Posted by David Grossman on Wed, Feb 01, 2012
It was a moment of brilliance. I was moderating an employee focus group about change, and during the discussion an educator in the group shared this Buddhist quote:
“The teacher will appear when the student is ready.”
I could see the concept resonated with everyone. It was almost as if I was privy to a collective “ah-ha” moment. Those nine words captured the spirit, tone, and reality of helping people move through change, and the essence of many of the frustrations attendees were feeling and expressing.
The wisdom can apply broadly to any number of situations beyond the classroom:
- A leader coaching an employee
- A leader managing-up with his or her boss
- A communications professional counseling a leader
- An executive coach working with a client
- Almost any situation where there’s an opportunity to teach or coach
From a communications perspective, here’s what you can do to try and create an openness to learning or change:
- Select the right time for a coaching conversation, when the listener’s “mood elevator” is at least neutral to positive
- Ensure your communication is receiver-focused and conveys clear benefits to the receiver
- Speak in terms of a specific behavior and consequence so your coaching is not perceived to be personal but rather about a situation
- Highlight the discomfort or a “pain point” that your alternative behavior will resolve
When someone isn’t ready to change, be cognizant about the amount of time and energy you spend on coaching since the payback will be minimal, if at all. Chances are, others will be much more receptive and you can focus your energies where you will get the best results.
What’s working for you to move people through change?
- David Grossman
Posted by David Grossman on Wed, Jan 25, 2012
Workplace email. It’s out of control, causing problems for employees and employers. So why do we all put up with it? It turns out that not everyone is.
The world’s leading companies—along with businesses of all sizes and stripes—are deciding enough is enough, and taking steps to curb the overuse and abuse of work emails in their organizations. Thanks to employees who are more stressed than ever and companies looking to cut back on unproductive hours, it’s a trend that’s capturing global attention.
This month, I took on the issue on NBC Nightly News, and I released a new free ebook, The Definitive Guide to Taming the Email Monster.
I also share tools and strategies for managing email in your workplace, and explain when it makes sense to use email--and when we should take advantage of the myriad other communication tools at our disposal.
Watch the clip and download (and share!) the ebook to learn what it takes to manage email in your workplace to deliver better work/life balance, improve morale and productivity for everyone.
Posted by David Grossman on Wed, Jan 18, 2012
According to a new study, almost one fifth of our work week is spent “wasting time,” costing companies up to $320 million per day. The study by Ernst & Young─of 2,500 employees in the financial services, manufacturing, retail, and construction industries─found that 58 percent of employees’ time is spent on “real value” work and 24 percent is spent on networking and professional development. With 82 percent of our time being spent on productive and valuable tasks, what do we spend the remaining 18 percent of our time doing?
Ernst & Young categorizes “wasted time” into three categories:
- Internal administration, red tape and unnecessary meetings
- Waiting for IT systems
- Instances where jobs need to be redone
Another important finding was that 62 percent of survey respondents believed their organization was operating efficiently, and 71 percent were motivated to do their job to the best of their ability. However, the other 33 percent of those surveyed were looking for new employment, citing their skills are not being utilized.
Reducing the number of “meaningless” tasks will likely increase the opportunities companies have to focus on critical initiatives, therefore creating more value for their organization.
The changes made to eliminate unnecessary meetings, waiting for technical support, and dealings with internal administration needs to come from a cultural change within the business.
The Ernst & Young survey findings help reiterate the truth behind the common theory: companies with high levels of employee engagement will almost always have higher levels of overall performance. Employees that are engaged will reduce the amount of time spent on less value-added work, instead exerting more effort toward increased growth and production.
The importance of monitoring communication in all companies will work to help eliminate the likelihood of messages getting lost, preventing “wasted time.”
How can you eliminate wasted time in your organization?
- David Grossman
Posted by David Grossman on Wed, Jan 11, 2012
Internal branding. It’s often maligned and misunderstood in part because it’s done poorly. Look first at who’s often driving internal branding efforts and you understand why the results are typically less than they should be.
