Welcome. Engaging First-line Leaders Developing an Communication Protocol

Size: px
Start display at page:

Download "Welcome. Engaging First-line Leaders Developing an Communication Protocol"

Transcription

1 Welcome Engaging First-line Leaders Developing an Communication Protocol. All rights reserved Agenda 8:00 8:45 Review of assignments 8:45 11:30 Engage your First-line Leaders Creating a Communication Protocol Break 11:30 12:00 Assignments for Session 5 Pre-work for Session 6 Program evaluation what do you think so far? 1

2 Assignment Identify the type of change management process you use or would use in your organization complex or simple. Why does this model work? What change management processes have you applied (or will you apply) to an upcoming change initiative? Engage Your First-Line Leaders 4 2

3 Engagement and Emotions Positive Emotions that drive Engagement Valued Confident Inspired Enthusiastic Empowered Emotional Drivers of Employee Engagement Dale Carnegie and MSW Research groundbreaking study of 1,500 employees 3

4 Negative Emotions that drive Dis-engagement Disinterested Bored Lethargic Irritated Insulted Manipulated Uncomfortable Anxious Vlunerable Intimidated Fearful Emotional Drivers of Employee Engagement Dale Carnegie and MSW Research groundbreaking study of 1,500 employees First Line Leader Role in Engagement The #1 driver of employee engagement is one s first line supervisor* Disengaged managers are 3 times more likely to have disengaged employees** Less than 10% middle managers rated their management training to be excellent 75% of people voluntarily leaving jobs say their boss as the reason * Gallup survey of 80,000 Global Employees ** Sirota Intelligence Study 4

5 Where did you rate your first-line leaders? 1 = Not Engaged 10 = Fully Engaged What could you do to improve or maintain your engagement levels? Level above first-line leaders First-line Leaders Employees 5

6 Skills of Leaders that Engage Page 5-1 Creating a Motivational Environment Skills of Leaders that Engage 6

7 Twelve Needs a Leader Must Fill Recognition What I do matters Inspiration We feel good about what we re doing Cohesion We re all singing from the same song sheet Reassurance Someone is looking after us Trust I believe in you Twelve Needs Authority Someone s in charge Security Things will probably turn out okay Direction Someone knows where we re going Vision We know where we re going Role Model We have someone to look up to Clarity Someone is saying what is expected of us Structure Everyone knows where they fit in Page 5-2 Force-Rank Yourself Recognition What I do matters Inspiration We feel good about what we re doing Cohesion We re all singing from the same song sheet Reassurance Someone is looking after us Role Model We have someone to look up to Trust I believe in you Authority Someone s in charge Security Things will probably turn out okay Direction Someone knows where we re going Twelve Needs Clarity Someone is saying what is expected of us Vision We know where we re going Structure Everyone knows where they fit in On the following chart, forcerank yourself in each category from 1 12: 1 = Highly Effective 12 = Needs most work Use each number only once but use all numbers Page 5-2 7

8 Train your Leaders on Engagement Pages 5-3 & 4 Two tools you can use to ask employees to evaluate leaders on the 12 Needs Skills of Front Line Leaders that Engage 8

9 Vision and Building Alignment Business Vision, Strategy, Mission, EVP Department Vision, Strategy, Priorities Communication with employees Vision, strategy, priorities Performance against goals Monitor progress Reward / recognize achievements tied to vision, strategies, and priorities Vision and Building Alignment Business Vision, Strategy, Mission, EVP Department Vision, Strategy, Priorities Communication with employees Vision, strategy, priorities Performance against goals Monitor progress Reward / recognize achievements tied to vision, strategies, and priorities Page 5-5 9

10 Skills of Front Line Leaders that Engage Creating a Motivational Environment Create a Motivational Culture Page 5-6 Accountability Setting clear expectations Performance management Communication Business information Input Ability to talk to you Knowing employees Professional Personal 10

11 Skills of Front Line Leaders that Engage Creating a Motivational Environment Team Development Performing Forming Norming Storming Page 5-7 Source: Bruce Tuckman (1965) 11

12 Team Development Forming Performing Feeling excited about participating in team activities Feeling team strength Showing high confidence in accomplishing tasks Sharing leadership Performing at high levels Norming Feeling moderately eager Anxiety Where do I fit? What is expected of me? Testing the situation and people Storming Resolving discrepancies Developing trust, support and respect Developing self-esteem and confidence Being more open and giving more feedback Sharing responsibility and control Using team language Discrepancy between hopes and reality Feeling frustrated incompetent and confused : anger around goals, tasks and action plans Reacting negatively toward leaders and other members Competing for power and/or attention Source: Bruce Tuckman (1965) Skills of Front Line Leaders that Engage Creating a Motivational Environment 12

