ways to introduce this into an organisation
Situational leadership model
SUPPORTIVE
High SupportiveLow Directive
SUPPORTING
High DirectiveHigh Supportive
COACHING
Low SupportiveLow Directive
DELEGATING
High DirectiveLow Supportive
DIRECTING
DIRECTIVE behaviour
What is a coaching leadership style
Spend a few minutes thinking about:
» What does a coaching leadership style mean to you?» What is a leader doing or saying or thinking
when they use this style?
Coaching principles
As coaches, we assume that:
» Everyone is doing their best» Everyone has the resources within them to make
changes or do things differently» Everyone creates their own reality» Everyone has the answers within them» We work with the attitude that things are possible
A coaching culture is where ….
Everyone believes learning is critical Leaders use a coaching style/set the tone Decision-making is devolved Developing others is seen as key management
responsibility Peers coach each other Having a mentor or coach is viewed positively Coaching is linked to business drivers Being coached is encouraged Providing coach training is critical Coaching behaviours are rewarded and recognised The move to coaching is managed and with a
systematic perspective
Benefits v. pitfalls
Benefits» Greater employee engagement in business plans» Greater creativity and innovation from employees» Greater sense of empowerment» Greater communication between individuals, within teams,
across business» Greater employee retention
Pitfalls» Performance management may become a longer/slower
process» Not everyone finds the new style easy to adopt / buys into it» Top team do not ‘walk the talk’» Operational priorities can get in the way and managers go
back to old habits
Ways to introduce a coaching culture
Ensure it supports and is critical to achieving strategic business goals
Reflected in the mission, vision and values statements Need is identified in employee opinion research Top team champion the introduction of the new culture Performance management system uses a coaching
approach Management training re coaching skills is provided Conferences, away-days, team meetings all use coaching
sessions New style is reflected in all cross-business media If not organisation-wide at first, then in pockets that
spread
Adopting a coaching culture
In pairs, spend ten minutes discussing:
» What benefits would/does this have to you, your team and/or your organisation
» What is your role as coach in this situation?
What does good look like?
Two way dialogue on topics employee finds meaningful Regular and constructive performance feedback Involves employees in decisions that affect them Recognises employee contribution Discusses career & professional development Receptive to ideas & suggestions Holds salary discussions and gives fair reward
What does good look like ?
Buys into and briefs company wide programmes Updates staff on news from other parts of the business Delivers key corporate messages Translates corporate strategy into meaningful actions for
team & individuals Elicits feedback and shares it with senior team+ The day job!
Communication competencies
Competency Behavioural Examples
Business Acumen/Insight
Connects company strategy to marketplace events Aligns work unit goals to company strategy Defines individual performance objectives & metrics
Feedback & Coaching
Spots opportunities to enhance employee performance Links contribution to rewards Prepares people for future assignments
Listening &understanding
Stays focussed on the speaker Understands speaker position before reacting Probe to determine the root cause of problems
Speaking/Informing
Uses simple, direct language Matches words to tone & body language Is sensitive to nuance & timing
Allman Communicationwww.allmancommunication.com
Contact: Lesley Allman 07808 095803