Done well, internal branding is a powerful and proven strategy to drive engagement and the behaviors leaders want inside organizations, especially as it relates to a company’s ability to deliver on its brand promise.
It’s your employees at the front lines who decide at the “moment of truth” whether they will deliver what you’ve promised to your customers or not. Most organizations spend millions on marketing the promise, yet very little on ensuring that the reality of the experience matches the promise. Once again the employee audience is virtually forgotten except to hail the Coming of the New Advertising and Marketing Campaign.
What your customer experiences, especially in service industries, depends on a number of factors, none as critical as an employee’s level of engagement. Are they willing and equipped to deliver? Do they know how to resolve issues in ways that are consistent with the brand? All this is dependent on whether an employee understands what’s expected of him or her and the specific behaviors needed to meet customer expectations. In almost all cases – as our research and work shows – few organizations have defined the behaviors and daily actions needed, aligned the performance management systems to these key behaviors, and communicated all this effectively to employees (not to mention ensuring leaders at all levels model these behaviors).
If you’re looking to improve your engagement and business results, here are some must-haves for successful internal branding efforts:
- Ground your work in measurable, specific business outcomes
- Help key stakeholders know the difference between branding and internal branding, and how they work together
- Ensure there’s an understanding of how the employee audience is significantly different from external stakeholders
- Engage leadership during all steps, and especially to define the behaviors and daily actions needed to deliver on your brand promise
- Think beyond the logo; internal branding is so much more
- Real change requires commitment and alignment across functions
- Have a strong message platform focused on the behaviors needed before diving into tactics
- Tools aren’t enough; training, accountability and measurement are key to helping leaders drive change
- Integrate the behaviors into the performance development system so the right actions are reinforced and rewarded
- Remember, smart people have been here before. Ensure you have the right people partnering with you for a successful effort
Are you seeing a gap today between your brand promise and what your employees deliver?
- David Grossman
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Back by popular demand!
Join David for his upcoming webinar, “The Power of Internal Branding” on Thursday, March 8, 2012, at 1:00pm CST. Click here for more information.
Posted by David Grossman on Wed, Jan 04, 2012
As many of us are making resolutions for the New Year – whether to get in shape, complete more tasks on the Bucket List, or lose those holiday-induced pounds – I thought it would be helpful to share a different kind of diet for the New Year to address no less weighty challenges. This one is for the workplace.
The Workplace Diet is designed to help conquer confusion, apathy, lack of motivation, and the increasing cost of ineffective communication. There’s no celebrity spokesperson or meals to buy. No magic pills to take. Just some simple yet powerful actions that can make this year your best year yet. And your employees and family will thank you for it.
Here’s the skinny on The Grossman Group 2012 Workplace Diet:
- Share your expectations – People rise to the expectations set for them. Create a list of your expectations and share them with your staff. Be as specific as possible so people know exactly what you mean and what you want to see. When your expectations are met, say something to reinforce the positive behavior. Otherwise, give feedback and coach around alternative behaviors you want to see.
- Plan your communications – If you take a few minutes to plan your communication strategically (instead of wing it), you will be more purposeful, and increase your chances 100-fold of being effective.
- Listen more – Stop talking so much. Really. Look directly into people’s eyes. Relax and breathe as you listen. Resist the urge to jump in.
- Ask for input and feedback – Resist the urge to ask closed-ended questions, which shut down communication. Instead, ask open ended questions: “Help me understand how you are thinking about this?” or “What ideas do you have to resolve this?”
- Take action on employee suggestions – The action might be to loop back with the employee to share appreciation for their thoughts, and help them understand why you’re not implementing their suggestion for an alternate approach. The action is closing the feedback loop, which can be as worthwhile as implementing a suggestion an employee has. Both tell the employee that he or she has been heard and input was valued.
- Show you care – Find out what’s important to your employees on personal level and remember that information.
