Restoring Trust

Restoring Trust

Todd Henrigillis Emily Hock Nicole MarquadtDan Kelly Lattana SanavongsayTim Kowols

Contextual Analysis

Audience Analysis

Strategy

TacticsAgenda

Stated Case

Restore Trust Create a Communication Strategy

Case Facts

General Assumptions

Stated Case

Actual Case

Case Facts

Major investment firm (Norné) 800+ employees Employees in 5 countries Dozens of locations It appears “aortic bleeding” has stopped

Case Facts

General Assumptions

Stated Case

Actual Case

General Assumptions: Norné

Was structured hierarchically Chain-of-command communication Senior Manager in each country Scandal recently ended All Senior Managers and CEO Liaison will be

able to speak English

Case Facts

General Assumptions

Stated Case

Actual Case

General Assumptions: Customers

Customers who remain don’t trust Norné, but are waiting to see what happens

Customers who left, will be difficult or impossible to win back

New customers will be hard to get Customers don’t know the new CEO and will

assume she is just like the previous one

Case Facts

General Assumptions

Stated Case

Actual Case

General Assumptions: Employees

New managers use ‘trickle-down’ method New senior managers have been hired to

replace those fired Employees don’t trust the Norné Employees don’t know the new CEO and will

assume she is just like the previous one

Case Facts

General Assumptions

Stated Case

Actual Case

Actual Case

Figure out what broke the trust in the company

Prevent further scandals

Create a system of checks and balances

Case Facts

General Assumptions

Stated Case

Actual Case

Current Communication System Current Business Structure

Audience Analysis

CEO Customers

– Current– Former– New

Employees Public

– Board– Investors

CEO Customers Employees

CEO KISS Chart- ENTPK I S S• Newly hired from major investment firm

• Not overly familiar w/ scandal

• Wants to impress the board

• Fill her in on different specs of company

• Come up w/ a successful strategy

• Do not treat her as if she was part of the scandal

• Do not present some “quick fix tactics”

• No-nonsense financial wizard

• Good w/ numbers

• Knows the different financial laws of the countries

• Give her the accounting records of Norné from the past

• Be concise

• No emotional storytelling

• Do not try to connect on an emotional level

• Has employees in 5 countries & dozens of locations

• Communication is a major problem

• Perceiver

• Should exploit her strengths

• Provide options

• Do not continue current comm. Practices

• Has asked our team to come up w/ a comm. strategy

• Perceiver

• Wants company to overcome past events

• Allow things to flow

• Provide options

• Do not try to stifle creativity


CEO Planning WorksheetAudience Impact Resistance Comm.

Preferences

Lions Comm.

Objectives & Message

•CEO •Build trust with everyone

•Make company board happy

• Not so much hesitation since the reputation is already “damaged”

• Supportive in new changes and continuous improvements

•Face- to- Face meetings

•Open seminar with the public

• Company board

• Investors

•Customers

•Employees

• Show continuous improvement plan

• Show new changes

• Prove company increasing


SMCR Model: CEO

Sender Message Channel Receiver Educate/ Inform people about her new ideas Express empathy about the past Impress people with her intelligence & goals

Stories about the company/ situation

Emotionality

Facts & figures about finances

Face to Face

Videoconference

Group meetings

Education level

Personality profile

Channel Access


WeaknessStrength

CEO Strengths & Weaknesses

Clean Slate

Excellent People Skills

New to Company

No Credibility Yet

Female

Perceiver


Customer KISS ChartK I S S• Lost many customers

• Will be difficult to bring them back

• Corporate responsibility is important

• Norné needs to prove itself

• Show that it has overcome past events

• Do not waste resources chasing after them yet

• Do not ignore them

•Kept Some Customers

• Trust is a little shook up

•Waiting to see what happens

• Norné needs to communicate changes being made

•Emphasize that the worst is over

• Do not sugar coat things

• Do not keep them in the dark

•Global customer base (new customers)

• Know about the scandal

• May be willing to give Norné a chance

• Pursue new customers

•Emphasize changes in leadership

• Do not try to hide the past problems

•No “Cover Ups”

•Public knows “scandal” is settled w/ JD

• Eventually is will become old news

• Promote any positive changes

• Do not rehash the old scandal


Customers Planning WorksheetAudience Impact Resistance Comm.