13 Staff Development Page 5-8 Hire the right people Set clear objectives and expectations How do you hire your people managers? Identify behaviors, traits, skills, Where do you look? and experience/education Do you have an internal development process? (BEST) What does it look like? Who Look is internally eligible? and externally Who is involved in the filtering process? Do you have a standard list of requirements or does it vary from position to position? Who makes the final decision? Staff Development Page 5-8 Hire the right people Set clear objectives and expectations Identify behaviors, traits, skills, and experience/education (BEST) Look internally and externally Provide development opportunities (more than just training) Track progress help them succeed 13

14 Self and Staff Development Page 5-9 Self Development 360 feedback 180 feedback, if nothing else Development opportunities What are you doing to improve yourself? How are you taking the initiative and control? Professional associations What professional associations are available? Are you a member? Are you involved? Career planning Do you have a path? Is it only inside your current organization? Page

15 Leadership Best Practices Page 5-13 Communication Protocol 30 15

16 Goals of a Communication Protocol Establish Communication Expectations Build consistent messaging Create alignment with employees at all levels Create circular communication Build shared accountability (from the top to bottom) Reinforce a culture of achievement Minimize duplicate work Reinforce key messages 13 times Leverage different communication venues and tools Page 5-21 In an ideal world You begin by creating one presentation template from the office of the CEO You include the key elements of your strategic plan. Examples: Profit Growth Engagement Etc. You support with a Balanced Scorecard You link with your strategic plan and update annually You post in all public areas You give to all new hires 16

17 Communication Protocol Examples Communication Protocol Examples 17

18 Example 2011 Example 18

19 Examples: Strategic Examples: Tactical 19

20 Examples: Tactical Examples: Tactical 20

21 Creating Your Communication Protocol Message Find a piece of flip chart paper Divide it as shown CEO Message Who Delivers Venue Audience Frequency Next level Next level Page 5-29 Creating Your Communication Protocol Message Imagine you are sitting with your CEO and discussing communication messages to deliver to the organization: What are 4 key elements he/she would want to communicate? Through what venues should these be communicated? Who is the audience for each message? What s the frequency for each message? 21

22 Creating Your Communication Protocol Message Look at the level below the C-Suite (this might be a director, division leader, or department head What are 4 key elements he/she would want to communicate? Through what venues should these be communicated? Who is the audience for each message? What s the frequency for each message? How does this tie to the message the CEO delivered? Thought-provoking questions.. How to ensure staff have to communicate up? How will this tool build alignment? How best to leverage social media How will people delivering the message be held accountable? Is there a way to include customers? 22

23 Keeping your protocol vibrant Reference in monthly CEO communication Keep the same sequence Leverage the same template where and when possible Use social media in partnership with other forms Update annually Show communication graphically where possible Maintain ongoing communication via a balanced scorecard if possible Page 5-33 Assignment 47 23

24 Assignment Conduct a 12 Needs a Leader Must Fill evaluation with your staff (or people who see you as a leader) What can you do to be a more engaged leader? Share the 12 Needs tool with other leaders in your organization and teach them to how to use it Get to know several employees on a professional and personal level Create a draft Communication Protocol document starting with the CEO and cascading at least 3 levels Share the document with your leadership team and discuss Assignment Review Session #3 Action Plan Video is due in September Using the information on your flip chart, create a task team to make a 1-2 minute branding video that describes your EVP: Who your organization is Why someone would want to work in your organization The benefits and features of working in your organization 24

25 Pre-work for Session 6 Innovation Generations in the Workforce 50 Pre-work for Session 6 Innovation is taking a current product, process, or service and making it better Based on that definition, make a list of 3 5 innovations that you ve seen in your lifetime outside of your industry Think about your industry or organization what are 2 3 internal innovations you have see? What is the mix of generations in your workplace (just a rough estimate) Traditionalist (age 69+) Boomer (ages 50 68) Generation X (ages 34 49) Gen Y (ages 14 33) Page 25

26 Half-way Through the Program! Please complete the evaluation prior to leaving let us know: What we are doing well What we could do better Use both sides if needed Thank you Remember, no session in August! See you on September