- Empathize (more) – Pause and imagine how someone else is feeling. Learn how to make a reflective statement, which validates someone else’s feelings and shows you care. The workplace needs more humanity and less BS.
- Share recognition and appreciation – Say “thank you” for a job well done with specific details about what you appreciated. Reinforce what you want to see more of.
- Ensure your employees can articulate how they fit in – All employees want to know that they’re contributing to something larger than themselves. Talk with your employees to ensure they can articulate how they specifically contribute to your goals, and the goals of the organization. If they can talk about it, they’re more likely to feel connected to the organization and be engaged.
- Measure your efforts – Most of the clients we work with have a number of in-house tools such as a 360 or employee engagement survey where you can get data on how you’re doing and where to focus your efforts. Alternatively, you can ask your staff: “What 2-3 things can I do this year to make me more effective in how I communicate with you?” Or, give them the list above as thoughtstarters.
So that’s your get in shape plan.
Research shows that making change stick is best done in small steps. That’s why each month this year, we’ll feature one of the essential elements of the 2012 Workplace Diet. Pick one component to work on yourself each month, or diet with us.
We’re here to support you every step of the way.
- David Grossman
Posted by David Grossman on Wed, Dec 28, 2011
Again this past semester, I had the opportunity to work with a smart, determined, and inspiring group of grad students in the Strategic Communications program at Columbia University in NYC. The time that I spend teaching each year brings me great joy, and as always, the chance to learn from those in my class.
One of the goals I have for the students is to find their “voice” when it comes to internal communications – what is it, how it adds value to the business, how it works at its finest, and so on. All coming from diverse backgrounds and experiences, the students begin the semester with varying perspectives on what internal communications is. In the end, I typically hear: “Upon reflection, I had no idea the impact internal communications can have.”
My favorite assignment is for the students to develop an elevator speech where they can speak to the power and importance of internal communications in an organization. They adapt it three times, taking it from words on paper to presenting it to the class without any notes. You’ll see I also ask them to include a call-to-action.
I continue to be greatly impressed with the creativity and insight that each one of their elevator speeches provide. I thank my students for allowing me to share their work, capturing the variety of reasons that internal communications matters today more than ever before.
Imagine someone’s sharing this with you in an elevator:
“You can think of internal communications as the lifeblood running through an organization. You can think of it as the glue that holds all the disparate pieces together. Or better yet think of internal communications as the coxswain. You know that little guy that sits in the back of a crew boat with a horn. His whole job is to make sure all the rowers row together, know where they’re going, and keep them inspired to row faster. Internal communications is the coxswain for an organization.”
“Internal Communications is the heartbeat of an organization. Pumping a healthy flow of information is the blood that keeps the organization alive and growing. How’s your company’s health?”
“The objective of internal communications is to bring all parties within an organization on the same page. I think of it as the hub of a bicycle wheel, keeping all parts spinning and moving in the right direction. Examples of internal communication include: sharing financial results of the organization, announcing organizational change, and delivering new H.R. initiatives. It’s actually not that easy to do this right. In fact, 50 percent of employees today say that internal communications is redundant and irrelevant to them. But for organizations that do get this right, employees are more involved and engaged which ultimately impacts the bottom line of your business.”
"If you want to keep your employees engaged and focused on your organization’s mission, why not hire an Internal Communications professional? An Internal Communications professional can help you to build a plan that will give your employees a clear understanding of where your organization is now, where you want it to be, how it impacts them personally, and how they can contribute. As a result they will feel involved and valued– increasing their productivity and morale."
“Do you want to learn how to assemble a workforce that does whatever it takes to achieve your company’s overarching goals? The answer: improve internal communications. It’s a critical field. Internal communications entails all forms of communications within an organization. Effective internal communications keeps employees motivated, engaged, and tirelessly working toward an organization’s strategic goals.”
