最新的Ge内部communication trainng材料

Manager’s Communication Toolkit

Manager’s Communication Toolkit 2

• Understand how communication plays a key role in your effectiveness as a leader and in delivering business results

• Learn about the communications model and how to apply it within your work team or department

• Create an environment that fosters open and honest communication

• Develop measurable communication action plans that address both business and employee needs

Purpose of WorkshopConnecting employees to the business vision


Service Profit ChainEmployee

Satisfaction

Employee Loyalty

Employee Productivity

Customer Satisfaction/

Customer Loyalty

Revenue Growth Profitability


Our People

Our Customers Our Business

Communication as a LinkNeed to better understandwhat our employees sayand what they do

Employees are the critical link between customers and our business


• Black Belt, Master Black Belt

• Corporate Audit Staff

• Multi-Business Experience/Exposure

• Unique, Stretch Assignments

• Financial Acumen

• Global Experience/Cultural Breadth

• Functional Depth

• Outstanding Communication Skills

• Ability to Attract/Keep/Develop Great Talent

• Passionate Approach

• Crisis Leadership

• Continuous Learner

• Seeks Feedback ... And Acts on It

Leadership DevelopmentCapability and Contributions Listening, Learning, Teaching

Several Career/Experience

Enhancers

Several Leadership Enhancers

What is Communication?


Defining CommunicationLeaders must view communication as employees do

Communication:

Event or Product

Manager View

Examples:

E-mailInside GE

CEO web cast

A Process

Employee View

Examples:

Performance feedbackMarket information

Team updates


What is Communication?Communication has two core processes:“Sending” and “Listening”

Communication is a process that turns information into understanding

Sender Receiver

Message

Feedback


Checking for UnderstandingHow to check/listen for understanding

•Ask direct open ended questions

•Request an action plan or list of priorities

•Solicit feedback on the initiative/project/request


GEBusiness

CEO

Senior Leadership

Team

Managers

Associates

M

M

M

M

A

A

A

A

A

A

A

We must take responsibility to ensure that our messages are delivered consistently and meaningfully

Communication As Is


High Say/High DoOpen, honest and direct communication


Manager’s RoleManagers have the key role in communication

Most of what

employees want to

know is how key messages

and marketplace

issues affect their jobs

Company messages

10%Business-specific

messages

20%

How key messages

and market place issues

affect my job

70%


Manager’s Role

Facilitatorof

Understanding

SourceSource of of

InformationInformation

Employees don’t want MORE communication. . . they want understanding of how key messages relate to their jobs


Job responsibilities1

What is my job?

How amI doing?

Feedback, performance review, coaching

2

How’smy unitdoing?

Measurements,regular updatesfrom manager

4

Where arewe headed?

Vision, mission, strategy

5

Commitment 6 How canI help?

Listening, recognition

3

Doesanyonecare?

Source: Roger D’AprixMarketplace-based

Basic knowledge needs as employees describe them:

GE’s Communication ModelEmployee commitment is earned only after basic needs are met


•Help team members understand their responsibilities and talk about expectations

•Set agreed upon priorities and deadlines

•Where possible, involve team members in planning, decision-making and implementing changes

•Link team members’ job responsibilities to business strategy and priorities

Manager’s RoleEmployee commitment is earned only after basic needs are met

What is my job?

Job Responsibilities

Source: Roger D’Aprix


How amI doing?


Performance feedback

•Provide feedback (positive and developmental) on performance

•Tell employees what they are doing right as well as wrong

•Discuss mutual actions for performance improvement

•Make feedback a frequent and timely activity

•Learn how to listen effectively and how to coach people so they can improve their performance




Doesanyonecare?

Individual needs•Take time to listen and talk honestly with employees; value and respect them

•Walk the floor

•Hold staff meetings in which people have the opportunity to express their ideas and concerns

•Solicit feedback about your own leadership style

•Recognize and act on people’s ideas

•Practice common day-to-day courtesies and civilities




Work unit objectives, results•Share general business

information on a timely basis

•Discuss team goals and how they match overall business objectives

•Recognize team accomplishments

•Discuss the need for team performance improvement

•Find opportunities to assemble the team for dialogue and celebration




Where arewe headed?

Vision/Mission and Values•Gain a personal appreciation and knowledge of the business’ vision, mission and strategic direction

• Internalize the company’s value system and behave accordingly

•Show personal conviction and commitment to the vision, mission, strategy

•Relate work group experience to the vision, mission and values and help keep people focused

•Be present to the workforce in ways that make them feel they are being led by someone who understands and cares Source: Roger D’Aprix



How canI help?

Empowerment•Provide genuine opportunities for involvement

•Empower people to take the initiative and make decisions without second guessing them

•Support the risk takers even when they make a mistake

•Recognize and reward true contribution

•Encourage and support cross-functional collaboration

•Promote mutual trust and commitment



How Are We Doing Today?