Preferences

Lions Comm.


Current •Keep them

•Rebuild trust

•Hesitate decisions

•May not believe

• Rating: 6

•CEO

•Face-to Face

•CEO of customer’s company

•Their investors

•Prove company increasing

•Show changes being made

New •Persuade them

•Show/prove trust

•Negative thoughts of company

•May be at risk

• CEO

•Open Public Meetings

•CEO of company

•Their family

•Offer incentives

•Show results of improved company

Past •Persuade/motivate them

•Rebuild trust

•May be too risky to come back

•Lost of investors

•CEO

•Group meetings

•CEO

•Their family

•New & improved company

•Changes being made


SMCR Model: Customers

Sender Message Channel Receiver Inform them of the changes being madePersuade them that the worst is behind them Get attention of new customers Old customers that everything will be ok

Professionalism

Evidence

Facts/ Figures

Formal letters/ Packets

Formal presentations / PowerPoint

Web Page

Channel Access

Interest level

Socioeconomic background


Employee KISS ChartK I S S• 800 + employees

• Many diverse Myer’s Briggs types

• Use multiple channels to communicate messages

• Do not assume all employees will receive the message the same way

• Mostly new Sr. Management

• Some promoted from within, others are still learning Norné’s polices and procedures

• Completely new managers will be open to change

• Managers promoted from within will be resistant to change

• Hierarchal structure

• Top-down management style

• Arrow managers

• Give opportunities for management and employees to interact

• Do not demean the employees any further

• Employees get information 1 or 2 ways: Trickle-down or grapevine

• Communication within the company is not effective

• Need to provide more channels for information flow

• Do not rely on existing channels


Employees Planning WorksheetAudience Impact Resistance Comm.

Preferences

Lions Comm.


Managers • May lose motivation and may be bought out by another company

• Do not like Change

• Use HR to communicate with employees

• Department heads set in their old ways

• Reinforce trust and confidence

Associates • Talent may leave the company

• Fear for their jobs

• Disbelief

• Lack of trust

• Department heads

• Fellow employees

• Union leaders

• Outspoken team members

• Restore trust and confidence• Give them a feedback channel• Improve current communication


SMCR Model: Employees

Sender Message Channel Receiver Motivate them to continue to work hardCompliment their efforts Inform them of changes

Length

Timing

Terminology

Email/ Memo/Fax

Group meetings

Formal presentations

Channel Access

Location

Values


Goals

Business Goals– Restore Public’s Trust

– Customer Relations

– Employee Relations

Communication Goals– Create a Communication

strategy External Internal

– 2-way

– Implement Strategy

Strategy & TacticsStrategies Tactics

CEO• Improving internal communication

• Creating a CEO Liaison position

• Training for Liaisons & Managers to be ‘Dance Communicators’

• Start teleconferencing with Managers & Liaisons

Customers• Increase communication

• Newsletter

• Face- to- Face

• Personalized letter

Employees• Give the employees more company interaction

• Company newsletter

• Company picnics

• Nominate Liaison from within

Strategy

Tactics

New Communication System Same Business Structure

Long-Term

Have an audit done by outside firm– Once a year– At each of 5 countries

Tours & Luncheons for customers

Tactics

Rejected Ideas

To change the business structure

Have a meeting with Sr. Managers and CEO Liaisons 5 times a year

Merging companies to change Name/Image

Summary

Created a new communication strategy to restore trust

Created Liaison position Improved relations with CEO, Customers,

and Employees

Summary

Restore Employee’s Trust in the Company

Create Liaison Position

Train Managers to Dance

Catch / Prevent Scandals Earlier

Address & Contain Rumors

ANY QUESTIONS ?

Documents

Restoring Trust