Communication通用电气公司的培训课程课件.pptx

1、Communication通用电气通用电气公司的培训课程课件公司的培训课程课件 Understand how communication plays a key role in your effectiveness as a leader and in delivering business results Learn about the communications model and how to apply it within your work team or department Create an environment that fosters open and honest c

2、ommunication Develop measurable communication action plans that address both business and employee needsPurpose of WorkshopConnecting employees to the business visionService Profit ChainEmployee SatisfactionEmployee LoyaltyEmployee ProductivityCustomer Satisfaction/Customer LoyaltyRevenue GrowthProf

3、itabilityOur PeopleOur CustomersOur BusinessCommunication as a LinkNeed to better understandwhat our employees sayand what they doEmployees are the critical link between customers and our business Black Belt, Master Black Belt Corporate Audit Staff Multi-Business Experience/Exposure Unique, Stretch

4、Assignments Financial Acumen Global Experience/Cultural Breadth Functional Depth Outstanding Communication Skills Ability to Attract/Keep/Develop Great Talent Passionate Approach Crisis Leadership Continuous Learner Seeks Feedback . And Acts on ItLeadership DevelopmentCapability and Contributions Li

5、stening, Learning, TeachingSeveral Career/ExperienceEnhancersSeveral Leadership EnhancersWhat is Communication?Defining CommunicationLeaders must view communication as employees do Communication:Event or ProductManager ViewExamples:E-mailInside GECEO web castA ProcessEmployee ViewExamples: Performan

6、ce feedbackMarket informationTeam updatesWhat is Communication?Communication has two core processes:“Sending” and “Listening”Communication is a process that turns information into understandingSender ReceiverMessageFeedbackChecking for UnderstandingHow to check/listen for understandingAsk direct ope

7、n ended questionsRequest an action plan or list of prioritiesSolicit feedback on the initiative/project/requestGEBusinessCEOSenior Leadership TeamManagersAssociatesMMMMAAAAAAAWe must take responsibility to ensure that our messages are delivered consistently and meaningfullyCommunication As IsHigh Sa

8、y/High DoOpen, honest and direct communicationManagers RoleManagers have the key role in communicationMost of what employees want to know is how key messages and marketplace issues affect their jobsCompany messages10%Business-specific messages20%How key messages and market place issues affect my job

9、70%Managers RoleFacilitatorof UnderstandingEmployees dont want MORE communication. . . they want understanding of how key messages relate to their jobsJob responsibilities1What is my job?How amI doing?Feedback, performance review, coaching2Howsmy unitdoing?Measurements,regular updatesfrom manager4Wh

10、ere arewe headed?Vision, mission, strategy5Commitment6How canI help?Listening, recognition3Doesanyonecare?Source: Roger DAprixMarketplace-basedBasic knowledge needs as employees describe them:GEs Communication ModelEmployee commitment is earned only after basic needs are met Help team members unders

11、tand their responsibilities and talk about expectations Set agreed upon priorities and deadlines Where possible, involve team members in planning, decision-making and implementing changes Link team members job responsibilities to business strategy and prioritiesManagers RoleEmployee commitment is ea

12、rned only after basic needs are metWhat is my job?Job ResponsibilitiesSource: Roger DAprixHow amI doing?Managers RoleEmployee commitment is earned only after basic needs are metPerformance feedback Provide feedback (positive and developmental) on performance Tell employees what they are doing right

13、as well as wrong Discuss mutual actions for performance improvement Make feedback a frequent and timely activity Learn how to listen effectively and how to coach people so they can improve their performanceSource: Roger DAprixSource: Roger DAprixDoesanyonecare?Individual needs Take time to listen an

14、d talk honestly with employees; value and respect them Walk the floor Hold staff meetings in which people have the opportunity to express their ideas and concerns Solicit feedback about your own leadership style Recognize and act on peoples ideas Practice common day-to-day courtesies and civilitiesM

15、anagers RoleEmployee commitment is earned only after basic needs are metHowsmy unitdoing?Work unit objectives, results Share general business information on a timely basis Discuss team goals and how they match overall business objectives Recognize team accomplishments Discuss the need for team perfo

16、rmance improvement Find opportunities to assemble the team for dialogue and celebrationSource: Roger DAprixManagers RoleEmployee commitment is earned only after basic needs are metWhere arewe headed?Vision/Mission and Values Gain a personal appreciation and knowledge of the business vision, mission

