turning managers into communicators workshop · 2018. 11. 2. · strategize program mgmt.,...

Turning Managers Into Communicators Workshop

October 30, 2018

Progressive Corporation

Mayfield, Ohio

Bryant A. Hilton

2

Engaging employees.

Navigating change.

Austin, Texas

Introductions and “war stories”

Who are you?

Where do you work?

What’s your manager communications “war story”?

3

Summary: War Stories Shared and Discussed

• Organizational challenges:• Reaching non-desk employees• Company growing quickly• Corporate changes (acquisition, new leadership)• Very disperse employee populations• Many sub-cultures within organizations / Many different types of employees• Quirks of working with IT and/or HR

• Executive and manager challenges:• Lots expected of managers• Getting executives to see the value of better manager communications• Managers hesitant to communicate• IC receiving information on-time to effectively include managers• IC needs more of a seat at the table / move to being proactive• Face “communications by committee”

4

Agenda for today

• Morning• Introductions

• Objectives and alignment

• What we’re up against

• Data to work with

• Overcoming objections

• Manager personas

• Afternoon• Developing training

• Providing content for managers

• Considering channels

• Building program sustainability

• Plans to bring your program to life

5

Are your people managers doing enough to communicate?

NO: 100%

6

I am NOT getting on stage

Objectives for Manager Communications

Amplifies IC efforts/messages

Translates for resonance

Increases alignment

Increases engagement

Reaches the “front lines”

Builds future leaders

Manager Communications

9

• How to build a program

• Overcoming objections to participation

• Strategize program mgmt., maintenance

• Making this part of your overall IC efforts

• Get rid of bad managers

• Provide holistic management training

• Take on accountability for manager ability

• Replace your HR or Training departments

• Give you another project to add to the list

What we will cover today What we aren’t setting out to do

Manager Objections

11

Where would I find the time?

I have no idea what to say

I don’t get paid to communicate

I don’t want to

No one told me to communicate

You’re the communicatoraren’t you?

Biggest challenges managers have in actively communicating?

18

Lack of good, timely information / knowing where to find it

Lack of time / Not making the time

Managing day-to-day activity while prioritizing and delivering

messages from different parts of the organization

Not knowing what to say / not knowing how to communicate

Not seeing the value if it doesn’t directly pertain to their job

Biggest challenges in getting managers to communicate?

19

Too many demands on their time already

Lack of structure, lack of accountability

They don’t think it’s their job

Dispersed workforce with varying job responsibilities

20

A Quickly Changing World

One-half of S&P 500 Will be Replaced in the Next Decade

21

The winners of the future will be those

who can out-change the competition and

the market.

22

65%of children today will have

jobs that don’t exist yet

- World Economic Forum

24

1/3 of U.S. Adults

Engage in Some Form

of Independent Work- The Federal Reserve

25

43%of employed Americans who

spend at least some time working remotely

-Gallup

26

Making the Connection for Employees

27

• Direct connection, a “real” relationship with manager

• Relevant, timely information

• Understand how their roles fit into company direction

• Feeling supported, heard, safe

• Everyday speak

What Employees Really Want

Key Findings From Employees About Managers’ Communications

28

1. Employees desire significantly more communication

from their manager than they currently receive.

2. In many cases, a lack of communication from

managers correlates to an increase in employees

relying on the "rumor mill" for information.

3. We found strong correlations between good, effective

manager communications and high employee

engagement (and vice versa).

Overcoming Objections and Enabling Great Manager Communication

29

Start with the data

Understand personas

Provide training

Provide content

Sustain the system

Launching manager communications programs

30

Strategy

Clear objectives

Careful planning

Sustainability

Resources

Time, primarily

Build, maintain training

Content development

Partnership

HR especially

Leadership Support

Lead expectation setting

Source for content

Questions?

