Managers play a key role in organizational performance and employee productivity. This document outlines techniques for establishing a "Spectator-Free Workplace" where managers are actively communicating and engaging with employees. It provides tools and best practices for coaching managers to be better communicators, including establishing clear communication standards, leveraging multiple channels, providing context, soliciting feedback, and continuously measuring effectiveness. Regular calibration activities like informal polling, feedback forms, and data debriefs can help ensure managers are held accountable for their communication responsibilities.
15. A Strategy Galvanizes. But It Needs to Be Executed. Operational Requirements Organizational Requirements
16. Execution Depends on People Poor Average/Good Great Performance comes from an informed and involved workforce. Managers inspire or deflate. Employee population Employee productivity (organizational performance) The biggest influencer on performance is a manager.
17. Inflate: Managers Who Communicate, Motivate Survey of 212,000 US government employees Spectator managers negatively impact morale and productivity.
18. Deflate: Managers Who Don’t Communicate “When messages got tough, many leaders became invisible”
19.
20. Don’t fear (your internal customer’s) self-sufficiency and competency. It’s a career enhancer, not ender, for YOU.
40. People-Driven Processes Over Products Channel Research: Most preferred source for information (about xdepartment/company) Dulye& Co. Research (>5,000 employees of client firms) Performance Rating Poor Average High
48. Remix High Touch and High Tech Ease electronic overload! Less send, more speak and see.
49. Nail the Message: Content Planning Tool Avoid rambling, data dumps. Plan, package, prioritize information. Use this practice at exec. staff meetings. (Start when you return from Toronto!) What 3 things do you want people to remember? Understand?
50. Create a Connection: Context Building Tool Information to Communicate What business goal does this support? Why is this important to the company? Why is this important to our team/ dept.? Why is this important to our customers? Localize and personalize by explaining why. Connect people to the business, watch employee knowledge and engagement grow.
51. Soak Up Feedback Make time, take time—to listen, learn and share information.
65. Requests for helpActions (do) vs. Words (say) Is there a conflicting message? Only 1 in 10 employees strongly agree that leaders show consistency between words and actions. —2010 Maritz Research poll
66. Adopt Project Management Techniques Work responsiveness! Inject note taking, time management and action planning into communication practices
67. Add Recognition to Response Practices Low-tech, low-cost communication practices are powerful recognition tools— and help open 2-way channels! 4/12/10 issue Make it real. Cite a specific action that made a difference.
69. Ready to Communicate? Dulye & Co. Manager-as-Communicator Research of Fortune 500 executives, managers, supervisors.
70. 5 Things to Do to Help Managers Succeed Strike up partnerships (HR, Corp Comm., Quality/CI, Marketing, Action Teams) Identify development needs Source solutions (in house / import) Introduce and integrate tools / training Evaluate effectiveness and use results Influence the content and delivery of management development and performance measurement programs.
71. Learning & Measuring: Practices that Work Continuous Learning: Manager Coaching and Development Continuous Improvement: Calibration and Checks Best Practice: Integrate development and measurement in existing forums, channels and practices.
82. Lead an effective Town HallDon’t presume title = communication competency.
83. Discussion Starters Coaching: Just-in-Time Learning Provide message guides Tie to periodic business performance debriefs “Communication guides help our management team speak with a level of confidence about difficult topics.” —VP, Lockheed Martin Dulye & Co. Client Highly effective for communicating change, initiatives, strategy.
84. Coaching: All-Access Walkarounds Test Cell 17 2 7 4 10 6 8 12 1 11 3 9 5 13 14 15 16 Ramp up presence, not presentations Mobilize leaders beyond their functional areas Tool: Facility map with department coordinates Don’t leave them standing! Help managers know where to go and what to do when they arrive.
98. 1-2 demographicAlign questions with manager-as-communicator responsibilities Non-intrusive, just-in-time assessment gets high returns—and eliminates data droughts. Supplements baseline surveys.
99. Calibration Tips Go beyond functional departments.Address the performance managers and employees. Go beyond evaluating activities. Design metrics and questions that assess the impact of communication and engagement processes, practices, tools on workforce performance. Leverage demographic comparisons. Use simple visuals to track trends. Measure from an operational perspective, not functional perspective.
100. Make Data Debriefs Simple, Direct Data reports are powerful communication and improvement tools. Make them clear, visual, and instantly portable for coaching managers.
101.
102. Help leaders see reality—as it is. Not as they would like it to be. Or, think it is.
107. Summary: Manager Conversion Kit Coach not control. Manager self-sufficiency and competency are a good thing.
108. Resources at Your Fingertips Special IABC Conference Toolkit at: dulye.com/IABC
109. Resources at Your Figertips White paper with tips and techniques for going viral in organizations where email and instant messaging, are used more than social media behind the firewall
110. Resources At Your Fingertips Spectator-Free Workplace ™ Coaching resources: training, podcasts, e-mail newsletter, iPhone app. Go to Dulye.com/blog to subscribe
111. Thank You Linda Dulye Dulye & Co. ldulye@dulye.com845-987-7744
Editor's Notes
LINDAThanks Roger Let me briefly acquaint you with Dulye & Co. and our focus. We are a team of seasoned professionals who are organizational change experts—all with extensive background in Fortune 500 and large organizations. key differentiator of the firm is that our strategic consultants have worked for several different companies in a program or functional leadership role before coming aboard Dulye & Co. They’ve been in our customers’ shoes.We harness our collective expertise to design and implement Spectator Free Workplace solutions—these are practices that engage an entire workforce, not just select groups, in achieving business goals. We design our Spectator-Free Workplace solutions to address 4 key areas:-training and development program for leaders at all levels-2-way, workforce communications programs -Employee engagement practices-Non-intrusive, measurement tools and practices that deliver a steady stream of data to guide strategies, decisions and action plans.Aspects of these Core 4 elements are featured in today’s webinar—including practices that earned 3 Quill Awards from the International Association of Business Communicators: a 2008 gold quill for our work with Rolls Royce, a 2009 silver quill for our work with ThermoFisher Scientific, and a 2010 Gold Quill, also for our work with ThermoFisher Scientific.
LINDAAs I mentioned, Rolls Royce and ThermoFisher Scientific are among the diverse client group that Dulye & Co. has partnered with over the past 12 years. You can see by the logos on this chart, we work with large organizations across a spectrum of industries including high tech, manufacturing, retail, aerospace, aviation, health care, insurance, government and other industries. Our programs have been developed and implemented at the corporate level and for specific divisions and locations. All are designed with a common dynamic: metrics and measurement to track effectiveness and results. We strongly believe in the power of data.
Armed with assessment data, you can now redesign channels and practices, moving from 1-way cascades to 2-way cycles that generate messages and feedback. Dulye & Co.’s 4R model can help with the redesign. Each of the 4s in the model corresponds with a dynamic of communications that is essential for interactivity and effectiveness.Each dynamic should be part of your redesigned channel or practice.The first 2 Rs—Relay and Relate—focus on the outgoing messaging of a 2-way communications practice.RELAY deals with the channel chosen for communicating. Town Halls. Staff Meetings. Emails. Podcasts. They need to be interactive forums.-RELATE deals with outgoing messaging—and how it is simplified, customized and packaged to foster straight talk The second pair of Rs—Receive and Respond—address factors to elicit feedback—or incoming feedback and messages, that in turn create a cycle of information exchange—better known as a conversation.RECEIVE– focuses on tactics to encourage and receive feedback through direct connectionsRESPOND– deals with the follow-up response to feedback in real-time fashion.Let me show you a 4R application.
![Dulye & Co. Overview 12-year reputation as leading change-management consultancy ,[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)