Communication. Understanding

Transcription

1 Chapter 1 IN THIS CHAPTER Understanding communication 4 Basic communication framework 5 Understanding Communication as a System When something bad happens and poor communication is blamed, people usually focus on either what was said or what should have been said. Words are important, but the problem might also be how they were delivered or when. The person talking might have acted in a way that did not align with his words. An executive might have sent a tweet when he should have sent an that would allow more context. Or the problem might be that nobody listened. Getting communication right requires understanding communication as a bigger system and knowing how each part contributes. PART I of this book is intended to provide a framework for communication within an organization and why it s necessary. Part II focuses on each of the elements Three elements of a communication system 6 What goes wrong: examples of disconnected 7-9 elements Executives and employees want the same outcome: they just go after it in opposite ways A typical business framework for communicating 14 with multiple stakeholders The role of a communicator with a stakeholder 15 group Qualities needed for today s employee communication leader What to call the communication with employees group Where the employee communication group should report in the organization My experience Why Talk is Cheap Why Talk is Cheap 3

2 Understanding communication Communication is blamed for a wide range of problems; to fix it, we have to understand it We learn to communicate as infants. We make sounds or move our arms and legs to signal how we feel or to get what we want or need. Next, we learn that certain sounds have meaning, and we can get what we want more easily if we make the right sounds. Then it all gets more complicated. Later we learn that communication is a word referring to one person sending a message to another person or group of people, which we ll call the receiver. The receiver provides feedback, although it may be nonverbal. The sender of the message may listen to that feedback or may not acknowledge it. The sender may not even be aware of it. A closed loop communication process acknowledges all parts of communication: the sender and message, the receiver and feedback, and acknowledgment of the feedback. While this may seem a cumbersome process that doesn t really work in day-to-day life, all parts of the communication system and process still exist in every communication exchange. Within business communication the focus of this book we could easily improve communication by analyzing the whole picture: the entire process and system. But we usually make it harder. We get overwhelmed with the complexity of multiple locations, languages, time zones, cultural level complexities, we need to master the basic parts of the system we already understand. That s why the principles and a simple framework form the basics. Of course, the higher-level challenges new technology and culturally appropriate communication can also make the work more fun. But as technology and people change, it becomes even more important to focus on the principles and basics, recognizing and attending to all parts of the framework. In this book, we will take apart the framework and look at improving each part of the system. BASIC FRAMEWORK Sender Message Feedback Receiver Communication is complete after feedback has been received This simple communication framework works to describe what happens when two people talk to each other and to describe what happens within an organization. It just appears more complicated within a business, but looking at a simple model makes it easier to diagnose what needs improvement. 4 Why Talk is Cheap Why Talk is Cheap 5

3 To build or improve a communication system, look at each of the 3 elements While it s important to understand how businesses communicate with all their stakeholders, employee communication is an important business process that fuels business performance if it s done well. enterprise, you need three elements built on a connected strategic foundation. Messages Platforms for Organizations and Leaders Channels Strategic Delivery Plans Listening Connected Systems & Operations Strategic Foundation Understanding of employee demographics and attitudes Understanding of operational focus and metrics Desire to continuously improve typically a two- to three-year journey. It takes collaboration, a variety of skill sets and a common vision. We will look at each of these elements in detail later in the book. What often goes wrong: examples of disconnected elements A business that does not view communication with employees as an important business process, does not identify a communication process leader, and does not treat communication as a system, will get the same outcome as any other random set of activities: chaos and inconsistency. First, a business needs the top executive to truly believe that employees with the necessary capabilities who are engaged in the business are essential to delivering bottom line results. Then, the business communication focus needs to be on an integrated system and not a set of disconnected activities. sending messages, it may not see the forest (the systemic problem) for the trees (isolated issues around content or something else). Even then, there can be reasonably simple solutions. Here are some common problems. MESSAGES Too many business messages are so full of corporate-speak that the meaning is lost on employees. This usually results in employees who have little idea of what is really being said and how executives) don t speak up to say they don t understand. Nobody wants to look dumb. In many cultures, speaking up is not encouraged and some individuals are not comfortable asking questions. 6 Why Talk is Cheap Why Talk is Cheap 7