31

Suggested reading

32

1

2

HBR: Adaptability: The New

Competitive Advantage

https://hbr.org/2011/07/adapta

bility-the-new-competitive-

advantage

HBR: Managing People From

Five Generations

https://hbr.org/2014/09/mana

ging-people-from-5-

generations

Inc.: What Each Generation

Wants in the Workplace (It’s

Not What You Think)

https://www.inc.com/marcel-

schwantes/this-crazy-5-year-

study-proves-everything-you-

thou.html

NYT: Out of the Office:

More People Working

Remotely Study Finds

https://www.nytimes.com/201

7/02/15/us/remote-workers-

work-from-home.html

Inc.: Why Half of the S&P

500 Companies Will Be

Replaced in the Next

Decade

https://www.inc.com/ilan-

mochari/innosight-sp-500-

new-companies.html

53

4Economist: Organisational

Agility: How Business Can

Survive and Thrive in Turbulent

Times

http://graphics.eiu.com/marketing/p

df/EMC_OrganisationalAgility.pdf

6

Start With The Data

Only 15% of employees worldwide are engaged in their job

- Gallup, State of the Global Workplace, 2017

35

31%Engaged

-Gallup

When engagement is lacking, it’s easy for people to leave.

36

74%Workforce open to a

job move

- Jobvite

66%Millennials who expect to leave their

organization by 2020

-Deloitte

12XRegrettable attrition rate of disengaged

employees vs. engaged ones

-Glint

Hiring new people is expensive, time consuming, and competitive.

37

42 DaysAverage time to fill open role

- SHRM

72%CEOs concerned about ability to

hire key skills-PwC

$4,129Average cost-to-hire

-SHRM

6.7 million U.S. Job openings (June 2018)

-Bureau of Labor Statistics

Managers have a huge impact on engagement and retention.

38

70%Variance in

engagement scores attributable to

managers- Gallup

93%Employees report trust in their boss is essential to remaining

satisfied at work-PwC

3XLikelihood of engagement from employees who regularly meet

with managers-Gallup

> one-halfEmployees reporting they would turn down a 10% pay increase to stay with a great manager

-Ultimate Software

50%Employees who quit jobs who

cite a bad manager as the reason-Gallup

Managers can improve engagement with specific communications-based behaviors.

39

>50%employees “strongly agree”

manager is open and approachable are engaged

2/3employees who strongly agree

that their manager helps them set work priorities and goals are

engaged

> Two-thirdsemployees who strongly agree their manager focuses on their

strengths or positive characteristics are engaged

Communication Audits

Communication Audits

• Different than engagement surveys

• About listening and gaining feedback

• Get to what is and isn’t working with communications

• In this case – with manager communications

• Can be robust or simple

• Provide a great baseline to build upon

41

Quantitative and Qualitative Research

42

• Several tools available

• Check response rates

• online and offline processes available

• Classify responses

• Double check for bias/leading language

• Focus groups are easy and effective

• Manager vs. individual contributor groups

• Group similar levels in organization

• Diversify otherwise

• Ask probing questions

• Make everyone contribute

Quantitative Qualitative

Focus Groups

• 10-12 people = ideal size

• Mix by department, office, etc.

• But separate by individual contributor vs. people manager

• Follow “Vegas rules” – and require everyone has to participate

• Ask probing questions – this is a chance to get to the heart of things

• Often helpful to have one person lead, one make notes

• Compile notes and feedback quickly while still fresh

43

Audit Example

44

Audit Example – Transport/Energy Company

• Conducted in compressed timeline – on purpose

• Economical – comms team legwork, Survey Monkey, plane tickets

• Survey (online and offline), and focus groups

• All key geographies, employee types, multi-language

• Key results shared, action plan implemented

45

Key Research Takeaways (I)

Progress noted, but room to improve

• Most staff positive on communication, but seek improvement

• Low morale, trust impacts some sites

Limited awareness of major programs

• Inconsistent knowledge about key programs, policies

• Briefing tools not used consistently

• Content not localized, practical or sustained

Intranet key to solution

• Intranet has reach & potential, but lacking, unreliable

• Upgraded intranet seen as biggest win

Key Research Takeaways (II)

Cascade process key, but uneven

• Managers key but outreach, impact mixed

• Senior leaders much better informed

• Divisional outreach inconsistent

Relevance missing piece• Want/need more functional, regional content

• Priority is info to do jobs vs. corporate

• Language key issue in some locations

Challenge to reach mobile, remote staff

• Major info gap beyond SLT, HQ sites

• Remote staff limited by routine, distance, infrastructure

Potential Additions to FY13 Plan• Expand production/posting of timely program info, CHC news

