turning employees into advocates
DESCRIPTION
Presented by Steve Crescenzo, Crescenzo Communications at IABC Minnesota's Fall ConferenceTRANSCRIPT
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Turning Employees Into Advocates
IABC Minnesota www.crescenzocomm.com
Steve Crescenzo
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Turning Employees Into Advocates
It is an uphill climb . . . to say the least
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The 10‐10‐80 Rule
10 Percent: Advocates already
10 Percent: Never will be advocates
80 Percent: This is who we need to reach, engage, influence, educate, moJvate and inspire and trust
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What we must do:
Get their aMenJon! Get leaders more involved . . . In a beMer way
Bring people “in the loop” and treat them like adults
Build bridges between the internal and external worlds
Show them that what they do maMers to the big picture
Show them their ideas/opinions maMer
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Get their aMenJon!
We can’t be boring!
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We are nobody’s first priority!
Priority #1: Family, hobbies, passions
Priority #2: What do I need to know in order to do my job?
Priority #3: Cool stuff that sucks me in
Priority #4: Everything else . . . Including our stuff
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COMPETITION Blogs
You Tube
Magazines
24‐hour news cycle Podcasts
Radio
Satellite Radio
iTunes
TwiMer
Novels Email
Online Shopping
ConversaJon
Tivo
Television
Satellite TV
Online Gaming
Phones
Hobbies
Family
Flickr
Sports
Drinking
Performing Arts
Exercise
Newspapers
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PresentaJon of the Big Check
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YouTube!
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ExecuJve Videos!
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“Corporate” Communication Is Dying
Pudgy white men in suits spewing corporate boilerplate
Formulaic writing
Jargon, buzzwords, platitudes
Top-down information flow
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Corporate vs. CreaJve
Top down vs. interacJve and parJcipatory SJff and formal vs. conversaJonal
Policies and programs vs. people
Old vehicles vs. new vehicles Safe content vs. “risky” content Formulaic wriJng vs. great storytelling
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Turn around boring topics
“We had a meeting!”
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MassMutual MeeJng Videos
Day One: Chat with CEO on the plane to Orlando; conversaJons with the “advance team”
Day Two: Talking with “rookies”
Day Three: Talking with veterans
Day Four: Talking with awards winners
Day Five: Closing party; the “three things” the meeJng did for people: mentoring, networking, learning
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That dreaded “E” word!
Engagement
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Engagement: Q12 QuesJons
Do you know what is expected of you at work?
Do you have the materials and equipment you need to do your work right?
At work, do you have the opportunity to do what you do best every day?
In the last seven days, have you received recogniJon or praise for doing good work?
Does your supervisor, or someone at work, seem to care about you as a person?
Is there someone at work who encourages your development?
At work, do your opinions seem to count?
Does the mission/purpose of your company make you feel your job is important?
Are your associates (fellow employees) commiMed to doing quality work?
Do you have a best friend at work?
In the last six months, has someone at work talked to you about your progress?
In the last year, have you had opportuniJes at work to learn and grow?
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Engagement
How many of those can we influence?
Engagement involves the enJre organizaJon—managers, HR, OD, top‐level execuJves
What if you’re not in a posiJon to do that?
What CAN you do?
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Engagement: Q12 QuesJons
Do you know what is expected of you at work?
At work, do your opinions seem to count?
Does the mission/purpose of your company make you feel your job is important?
Are your associates (fellow employees) commiMed to doing quality work?
In the last year, have you had opportuniJes at work to learn and grow?
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What we must do:
Get their aMenJon! Get leaders more involved . . . In a beEer way
Bring people “in the loop” and treat them like adults
Build bridges between the internal and external worlds
Show them what they do and say maMers
Show them their opinions maMer
Get our leaders more involved in engagement
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Coach your execuJves
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They will actually get beMer
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What we must do:
Get their aMenJon! Get leaders more involved . . . In a beMer way
Bring people “in the loop” and treat them like adults
Build bridges between the internal and external worlds
Show them what they do maMers to the big picture
Show them their ideas/opinions maMer
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Create a virtual editorial board
Put an ad in one of your vehicles You want feedback Won’t be a lot of work
No meeJngs . . .ever!
100 percent voluntary Create a mailing list
E‐mail when you want feedback
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“The Water Cooler”
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How does she use it?
“Whenever we have a major announcement, big news, state of the organizaJon message, etc., we send out an e‐mail to the WCG aier the fact to ask them if they heard it/read it/saw it, understood it, have any quesJons, heard any quesJons, need to know more, want to know more, etc.”
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How does she use it?
“SomeJmes I used to wonder if anyone was out there paying aMenJon. Now I have the Water Cooler Gang.”
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What we must do:
Get their aMenJon! Get leaders more involved . . . In a beMer way
Bring people “in the loop” and treat them like adults
Build bridges between the internal and external worlds
Show them what they do maMers to the big picture
Show them their ideas/opinions maMer
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What we must do:
Get their aMenJon! Get leaders more involved . . . In a beMer way
Bring people “in the loop” and treat them like adults
Build bridges between the internal and external worlds
Show them what they do maEers to the big picture
Show them their ideas/opinions maMer
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UPS Whiteboard Campaign
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Crescenzo Communications, Inc.
“Marker Madness”
During “March Madness”
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UPS Marker Madness
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Crescenzo Communications, Inc.
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What we must do:
Get their aMenJon! Get leaders more involved . . . In a beMer way
Bring people “in the loop” and treat them like adults
Build bridges between the internal and external worlds
Show them what they do maMers to the big picture
Show them their ideas/opinions maEer
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“Philips Way” intro page
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“Philips Way” nomition form
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“Philips Way” nomination form (con’t.)
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Contact Information
Phone: 312-286-6696; 773-759-3756
E-mail: [email protected]
Blog: www.corporatehallucinations.com
• Web Site: www.crescenzocomm.com
• Twitter: @crescenzo;
• FaceBook: Crescenzo Communications
• LinkedIn: Steve Crescenzo
• Skype: Steve Crescenzo