4 Sender CHANNELS Message Message Message Message (Silence) Nobody asked me. Receiver AUDIENCE But we sent out a communication! I don't know what happened." I don t know how this affects me. I didn t know about it Often, the word choice is not what the receiver understands. This happens when someone uses too many euphemisms or corporate jargon. Employees know when executives are talking down to If it takes too long for someone to get to the point, the message may be dismissed as irrelevant. With all of the choices of channels, employees often don t pay attention to some channels. There are just too many! Company mailing lists ( or other channels) are often not updated frequently enough. It is rare to see communicators meet with the technology people to audit how lists are generated and updated. Technology and equipment delays or failures cause a lot of problems. Communicators need to talk with their technology partners to verify how long it takes LISTENING for an to reach all employees. I remember all-employee to make it through our company s system. People can assume they all go at once, which is rarely true in even small companies. An extra important activities. If someone is delivering a message in person, that person s credibility and reputation will impact the message both positively and negatively before they speak. The tone of a message or choice of words can be at odds with the vehicle or the message. Getting the tone right is incredibly important. For example, if someone is announcing job eliminations, straightforward honesty is key in both the message and delivery. Overload: too much of everything. Communication at work competes with communication from everywhere else because people have a limited amount of time and energy. Feedback is not solicited or is ignored. Employees want and need to know where and how they can provide feedback. If an executive never talks about any feedback, employees believe it is not wanted and goes unheard. Just mentioning one or two comments that came from employees can go a long way in building credibility. 8 Why Talk is Cheap Why Talk is Cheap 9

5 communication differently and why it matters When asked, most managers will describe their company s communication by naming delivery vehicles, communication, they will talk about many things, all which have to do with how they get the information they need to do their jobs. Employees rarely will name the newsletter or intranet as key sources of information How Managers and Employees Define Communication Management The vehicles themselves or the tools Meetings Presentations (something written) Video or web meetings Employees How I get information to do my job What my job is How I m doing at my job How our business is doing Where our company is headed in the future This gap in understanding between managers and employees is the root cause of many problems and too often those problems are addressed with the wrong solution. these two perspectives and will work with both paradigms to deliver bottom-line results and employee engagement. This larger understanding is critically important for executives and managers of employees. is central to understanding the purpose of employee communication system is to deliver business results by enabling engaged employees to do their jobs. These two are not mutually exclusive. In fact, they re interdependent. But bringing management and employees together requires understanding that the two are approaching the same goal from opposite directions. On the next page is a central framework that is the foundation for the communication concepts in this book. Executives start from the top of the pyramid and employees start from the basics at the bottom. The job of the communicator and the manager is to bring them together. A strategic communicator understands the opportunity to put the pieces together through collaboration and a partnership with many others. The related foundational framework about employee engagement is presented in Chapter Why Talk is Cheap Why Talk is Cheap 11

6 Executives and employees want the same outcome: they just go after it in opposite ways 2 Business Results and Employee Engagement BUSINESS VIEW 1 Productivity Job Alignment 3 Tools & Information EMPLOYEE VIEW Employees need to start with the basics at the bottom. Businesses need employees to be productive and engaged right away, so they begin at the top. Here's how the process works with each group:. For EXECUTIVES When business leaders select employees for new jobs, they need those employees to be productive right away. Executives start at the top of the pyramid. If employee engagement doesn t happen right away, they will move down the pyramid. They will check to be sure the role is aligned with what needs to be done. Finally, they may check to be sure the employee has the tools and the information to do the job. Businesses do not want to hire wrong; they expect managers or HR to work through the barriers to get the right work done and employees engaged. For EMPLOYEES The process for employees starts with the basics. things are not going as expected, the next step is to ensure the role is appropriately aligned with what is needed. Once that is adjusted, the employee can become productive. While this opposite approach may seem obvious, it only happens when business executives and people managers deliver clear communication about expectations and goals. Problems result when either makes assumptions and/or does For PEOPLE MANAGERS This concept includes people managers as key contributors. It can t be done without them. Managers who don t think they are communicators are missing something important to the business. Their jobs are to ensure their employees know what is expected and how they are doing, and to provide employees with the necessary tools and information. 12 Why Talk is Cheap Why Talk is Cheap 13