• Establish governance to manage content relevance & quality

• Good way to introduce critical “pull” tool & multi-media content

• Supports strategy to increase global relevance, reach

Reboot Intranet

• Lack of awareness at all levels about communication options

• Develop toolkit to publicize, promote tools (purpose, tips, access)

• Leverage tool to drive efficiency (e.g. email etiquette, SM policies)

Communication 101 Primer

• Expand, formalize efforts to develop global network

• Leverage local contacts to guide local cascade (translation)

• Build capability to obtain, share representative employees stories

• Use editorial team to identify, address regional issues, questions

Global Communication Network

• Build on efforts to “export” Town Hall content, program announcements to locations outside HQ

• Involve other Global Leaders, RDs as appropriate

• Informal visits, discussions can have positive impact

• Leverage global team to ensure outreach is locally relevant

Expand & Formalize SLT Outreach

Getting Into the Minds Of Our Managers

Frontline Fran

Middle Management Mike

Executive Ellen

Salesperson Sally

Influential Ian

Frontline Fran

55

• Non-desk, shift work

• Regular in-person meetings

• Give it to me quick and make it easy

What can we expect

How can we help

• Move beyond email

• Content that is quick, easy to use

• Take advantage of regular interactions

Middle Management Mike

56

• More likely traditional office

• Competing for attention

• Ready to put context to work

What can we expect

How can we help

• Give some background to work with

• Emphasize time for communications

• Share the big picture

Executive Ellen

57

• Likely has opinions and own voice

• Manager of managers

• Large degree of influence

What can we expect

How can we help

• More personalized/bespoke approach

• Understand objectives – match those

• Listen for the voice –help amplify it

Salesperson Sally

58

• On the go

• Always focused on meeting goals

• More time with customer than team

What can we expect

How can we help

• Make it easy, share information verbally

• Tie back to the goals

• Make her a storyteller

Influential Ian

59

• Informal but a leader

• Knows the pulse of the organization

• May be a good translator

What can we expect

How can we help

• Share information with context

• Collaborate

• Leverage the ambassador role

60

Questions?

Suggested reading

61

1

2

Gallup: State of the Global

Workplace 2017

https://www.gallup.com/workp

lace/238079/state-global-

workplace-2017.aspx

Gallup: State of the

American Manager

https://www.gallup.com/servi

ces/182138/state-american-

manager.aspx

50 Recruitment Stats for HR

pros 2017

https://devskiller.com/50-

recruitment-stats-hr-pros-must-

know-2017/

Forbes: Employees Don’t

Trust Their Managers and

it’s Hurting Your Bottom

Line

https://www.forbes.com/sites/

forbestechcouncil/2018/02/0

8/employees-dont-trust-their-

managers-and-its-hurting-

your-bottom-

line/#7719a4f81f33

HBR: What Great

Managers Do To Engage

Employees

https://hbr.org/2015/04/what

-great-managers-do-to-

engage-employees

5

3

4HBR: If Humility is so

Important, Why Are

Leaders so Arrogant?

https://hbr.org/2018/10/if-

humility-is-so-important-

why-are-leaders-so-arrogant

6

WSJ: How Bosses Waste

Their Employees’ Time

https://www.wsj.com/articles/

how-bosses-waste-their-

employees-time-

1534126140

7

Suggested reading

62

Discussion

~2 minutes: What will you stop/start/continue to enable manager communications?

~1 minute: report out to group

Group support and feedback

63

Lunch Break

64

60 minutes

65

Additional Info: Overcoming Manager Objections

Finding the Time

66

• Engagement = productivity

• This is about working smarter

• Employees want this

• Your managers expect it

• Imagine: Less time recruiting and interviewing!

We’ll Help and Support

67

I have no idea what to say

• Best “selling point” for training

• We want you on message

• We have the content

• This is about listening too

• A more informed team is a more engaged one!