Measurements, regular updates from manager• XX% Say manager inspires high performance• XX% Treated with respect• XX% Say the way we work is

driven by GE Values

Vision, mission, strategy•XX% Say business is

well run•XX% Say business is

well-positioned for growth

•XX% Say communication in business is open, honest

Commitment•XX% Satisfied with GE•XX% Say work gives

chance to show what they can do

•XX% Given the opportunity for challenging assignments


Marketplace-based

Listening, recognition•XX% Say good ideas

adopted regardless of who/where

•XX% Say manager shows appreciation

•XX% Rewarded for going above and beyond

Feedback, performance review, coaching

• XX% Receive ongoing feedback

• XX% Say working here offers chance to grow and develop

• XX% Say experience, skills gained at GE increase opportunities

Job responsibilities• XX% Say their job responsibilities are clear to them

Why Are We Here? Voice of the Employee

How canI help?

6

Where arewe headed?

5How amI doing?

2


4

Doesanyonecare?

3

1

What is my job?

Delivering EffectiveCoaching & Feedback


What is Coaching?

•Coaching is an interactive process of helping others reach their goals

•Coaching involves unlocking a person’s potential to maximize his or her performance


What Coaching is and is not

Coaching is not:

• Directing• Training• Corrective action • Reprimanding• Mentoring• Therapy

Coaching is:

• Focused• Work related• One to one• A continuous process


The Coaching Process

Strategy

Advocate

Inquire

ReflectiveListening


The Coaching/Communication Process

•Inquire (Ask) about a coachee’s abilities and goals using open ended questions

•Reflect (Listen to) the content and feeling of what the coachee is saying

•Advocate (Tell/ share) perceptions and standards a coachee needs to meet


Feedback will form the basis for your discussions

Feedback

GAPS S

MART

Action Planning

ReflectiveListening

Advocate

Inquire

SOI

Strategy

Feedback in Coaching


What is Feedback

•Feedback is used to make a person or a group aware of a behavior you see and how that behavior is affecting customers, the business, the team or you

•Feedback is a key step in moving through the coaching process


•After completion of a project/initiative

•When behavior patterns emerge

•Periodic progress reviews/updates

•Informal luncheons/discussions

•Interim coaching

•EMS/annual performance review

When to give feedback…

Delivering Feedback


Self-Feedback

Motivational

Feedback

Developmental

Feedback

Coach asks (Inquiry):

• What do you think went well?

• What might be improved?

Coach offers praise for positive

actions. REMEMBER: Never

use the word “but.”

Coach offers suggestions for

future improvement.

Presenting Feedback

Crisis Communication


•A difficult period of potential or actual harm to employees, or damage to the company's brand or financial stability, triggered by a sudden event or long-smoldering issue

•While terrorist acts fall into this definition, so too do widespread IT failures or natural disasters, among other things

What is a Crisis?


Crisis Communication GoalsLeadership agreement in every step


•Make it clear that employees’ safety is the first concern, if applicable

•Describe facts and actions being taken as you know

them — tell them what you know, what you don’t know and when you think you’ll know more. Then follow-up!

•Ensure your messages are consistent with business messages

•Create a regular forum for employees to ask/submit questions and for you to provide answers

Crisis Communication Goals

Creating A Communication Plan

Assess

Plan

Do

Check


Strategic Communications ProcessContinuous, Iterative Process for Communication


Task Tool

- Assess employee needs - Focus groups- Informal discussions- Employee satisfaction survey - Employee Needs Assessment

(Toolkit)

- Assess leader’s attitudes - Leadership Assessment (Toolkit)

- Assess business needs - Business Needs Assessment (Toolkit)

Strategic Communication ProcessStart by assessing where you are…and where you need to go

Assess


Employee Needs AssessmentAssess


Business AssessmentAssess


Leadership AssessmentAssess


Strategic Communication Process

Task Tool

- Identity stakeholders - Communications Plan Worksheet (Toolkit)

- Develop Key Messages - Key Message Worksheet (Toolkit)

- Select communication vehicles - Employee satisfaction survey

Plan


•What: is happening and what’s next

•Why: we are doing this (market conditions,

competitors, business needs)

•Who: will be affected (business, department,

individuals)

•Where: you can go for information & questions

•When: you’ll hear more

What does the business need employees to hear and what do employees want to hear?

Key MessagesPlan


• Key messages are those three to four points you want your audience to remember

• Key messages should drive or support business outcomes

• Key messages should be...— simple — supportable— honest— consistent— repetitive

• Key messages must be tailored/relevant to stakeholders

Developing Key MessagesPlan


Communications Plan - Key Messages

Plan

Digitization • Digitization means…

• This makes our processes easier, faster, cheaper by…

• Our business is looking at digitization in the following areas…

• This will impact our team by…

• This will impact your work by…

• I’d like you to…

• We need to consider…

• Here’s how we’ll prioritize…

• I’ll…by…

• My expectations are…

• Let’s follow up…


orOne-way Communication

Print

Voice-mail

E-mail

Intranet

Bulletin board

Video

Two-way Communication

One-on-one meeting

Team meeting

Department meeting

Informal discussions

Web chat

How should you deliver the message?The more change required, the more consistent, two-way communication you’ll need