17、and strategic direction Internalize the companys value system and behave accordingly Show personal conviction and commitment to the vision, mission, strategy Relate work group experience to the vision, mission and values and help keep people focused Be present to the workforce in ways that make them

18、 feel they are being led by someone who understands and caresSource: Roger DAprixManagers RoleEmployee commitment is earned only after basic needs are metHow canI help?Empowerment Provide genuine opportunities for involvement Empower people to take the initiative and make decisions without second gu

19、essing them Support the risk takers even when they make a mistake Recognize and reward true contribution Encourage and support cross-functional collaboration Promote mutual trust and commitmentSource: Roger DAprixManagers RoleEmployee commitment is earned only after basic needs are metHow Are We Doi

20、ng Today?Measurements, regular updates from manager XX% Say manager inspires high performance XX% Treated with respect XX% Say the way we work is driven by GE ValuesVision, mission, strategy XX% Say business is well run XX% Say business is well-positioned for growth XX% Say communication in business

21、 is open, honestCommitment XX% Satisfied with GE XX% Say work gives chance to show what they can do XX% Given the opportunity for challenging assignmentsSource: Roger DAprixMarketplace-basedListening, recognition XX% Say good ideas adopted regardless of who/where XX% Say manager shows appreciation X

22、X% Rewarded for going above and beyondFeedback, performance review, coaching XX% Receive ongoing feedback XX% Say working here offers chance to grow and develop XX% Say experience, skills gained at GE increase opportunitiesJob responsibilities XX% Say their job responsibilities are clear to themWhy

23、Are We Here? Voice of the EmployeeHow canI help?6Where arewe headed?5How amI doing?2Howsmy unitdoing?4Doesanyonecare?31What is my job?Delivering EffectiveCoaching & FeedbackWhat is Coaching?Coaching is an interactive process of helping others reach their goalsCoaching involves unlocking a persons po

24、tential to maximize his or her performanceWhat Coaching is and is notCoaching is not: Directing Training Corrective action Reprimanding Mentoring TherapyCoaching is: Focused Work related One to one A continuous processThe Coaching ProcessStrategyAdvocateInquireReflectiveListeningThe Coaching/Communi

25、cation Process Inquire (Ask) about a coachees abilities and goals using open ended questions Reflect (Listen to) the content and feeling of what the coachee is saying Advocate (Tell/ share) perceptions and standards a coachee needs to meet Feedback will form the basis for your discussionsFeedbackGAP

26、SSMARTAction PlanningReflectiveListeningAdvocateInquireSOIStrategyFeedback in CoachingWhat is Feedback Feedback is used to make a person or a group aware of a behavior you see and how that behavior is affecting customers, the business, the team or you Feedback is a key step in moving through the coa

27、ching process After completion of a project/initiative When behavior patterns emerge Periodic progress reviews/updates Informal luncheons/discussions Interim coaching EMS/annual performance reviewWhen to give feedbackDelivering FeedbackSelf-FeedbackMotivational FeedbackDevelopmentalFeedbackCoach ask

28、s (Inquiry): What do you think went well? What might be improved?Coach offers praise for positive actions. REMEMBER: Never use the word “but.”Coach offers suggestions for future improvement.Presenting FeedbackCrisis Communication A difficult period of potential or actual harm to employees, or damage

29、 to the companys brand or financial stability, triggered by a sudden event or long-smoldering issueWhile terrorist acts fall into this definition, so too do widespread IT failures or natural disasters, among other thingsWhat is a Crisis?Crisis Communication GoalsLeadership agreement in every stepMak

30、e it clear that employees safety is the first concern, if applicableDescribe facts and actions being taken as you know them tell them what you know, what you dont know and when you think youll know more. Then follow-up!Ensure your messages are consistent with business messagesCreate a regular forum

31、for employees to ask/submit questions and for you to provide answersCrisis Communication GoalsCreating A Communication PlanAssessPlanDoCheckStrategic Communications ProcessContinuous, Iterative Process for CommunicationTaskTool- Assess employee needs- Focus groups- Informal discussions- Employee sat

32、isfaction survey - Employee Needs Assessment (Toolkit)- Assess leaders attitudes- Leadership Assessment (Toolkit) - Assess business needs- Business Needs Assessment (Toolkit) Strategic Communication ProcessStart by assessing where you areand where you need to goAssessEmployee Needs AssessmentAssessB

33、usiness AssessmentAssessLeadership AssessmentAssessStrategic Communication ProcessTaskTool- Identity stakeholders- Communications Plan Worksheet (Toolkit)- Develop Key Messages- Key Message Worksheet (Toolkit)- Select communication vehicles- Employee satisfaction survey Plan What: is happening and w