7 A typical business framework for communicating with multiple stakeholders While the book is mostly focused on communicating with with the plan for the organization to communicate with all of its stakeholders. A business needs to communicate with its various publics (stakeholders). It relies on all communicators to know their assigned stakeholder groups and to work with other communicators so the enterprise speaks with one voice. Below is a framework of stakeholder groups. communicator working with each group is largely the same. THE GROUP THE ROLE OF THE COMMUNICATOR WITH A STAKEHOLDER GROUP Knowledgeable about current issues and perceptions about the business and the stakeholder group Knowledgeable about the stakeholder group in detail: its purpose and history Customers Media LEADERSHIP AND MEMBERS Investors The Company Governments Actively fosters and maintains a relationship with the group s leadership and members and knows how to Understands the dynamics within the group and sees trends that will likely create change Communities Employees Suppliers Often misunderstood, the term public relations does not refer to working with the general public. In this case, it is synonymous with groups. A profession in public relations really means a role dealing with one or several groups or "publics." Owns the key communication vehicles with the constituency and pro-actively and reactively communicates with them easily Delivers feedback and messages from the stakeholder group proactively to the business Listens to the group and its concerns, especially as they relate to the company 14 Why Talk is Cheap Why Talk is Cheap 15

8 Qualities needed for today s employee communication leader Writing Ability to synthesize complex ideas into clarity and meaning Behaviors Needed 16 Why Talk is Cheap Abilities Needed Presentation Understanding of how communication needs to be delivered to be heard Technology Understanding of current technology and how to use it to enable communication Works as a business professional Respects and understands stakeholder groups Understands the business and how it works Viewed by all as trustworthy and ethical Works seamlessly and proactively with other communicators and people at all levels Just a few years ago, the person who was the business communicator just had to be a good writer. Companies had print newsletters and organizational announcements, and that s what they expected the employee communicator to do. Unfortunately, much of the expected content of newsletters was re-purposed press releases originally intended for trade publications, holiday messages from must have at least three key skills: Writing A core skill of a communicator is still the ability to synthesize a complex idea with clarity and meaning for valuable and expected from a professional communicator. People argue that the relaxed standards allowed from social media and other technology advances do not require the same professional communication standards. I believe today s communicators should have high standards and know when and how to use the available tools. They should know what they re doing and when they are choosing to break the rules. Presentation Every communicator does not have to be a designer and a master at delivering presentations in front of people. But today s communicator must appreciate the importance that presentation plays in communication. When communicators only had to be writers, they would work with a designer to put a communication piece together. Technology and easy access to templates and tools have Why Talk is Cheap 17

9 removed many barriers to creating appealing content regardless of how it is presented. Communicators should learn the presentation tools (software and apps) that help them deliver their message do is necessary even though another person with a special skill set may be delivering the message. Communicators need to know enough about the tool delivering the message to maximize their work with their communication partners Technology Communicators who identify too strongly with today s technology may be looking for a new job tomorrow. For example, today s social media expert may possess tomorrow s outdated skill set. It s not that social media isn t changes so rapidly that specialized expertise can be useful today and not tomorrow. A strong curiosity and comfort with knowing about available technology is essential for communicators. The two will not be separated, and good communicators will be proactive in understanding what technology should be used in a situation. A good communicator will be able to rise above the newness of any technology and recognize capabilities like speed, accuracy, tone, personalization and limitations. Behaviors Besides the three skill areas, a successful communicator will add value by playing well with others. Understanding the business and how it works being a good business person who happens to lead the employee communication process is probably the most important behavior you can develop in order to advance. When the focus is always on supporting what s best for the business, the communicator will typically be invited to important meetings and included in important decisions. Trustworthiness and ethics are required. There are no career advancement. It is wise to learn them early. A related skill is the ability to talk to anyone connected with the organization in an appropriate way. Good communicators know how to access any audience. Finally, good communicators know their power and are comfortable with it. They do not try to abuse it and don t give it away. They are team players who know when to lead and when to follow. 18 Why Talk is Cheap Why Talk is Cheap 19