You Are Rewarded

68

• Finding good people costs $$$$

• Opportunity cost of productivity

• Audit results – sell with data

• Part of “how” you work, not just another thing to do!

Your Team Expects It

69

• Good leaders communicate

• Productivity, engagement gains

• Why the training is here

• We’ll make it easy! And, we have a vested interest in your success!

That’s why we’re here

70

• Manager audit results

• Leadership expectations

• Part of manager development

• Imagine your team more engaged and aligned!

Yes, but…

71

• This is a partnership

• Employees looking to you

• Your leadership expects it

• It could be the key to keeping good people around longer!

Building Your Training

You, IC, Leading the Trainings

Why:

▪ You know this topic “inside out”

▪ Differentiation = success

▪ Establishes you as a key resource

▪ New connections and stories

▪ Cost-effective

73

Reaching Managers

▪ Go to your managers

▪ 10-15 people per session is ideal

▪ 60 minutes is a “sweet spot” for first training, 2 hours if possible

▪ Ideal group mix: same location, similar level, varying departments

▪ HR can be a great partner in assembling groups

▪ Do tell the managers’ managers first

▪ Keep track of progress

74

Consideration:How many people managers in your

organization?

75

What to Present

▪ Importantly, make it stand out – different from other trainings

▪ Visually appealing slides but light text

▪ Keep it conversational, you can always provide handouts later

▪ Make it your own – photos from employees may be all you need

▪ Have a “presenter’s guide” to go with the presentation

▪ Include “Communications 101” topics the first time

▪ Include other topics you need to impart

▪ Stay flexible – modify the content according to the audience

76

Benefits

▪ Cost-effective

▪ No “waiting around” to be included in other trainings

▪ Quality control

▪ Expanding your internal network

▪ Listening posts

▪ Influencer network

▪ Attracting story ideas

77

Communications 101

78

Conceptsto include

Outcome-based

approach

Anticipate timing

Process not

a product

Communications

is dialogue

Anticipate audience

Comfort with

“I don’t know”

Plan messaging

Know where to get help

Plan for Manager “Trip-ups”

79

• Giving feedback

• Translating information

• Finding the right info

• Listening as much as talking

• Getting comfortable with ‘I don’t know

Sample Training Slides

80

Communicating for Success: Doing More, Going Further to Engage our Teams

• Core skills

• Planning tips

• Realistic approach

• Resources and support

• Exercises

COMMUNICATION...WHY – WHAT – HOW

Our people consistently say they want managers to be a primary information source.

Why This Matters. Why You’re Here.

Communications is a Process

• Who do you need to inform?

• What is best way to reach them?

• What do you want them to do?

• How will you make it specific?

• Are there any risks?

What do you want your team to

Know? • Feel? • Do?

Focus on Desired Outcomes

Delivering Effectively

• Be concise, clear and memorable

• Have clear examples

• Avoid jargon, cliches

• Link closely to desired outcome

• Try to share through storytelling

Communication is Dialogue

• Actively listen

• Address questions, concerns

• Welcome feedback

• Be available

Communication Channels

• Many channels available

• Select carefully

• Face-to-face always preferable

• E-mail not always the answer

Sample Additional Materials

89

Speakers Guide for Other Trainers

90

Exercise 1

• Match events to channels

• Work on own for 10 minutes

• Team will share/discuss results

FORMAT

EVENT Email

WebEx

Presentatio

n

Town Hall

Meeting

Feature in

Landing

Pad

Brown Bag

Meetings

Video

Segment

Bulletin

Board

Posters

Conference

Call

Team

Huddle

Group

Page on

Landing

Pad

Staffing

changes

Team

achievemen

t (best

practice)

Local News

Update

New

Business

Wins

Positive

Media Story

Earnings

Update

Engagemen

t Survey

Debrief &

Planning

HR Benefits

Change

CHC

Strategy

Update

New

Technology

Platform

(AMOS)

Exercise 2

Think of a real story that...

• Illustrates our purpose, strategy

• Details notable challenges, wins

• Focuses on your people

• Has lessons for team

Additional Considerations About Training

94

• Possible to get help to build, conduct trainings

• Keep IC responsible for training as much as possible

• Do something to make it your own

• Don’t miss chance to build internal network

Questions?