“I'd like to ask and answer two quick questions for you: what is internal communications, and why is it important? Well, by "internal communications" I mean setting up a model or formalized structure to manage the flow of information within an organization. Why is this important for organizations? Three quick reasons. First, by using a model, you have the chance to learn from the best and use a model that's proven successful elsewhere. Second, having a model is a great way to get a diverse group of people working together on the same page. And third, a model is scalable and changeable to fit your organization's exact goals at any time. The heart of internal communications is using communications to align your people with the larger goals of your leaders. If you'd like to learn more, here's my card, and I'd love to give a full presentation any time.”
“These days, there’s a lot of talk about building engagement. Companies are learning that engaged employees work harder and drive bottom-line results. Yet nationwide, most workers still say they’re not engaged. So something has to change. That something is internal communication. If we explain our actions and goals in terms of the marketplace, we give employees vital information that makes work more meaningful. It helps them see their contribution to our success. It’s the “why” they’re looking for. We should provide it clearly and consistently. What we need is a strategy — and that’s something I can help you with. If you’re interested, I’ll draft a communication plan. The first step will be an employee survey to let us know where we stand. I can have that ready next week. What do you say?”
What is your elevator speech on the value of communication?
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Posted by David Grossman on Wed, Dec 21, 2011
It’s a simple thought─give employees what they want to drive engagement. To find out what those requests are, HR Magazine UK examined and identified seven elements that employees seek from both their managers and organizations. Placed into the acronym R.E.S.P.E.C.T, these employee needs relate to and affect commitment, retention, overall satisfaction, and employee engagement in the workplace.
Results from this study (ongoing for over 30 years)─of over 200,000 employees from around the world─ found that organizations that give employees what they want have an engagement level that is up to117 percent higher than those organizations which don’t deliver on employee needs, and 64 percent higher operational performance.
Here are the results to achieve R.E.S.P.E.C.T:
Recognition
- Recognition for your employees and the work that they do, most importantly from the leaders who are familiar with their work. Employees who feel recognized are four times more likely to rate their boss as an outstanding leader.
Exciting Work
- Employees seek out work that is challenging, interesting, and that fulfills their need for a sense of accomplishment. Excitement for work was found to come from learning something new, pioneering a project, or operating with autonomy.
Security of Employment
- Job security was found to be related to the level of trust that employees felt toward leaders in their organization. Employees’ interest in the organization’s future and work is tied to their job security and the need they have to fulfill their financial obligations.
Pay
- The most important factor concerning employee pay is that it’s fair. Compensation should be based upon the work done and the contributions made.
Education and Career Growth
- Allow and encourage employees the opportunities to continue to develop their skills and work toward career advancement.
Conditions
- A comfortable, healthy, and safe environment is the type of place employees want to work in. However, more important than the physical environment for many people is the social environment.
Truth
Which factor would have the greatest impact on further engaging your employees?
- David Grossman
Posted by David Grossman on Wed, Dec 14, 2011
2011 is almost at a close, and it’s that time of year when most of us reflect on the year gone by. What’s worked? What hasn’t? What should we start thinking about for 2012? Here at the leadercommunicator blog that means taking stock of blog posts and topics from the year to find out what topics and issues are speaking to all of you. Your interests shape my thinking about future blog posts (what are the topics that pique your interest?) and planning for 2012.
But end of the year assessment isn’t just about looking ahead; it’s also about revisiting favorite topics and giving them a little more thought before we head onto newer topics. In the spirit of giving proper due and attention to the best of 2011, I’m revisiting the favorite posts of the year. How do I know they’re favorites? Well, web analytics help, but I also take into account your feedback and my own sense of what was really relevant.
So, here we go... Following are The Top 5 Most Popular Blog Posts from 2011, counting down from number 5:
#5
Open-Ended Questions Enhance Employee Communication (originally published on March 30)
One sure way to start the conversation is with an open-ended question. Unlike questions that give people limited options for response, open-ended questions encourage them to express their opinions and ideas. When you listen to what they have to say, showing interest and respect for their input, it shows you care and the impact can be significant. (Read more.)