Plan


Types of Vehicles

Type

Written

Samples

E-mailsLettersNewslettersIntranet

Online Chat-Web chat-Sametime

Use for

Broad disseminationDocumentationMessage reinforcement

ImmediateBroad disseminationMessage reinforcementQ&A

Interaction

One-way

Can be one-way or two way

Verbal One-on-one meetings-Formal-Informal

Group meetings- Large or small- Skip level- Roundtable- Walk the floor

Voicemail

Influence behavior/attitudesCheck for understandingRecognitionFeedback/coaching

Influence behavior/attitudesCheck for understandingRecognition

Urgent requests/informationData “snippets”Action to-do

Two-way

Two-way

One-way

Plan


Strategic Communication ProcessIf you don’t reach a shared understanding,you have not communicated

Task Tool

- Deliver the message - Agenda- Meeting checklist

- Check for understanding - Informal discussion- Request action plan/priority list- Solicit feedback

Do


Team Meeting ChecklistDo


Message ChecklistDo


Strategic Communication Plan At a Glance

Do


Strategic Communication ProcessCheck the effectiveness of your communications… and adjust your plan based on the feedback!

Task Tool

- Assess the effectiveness ofindividual communications

- Assess the effectiveness of your overall communications

- Plus/Delta

- Informal discussion

- Focus groups

- GE Opinion Survey

- Assessments

- Pulse surveys

Check

Tools


Communications Plan Worksheet

Who doyou need to

communicate to?• Your team

• The business• Individuals• Customers

Business StrategyWhat is the purpose or

topic to be covered?

Specific Communication or EventWhat are the key messages

that you want to drive toyour audiences?

Whatvehicles

will you use todistribute your

messages to youraudiences?• Mod chat

• email• all hands• webcast

• one-on-one mtg

How oftenwill you

communicate?• weekly

• monthly• quarterly

What willsuccess

look like?

How willyou know when you get there?


-E-mail from biz leader-Training-Manager’s Minute-Mgr comm website-Performance reviews

When: Frequency

Managers

All employees

Direct reports

HRMs

Improve Open and Honest Communication

• Mgrs are the link in open and honest comm between the biz and employees

• Improving mgr comm will increase employee satisfaction, productivity, and drive business goals

• Comm is a core leadership competency

• Business will use comm metrics in leadership, mgr performance evaluations

• HRMs: You also will help support initiative across organizationBusiness is committed to improving open and honest communication

Will use comm metrics in leadership, mgr performance evaluations

-E-mail from biz leader-Training-Performance reviews

-E-mail from biz leader-Train-the-trainer-Performance reviews-E-mail from biz leader-All-employee broadcasts-Focus groups-Progress updates

-1x

-1x

-Ongoing

-1x

-1x

-Monthly

-Ongoing

-Ongoing

-1x

-1x

-Ongoing

-1x

-Bi-monthly

-1x

-Quarterly

GE Opinion Survey

Focus groups

Informal feedback

Retention of hi-potentials

GE Opinion Survey

GE Opinion Survey

GE Opinion Survey

Who: Stakeholder/Audience

What:Purpose/Topics/Messages

How/Where: Activity/Vehicles

Measurement: How will you know if you were successful?

Sample Initiative Communications Plan


Sample Communications Calendar

ThursdayMonday

Tuesday Wednesday

Friday

5

12

19

26

September 2005

• 8-9 am direct

report staff mtg

• 8-9 am direct report staff mtg

• 12-1 pm skip

level luncheon

• 12-1 pm skip level luncheon

• 2-2:30 pm direct

report 1 on 1: c. janus

• 2-2:30 pm direct

report 1 on 1: a. cowel

• 8-9:30 am-monthly all hands mtg

• 9-9:30 am-

walk floor

• 2-2:30 pm- walk floor

• 4-4:30 pm-walk floor

• 2-2:30 pm-walk floor

• 1-1:30 pm- walk floor

• 2-2:30 pm direct report 1 on 1: b. jones

• 2-2:30 pm direct report 1 on 1: r. smith

• E-mail monthly

progress report



•Understand why and how strategic communication plays a key role in their effectiveness

•Learn about the communications model and how to apply it with their work team or department

•Develop measurable communication action plans that address both business and employee needs

•Get started with practical tips and tools that can be put to immediate use

Manager’s Communications ToolkitThe Toolkit is designed to help GE managers:


Manager’s GEOS Toolkit

Create Your Own Plan

What’s Next

?


What Should You Do Next?

• Post the GE Organizational Communication Model (Pie Chart) in your office

• Keep copies of the Communications Planning Worksheet handy

• Have your employees assess their communication needs and consider that feedback during your planning

• Develop a folder or binder where you can keep — and refer to — your communication tools, plan your communications and track your progress

• Develop and launch your plan!


•YOU are accountable for effective employee communication

•Understand the importance of communication and take appropriate action!

•Approach communication the same as other business deliverables:

• Assess – Plan – Execute – Measure

Remember… Results require your planning, action and commitment.

Technology

最新的Ge内部communication trainng材料