10 What to call the communication with employees group Employee Communication Internal Communication Organizational Communication HR Communication Technically, it is the most accurate: everyone who is employed by the company is an employee. It can fall into the trap of executives perceiving that it is referencing a one-way messaging process from management to employees and that the word employees does not include VPs, managers, etc. If the organization has a bias for calling communication external and internal it may be OK. The breakdown is usually in the communication from executives to their audiences: some are external and some are internal. It has to be determined who is responsible for communication to and from sales and customer service. It can become confusing because the people in these areas work for the company but their jobs are to communicate with people outside the company. It does suggest communication with the entire company, and it does suggest a holistic approach. The word organizational may sound like a term for HR, which could be good or bad. You can substitute enterprise and then it may sound like a business term. This term should only be used for communication that supports programs and initiatives delivered to the organization by the Human Resource Department. HR is NOT another word for people or employees. HR is the name of a department, function or group of work within the company. 20 Why Talk is Cheap Why Talk is Cheap 21

11 Where the employee communication group should report in the organization If reporting to Human Resources 22 Why Talk is Cheap If reporting to Corporate Communication 1. WORK Doing similar work to others on the team; learning from others When someone s main the core work of a group they re part of, they re an outsider. Meetings tend to be focused on the work of the core group. While the information from the meetings can support a better understanding of employees (the target audience), it usually isn t directly related. + Core work is similar to other communicators. Better access to centralized resources such as design, technology or other communication specialized areas. 2. CLIENT ACCESS Access to and opportunity to learn more about client group + Since most of the work of the team members is focused on employees, it provides a good insight about other things that impact the employee experience. Relationship would have to be built with HR since they might be considered a client group. 3. EMPLOYEE ENGAGEMENT WORK Opportunity to lead strategic employee engagement work + access to strategic work including human capital metrics, listening and manager communication. 4. CAREER ADVANCEMENT Opportunity for new and broadening assignments Not as visible to decision makers; not as likely to get visible roles. + Unlikely: would have to build relationships to earn trust to do employee engagement work; usually viewed as outside the team. Easier to get access to learning-related communication opportunities and roles. 5. WORK WITH TOP EXECUTIVES Opportunity for visible assignments and career advancement? Depends on the relationship between the executives and the head of the group s comfort level with granting access to executives. 6. PAY? Could be OK, but since there are no true peers within the department, it could go either way.? Depends on the relationship between the executives and the head of the group s comfort level with granting access to executives. + Better in corporate communication in a separate department. Comparable pay for similar work. Why Talk is Cheap 23

12 Some communication areas are valued more than others Communicators are tied to their stakeholder group. How they are viewed or valued certainly has something to do with how well they do their jobs, but probably has more to do with the perceived value of their stakeholder group to the business. Much of that value is based on history, the nature of the business, the interests of the CEO, and how the For example, investor relations is often a highly-regarded group in a public company. They have day-to-day contact with key constituents of the company s CEO. They talk to the CEO and the CFO often, building relationships with these key company leaders. And let s face it, people are usually more comfortable with people they know. The same is true for media relations. Executives expect their media relations the potential to create more executive visibility, even making the CEO famous in their circles. Internal communication is often misunderstood and undervalued. MY EXPERIENCE: Sometimes that leads to communicators who do internal work being undervalued as well. It can be helpful for communicators who perceive they are lower in their company hierarchy to go out of their way to get to know others. People who appear to have power or who think they have power may fear losing it if they share it with others. But they often like to talk about themselves as well. So, showing an interest in them can be a beginning. Finally, being strategic and a good communicator with your own stakeholder group can make you a good example, raise your own status and establish yourself as someone for other people to get to know. Employee communication is rarely a high-level job There are simply few SVPs of Internal Communication. CEOs and other executives do talk about the importance of employee engagement, and they want employees to need to meet their business objectives, which sometimes results in eliminating jobs. It s a tough human thing to cozy up to people and possibly have to tell them (usually through someone else) that their jobs are gone. The best thing is to treat everyone as adults and to be as transparent as possible. The more people understand that understand how their business works, the more likely these same people will understand the choices the business has to make. It's easier for executives to see the business-building value of marketing, media and investor relations. Employee communication is scarier. 24 Why Talk is Cheap 24 Why Talk is Cheap Why Talk is Cheap 25