#4
Internal Communications Check-Up, Parts 1 & 2 (series originally published on November 9 and November 16)
In this two-part series, I shared our internal and leadership communications “temperature check", or approach to understanding an organization’s level of commitment to communication, along with tools for gauging communications to guide decisions about how they can best focus improvement efforts. (Read more.)
#3
Leadership Communication: 6 Steps to Handle Tough Conversations (originally published on March 2)
Having tough conversations and communicating difficult topics is part of a leader’s job. But just like you plan for contingencies in your business, planning how you will communicate difficult messages can improve the ultimate outcome. It is seldom easy to share difficult news, but thinking through your approach in advance definitely can improve the process. (Read more.)
#2
Guest Blogger Dina Medina: Employee Engagement Through Appreciative Inquiry (originally published on September 8)
Writing from her experiences as an internal communications manager at Hewlett-Packard, Dina Medina shared her insights on Appreciative Inquiry (AI), an organizational development methodology that looks at finding what works well in an organization and how to make more of it. (Read more.)
#1
Senior Managers are Biggest Roadblock to Effective Internal Communication, Survey Says (originally published on May 25)
Challenges with senior management is the reason many internal communicators pull back from what they believe to be the appropriate course of action, according to a recent survey by the Institute of Internal Communication (IoIC). Among those surveyed, 45 percent said senior managers are a major block to progress in key areas of their development. (Read more.)
Did you have a favorite post from this year that I didn’t include? Is there a topic that didn’t get any attention at all that you’d like to see in 2012? I hope you’ll let me know.
- David Grossman
Posted by David Grossman on Wed, Dec 14, 2011
Hi David,
As CEO, how do I go about motivating my top team after a period of significant management change and instability?
--Karl
Thanks, Karl, for your question. It's a complex one. Kudos to you for thinking about this critical issue. Some things to consider:
- Have you painted a picture of the future (a better one) that all want to be a part of?
- Is everyone aligned around the strategy and goals?
- How have you brought the team together to work as one?
- What are the early wins you're achieving and celebrating that reinforce you're headed in the right direction?
- How are you reinforcing the new behaviors needed and what's not okay with you?
- Are you done with the management changes for now, so you can talk about "the new leadership team" and get people focused on your vision and goals?
Hope these thoughtstarters help. If only it were easy! Please give me feedback on what I've outlined.
I'd welcome the opportunity to learn about your specific situation and needs so I can help you more.
Best,
David
Posted by David Grossman on Wed, Dec 07, 2011
Part 2: Using research to understand hard-to-reach employees
Understanding the “hard-to-reach” employee is a hot topic these days. Many organizations have them – they’re your front-line employees on the production line, call center employees, sales force, in the field, or other employee groups who play a critical role in the organization’s success. But due to time, technology or role constraints, they aren’t always able to access the “push” communications such as email, that often come from corporate offices.
No matter how hard it may be to reach them, organizations must make it a priority to include front-line employees in their measurement efforts. It is vital for a complete assessment of employees’ communication needs since how they want to receive information may vary greatly from wired employees.
Some of the tried-and-true avenues used to best reach the hard-to-reach employee base are:
- Hard copy surveys translated into local language
- Computer stations or kiosks that are easily accessible in employee lunch rooms or break areas
In addition to using trusted communication vehicles to communicate with hard-to-reach employees, consider these tips when developing your communication strategy:
- Offering incentives to encourage participation
- Talking to supervisors - or employees directly - to understand how to reach a set of employees
- Engaging leaders of those you want to survey to drive awareness and participation (their endorsement means a lot)
Do not discount the information needs of hard-to-reach employees. Because of their diverse, often non-wired positions, leaders should make it a high priority to ensure hard-to-reach employees understand the company vision, and can articulate it in a role-appropriate way to your customers.
What steps are you taking to meet the needs of your hard-to-reach employees?
- David Grossman
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