95

Providing Managers With Great Content

Key topics for managers to cover

▪ HR-type topics

▪ Organizational change

▪ Company strategy alignment/enhancement

▪ Organization wins

▪ Team news/priorities

97

Adding Manager Element to All IC

▪ Pre-briefings

▪ Manager-only briefings

▪ Additional “cuts” of existing content

▪ Ready-made presentation material

▪ Let managers share the news

▪ Leverage manager network to enhance conversation in all-hands, etc.

98

Considering Manager Audiences

▪ Think in elevator-pitch, summary, and conversation cuts of info

▪ Consider briefings that work

▪ Help managers learn storytelling – make it easy to contribute

▪ Add the FAQ

▪ Be explicit with the “how to” instructions

▪ Make it easy to access information

▪ Don’t overcomplicate it

99

Repurposing Content – Both Ways

▪ Executive presentations re-purposed

▪ Turn team stories into organizational ones

▪ Develop “meeting minutes”

▪ Create content once, use many different ways

▪ Help introduce managers – keep a human element

100

Modeling Good Behavior

▪ Manager spotlights

▪ Manager peer groups / best practices

▪ Manager-generated content in company channels

▪ Competitive element – if it’s fun/productive

101

Some examples

102

CONFIDENTIAL GO FURTHER. DO MORE. COME HOME SAFELY.

FY15 Performance Management – Meeting Minute

• PMP is underway -- importance:

– Opportunity for two-way dialogue with manager

– Feedback to help you achieve personal and team goals

– Investment in your career

• Current deadline: Self-evaluations (due by May 15)

– Does not take long to complete

– Prepares you for live discussion meetings

• Participation:

– All CHC people welcome

– Requirement for non-CLA team members

Elevator-pitch for Stand-up Meetings

104

Manager Briefing re

Org. Changes

105Key elements: Background, How-to Use, Talking Points, FAQ

Manager“cut” of

Executive Presentation

106

Storytelling Guide

107

• Stories about transformation can be written in a problem-solution-outcome

type format. (After studying process X, we assessed that it cost twice as much

as it should because of Y. We implemented the following solution, and got

these results.)

• Be sure to cover:

o Who?: What teams, individuals will benefit?, who was involved in the

effort?

o What?: What was the project? What was being solved for?

o Where?: “A team at X base realized they had a solution for Y… ”

o When?: How long did it take? When will results be known? Etc.

o How?: The problem-solution-outcome set-up can answer this

question.

• Include a clear, demonstrable improvement outcome. (We saved x$, we cut

turnaround time by X, a team’s jobs are easier now because…, this is

industry-leading because…).

• People like to read about the experiences of people involved, so

include quotes.

• Pictures are worth a thousand words. Photos of teams working on

projects and of our locations are helpful. Photos from a smartphone

are useable.

• People pay attention to stories with some drama – time pressure, a

goal that needed to be reached, a move that was industry-first for us,

etc. How would you share this story with a friend or relative? That

will help unlock details that our people will want to know about.

• People also pay attention to descriptions of experience they can

relate to – the “human factor.” Including details about how the

effort you are describing made work easier/better/more interesting

for you and your colleagues helps bring a story to life.

• Finally, tie the story back to our strategic framework or current

priorities. (For example, highlight if the effort helped advance an

operational priority: improving TAT, maintenance planning, reliability,

fill the bins)

Introducing Managers

108

Guiding Managers to Have Discussions In Team Meetings

109


Discussion: Reactions to the results

• What was validated?

• What was surprising/unexpected?

• What do you want to learn more about?

• What reflects changes/issues over the last 6 months?

• What initiatives might address some of the results?


Discussion: Overall Strengths

What are some overall strengths on which we can build?


Discussion: Opportunities and Actions

What opportunities do we have based on our results?

What actions can and should we take?


Next Steps

We will choose one to three team actions we can take.