13 Should we centralize all communication or embed within stakeholder groups? If the communicators involved are encouraged to have a strong connection with their stakeholder groups while working closely with other communicators, working in a centralized corporate communications group can be better. It should not matter where communicators report, but it always does. Professional communicators should have the respect and discipline to work together regardless of which masters they serve. It takes trust from a lot of people to work A centralized communication function is set up to work well if the leader respects all stakeholder groups and sets the tone of sharing information professionally. Why there is often tension among groups People can get taken with the one up importance of their group either their discipline or their stakeholder group and identify with that perceived importance. For example, sometimes people think if the boss thinks investors are the most important group, and I work with investors, then I am more important than communicators who work with other stakeholder groups. Humans sometimes try to elevate their Some stakeholders are more critical than others for any given issue. But developing mutual respect and trust The hallmark of a really good communication team is mutual respect and an understanding that each brings 26 Why Talk is Cheap MY EXPERIENCE: MY EXPERIENCE: Employee communication should not report to Marketing purposes purposes that are just at odds. Employees are naturally suspicious when they feel marketed to. It just doesn t work. It s like mixing oil and water or dog people and cat people. I strongly recommend against this reporting relationship. Why understanding the two views of getting to engagement matters Communicators who understand they have TWO customers can do their jobs better. It s that simple. Those customers are 1) the executives who speak for the business, and 2) employees. It s usually not so important that both sides communicators need to approach their planning and work product with that idea in mind. That work product, by the way, should be outcome focused. Instead of the tactical and easily measurable output metric of I sent out the message or I didn't, the important metric is being able to measure the outcome of the communication. While that s more complicated and a bigger discussion, it s the more worthwhile and strategic one. Why Talk is Cheap 27

14 Is it Communication or Communications The word communications (with an s ) refers to a bunch of items. Communication (without an s ) refers to the complete system that includes a sender, message, receiver and feedback. I prefer to be more strategic, so I use the word communication (without an s ) unless I m talking about a bunch of collateral pieces. In the same spirit, I don t like it when people call it Employee Comms. I know comms is just a shorthand and that it may be meant well, but it also reinforces the stereotype that communicators send out a bunch of tactical pieces. I am careful about how I use the words. This is another case where picking the right word can matter. What is Executive Communication? Be careful when someone asks you to do Executive Communication. Are they asking you to write messages to employees for the executive and someone else will be doing all of the investor relations presentations or the customer work? Executive Communication if it truly is all communication from an executive to all groups may be other groups. Usually it means 1) the executive just has one hand-picked person to deal with and that person is expected to work with all other communicators; or 2) it s a fancy name for communication to employees with a title that may be perceived as more prestigious because it s tied to an executive. 28 Why Talk is Cheap MY EXPERIENCE: MY EXPERIENCE: If several communicators are working with one executive, it is likely that the executive s voice will not be consistent and the whole situation is going to be problematic. Do executives and people managers have to understand the Employee Engagement Framework to be successful? Frankly, no. People managers need to understand their role and its impact on their employees success. But the may be motivating to some contributors to the process to understand the framework, but they may be so involved with their jobs that they don t have the mind space for it. Employee communication can be a somewhat thankless job. A communicator who is looking for lots of external a direct correlation in numbers. But for managers of people, communication IS the job. It does bring rewards in success for the team and individuals. Why Talk is Cheap 29

15 Why do you say CEO or executives rather than the business leader in this book? I m in the club that believes that business leader is an earned term rather than one that just means whoever is put in charge. I admit that while working within a corporation I would use business leader regardless to mean the person in charge of the business. Employees want to believe their CEO or President is a leader, so we give them a break and call them leaders to the employees. Since the my experiences section calls for honest commentary, I m not gratuitously calling people leaders. Does it really matter what communication with employees is called? Yes. Just like in many other situations, naming the work will cause a discussion about what is meant. Here are some descriptions of how some old-thinking companies see this work: MY EXPERIENCE: Formal communication from one executive to employees. Writing content for internet, newsletters or . Here s what s wrong with both of these scenarios Both focus on a sender and a message only. Not seeing most executives and managers as employees, too. No acknowledgment of listening activities for 30 Why Talk is Cheap