THREE SIDES TO EVERY STORY

Transcription

1 THREE SIDES TO EVERY STORY Future Utility Emerging Leaders Workshop August 15-16, 2018 Jeanne Schieffer Manager Nebraska Public Power District Manager 1

2 One side can make all the difference. Most companies strive to do the right things for the right reasons, yet how the public views its industry as a whole can challenge those efforts. Two sides are debatable. Today s media, public distrust and the public s high expectations for transparency play a role in shaping a company s reputation and perception. Manager 2

3 Yet, there are at least three sides to every story. Formally, communication looks like this. Feedback Receiver Sender encodes Sender Receiver decodes Manager 3

4 Informally, it looks like this. 8 Statistics show communications are: 7 percent verbal (words) percent vocal (volume, pitch, etc.) percent body movements (mostly facial expressions) Manager 4

5 9 Which method is most effective? What makes employees happy? Communication between employees and management (77%) Recognition by management (62%) Relationship with immediate supervisor (61%) Source: Insightlink Survey Manager 5

6 So, what is expected of you? Management is paid to solve problems and make decisions; that s why we have such a tendency to rush in, to fix things. But we often fail to take the time to diagnose to really, deeply understand the problem first. The highly effective manager seeks first to understand, then to be understood. _ Stephen R. Covey Seek first to understand. Manager 6

7 What did you hear? 14 When, in the workplace, should you have a good conversation? Performance reviews During projects/in meetings Communicating strategic goals Manager 7

8 15 5 parts to a successful message What is the message? The compelling reason to change/ information that gives clear understanding How does it relate to the vision/mission/brand? Future state & business strategy What should the employees do? Employees see how they contribute Context Vision Role Linkage Support What will the employees receive for what they do? The what s in it for me deal ; gives employees purpose Who is behind the message? Organizational resources to prove leadership is serious Source: Jim Shaffer, Towers Perrin, circa in 5 projects fails; two won t meet goals due to ineffective communications Source: Research by Forbes, PricewaterhouseCoopers LLC and Towers Watson Manager 8

9 Communicating corporate goals CEO 17 Vice President Supervisor Manager Supervisor Employees Agrees - Communicates Agrees Somewhat - Cannot Communicate Well Disagrees - Distorts Not important-absent-too Busy-Does Not Communicate Source: William H. Lowe, R.R. Donnelleey & Sons Co., circa 1996 Why you matter Edelman s barometer indicates employees are usually: the most trusted source to communicate on a company s areas of reputation, including engagement, integrity, and operations. trusted more than CEOs, academics, and media spokespeople. the most trusted influencer even over activist consumers in every topic except for company purpose. the single most important voice to speak on your company s reputation. BUT! The credibility of a person like yourself has declined substantially, and peers are no longer the most-believed source of information. Manager 9

10 Why you matter Manager 10

11 21 You were likely chosen for your: 2 Work experience 3 Motivation/initiative/eagerness 1 Interpersonal communication skills Source: National Association of Colleges and Employers (NACE) 22 Use these qualities to communicate your company s story. Manager 11

12 Takeaways: You are the face of your company, internally and externally. 23 What you say and do matters. Develop good conversation skills. Use reporter questions. And remember There are, at least, 3 sides to every story. 24 Thank you for your time. I enjoyed being with you. Jeanne Schieffer Manager Nebraska Public Power District jkschie@nppd.com / Manager 12