Those will be based on:

• Today’s discussion

• Biggest areas for improvement based on survey results

• Leveraging our strengths to help us meet business goals

• Alignment with company and functional goals

We will meet again XXXX to share those actions

• We will review progress against those in team meetings

If we feel strongly about more than three actions, we will prioritize and address the top three first

Considering Channels

114

Channels to Inform, Engage Managers

115

▪ Email works – but consider drawbacks

▪ Manager meetings, briefings, updates

▪ Private area of intranet/doc sharing

▪ Great for repository; consider access outside office

▪ Private social or mobile channels

▪ Great for reach; consider ease of finding information

Channels to Connect Managers and Teams

116

▪ Email cannot be the only connection

▪ Meetings work, even if not face-to-face

▪ Team areas on social/mobile networks

▪ MBWA / NIEHITO

Discussion:

Most important content you need to give

managers to use/share that they are not today?

How are you going to change it?

117

Questions?

118

Keeping The System Running After Launch

Keeping Training Going

▪ Reaching managers as they join organization, or become managers

▪ HR partnership

▪ Can you be part of on-boarding?

▪ Are new managers onboarded? Is that needed?

▪ Keeping track of it all

▪ HR, IT partnerships

▪ Leveraging manager network in organization

▪ Schedule and plan, and plan again

120

“One and done” won’t cut it

Keeping Your Training Fresh

▪ Reflection after each section

▪ Executive input

▪ Regular review by communications team

▪ Pulse feedback from trainees

▪ Seek out best practices

▪ Plans for “Communications 201”

121

Keeping it Top of Mind

▪ Leveraging manager network

▪ HR partnership / calendar

▪ Discussion on social / mobile channels

▪ Help managers sort-through: quarterly update?

▪ Leveraging leadership/executives

122

Measure, Report, Repeat

▪ Track managers trained

▪ Partner with HR on plan to reach all

▪ Report results to leadership

▪ Collect and use feedback

▪ Cross reference with future audits, engagement surveys

▪ Pulse survey to employees of trained managers

123

Making it Part of What IC Does

▪ Work into annual/quarterly planning

▪ Review other IC plans, opportunity to work in manager comms?

▪ Manager communications won’t replace other IC efforts…

▪ ….But it does take time to manage

▪ ….Keep the amplification factor in mind

124

A Few Last Considerations

▪ What about managers who won’t take action?

▪ The 10/80/10 rule

▪ What resources do you need?

▪ Crawl, walk, run approach – make sure you can keep things going

125

Group Discussion:Challenges to Solve For

126

127

Recognizing importance of manager-to-employee communications (time for IC to prep, manage)

Communicating the “What’s In It For Me?” / Establishing manager accountability

Getting traction: Getting manager attention, engaging beyond core power users

Providing content, and location to house it

Reaching non-desk workers

Questions?

128

Bringing Your Program To Life

What are your plans to create a manager

communications program when you return

to office?

130

Partner up

3-5 minutes to brainstorm

5 minutes to share with partner / support + add

1-2 minutes – each person reports to group

131

Summary: Goals Shared by Group• Conduct focus groups with supervisors to find opportunities / Conduct with manager focus groups

• Review “intake form process” idea and implement

• Work communications training into supervisor onboarding program

• Conduct inventory/audit of resources currently available and add to/tweak for manager use

• Get involved with HR’s manager training program

• Start with our nurses group, pilot a training for nurse managers

• Find an executive sponsor (head of operations targeted)

• Conduct a “training lite” with small group of managers first to test and build upon

• Follow agile methodology (used in organization) – and start a training, get feedback and improve

• Conduct an organization survey re manager communications for data to build on

• Use data learned to build the case for creating manager communications program

• Supporting executive currently good at leading skip level meetings – see how to replicate w/ other execs.

• Dedicate part of time with executive director to focus on internal communications

• Search out and promote manager success stories in organization as model for others

• Create a communications advisory group to help support building manager program

132

Workshop survey

Materials emailed

LinkedIn private group invite

Keep an eye out for:

Bryant A. Hilton

135

[email protected]

+1-512-426-5608

LinkedIn: BryantHilton

mailto:[email protected]

THANK YOU

turning managers into communicators workshop · 2018. 11. 2. · strategize program mgmt.,...

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