34、hats next Why: we are doing this (market conditions, competitors, business needs) Who: will be affected (business, department, individuals) Where: you can go for information & questions When: youll hear moreWhat does the business need employees to hear and what do employees want to hear?Key Messages

35、Plan Key messages are those three to four points you want your audience to remember Key messages should drive or support business outcomes Key messages should be. simple supportable honest consistent repetitive Key messages must be tailored/relevant to stakeholdersDeveloping Key MessagesPlanCommunic

36、ations Plan - Key MessagesPlanDigitization Digitization means This makes our processes easier, faster, cheaper by Our business is looking at digitization in the following areas This will impact our team by This will impact your work by Id like you to We need to consider Heres how well prioritize Ill

37、by My expectations are Lets follow uporOne-way CommunicationPrintVoice-mailE-mailIntranetBulletin boardVideoTwo-way CommunicationOne-on-one meetingTeam meetingDepartment meetingInformal discussionsWeb chatHow should you deliver the message?The more change required, the more consistent, two-way commu

38、nication youll needPlanTypes of VehiclesTypeWrittenSamplesE-mailsLettersNewslettersIntranetOnline Chat-Web chat-SametimeUse forBroad disseminationDocumentationMessage reinforcementImmediateBroad disseminationMessage reinforcementQ&AInteractionOne-wayCan be one-way or two wayVerbalOne-on-one meetings

39、-Formal-InformalGroup meetings- Large or small- Skip level- Roundtable- Walk the floorVoicemailInfluence behavior/attitudesCheck for understandingRecognitionFeedback/coachingInfluence behavior/attitudesCheck for understandingRecognitionUrgent requests/informationData “snippets”Action to-doTwo-wayTwo

40、-wayOne-wayPlanStrategic Communication ProcessIf you dont reach a shared understanding,you have not communicatedTaskTool- Deliver the message- Agenda- Meeting checklist- Check for understanding- Informal discussion- Request action plan/priority list- Solicit feedbackDoTeam Meeting ChecklistDoMessage

41、 ChecklistDoStrategic Communication Plan At a GlanceDoStrategic Communication ProcessCheck the effectiveness of your communications and adjust your plan based on the feedback!TaskTool- Assess the effectiveness ofindividual communications-Assess the effectiveness of your overall communications- Plus/

42、Delta-Informal discussion-Focus groups-GE Opinion Survey-Assessments-Pulse surveysCheckToolsCommunications Plan WorksheetWho doyou need to communicate to? Your team The business Individuals CustomersBusiness StrategyWhat is the purpose ortopic to be covered?Specific Communication or EventWhat are th

43、e key messages that you want to drive toyour audiences?Whatvehicleswill you use todistribute yourmessages to youraudiences? Mod chat email all hands webcast one-on-one mtgHow oftenwill youcommunicate? weekly monthly quarterly What willsuccess look like? How willyou know when you get there?-E-mail fr

44、om biz leader-Training-Managers Minute-Mgr comm website-Performance reviewsWhen: FrequencyManagersAll employeesDirect reportsHRMsImprove Open and Honest Communication Mgrs are the link in open and honest comm between the biz and employees Improving mgr comm will increase employee satisfaction, produ

45、ctivity, and drive business goals Comm is a core leadership competency Business will use comm metrics in leadership, mgr performance evaluations HRMs: You also will help support initiative across organizationBusiness is committed to improving open and honest communicationWill use comm metrics in lea

46、dership, mgr performance evaluations-E-mail from biz leader-Training-Performance reviews-E-mail from biz leader-Train-the-trainer-Performance reviews-E-mail from biz leader-All-employee broadcasts-Focus groups-Progress updates-1x-1x-Ongoing-1x-1x-Monthly-Ongoing-Ongoing-1x-1x-Ongoing-1x-Bi-monthly-1

47、x-QuarterlyGE Opinion SurveyFocus groupsInformal feedbackRetention of hi-potentialsGE Opinion SurveyGE Opinion SurveyGE Opinion SurveyWho: Stakeholder/AudienceWhat:Purpose/Topics/MessagesHow/Where: Activity/VehiclesMeasurement: How will you know if you were successful?Sample Initiative Communication

48、s PlanSample Communications CalendarThursdayMondayTuesdayWednesdayFriday5121926September 2005 8-9 am direct report staff mtg 8-9 am direct report staff mtg 12-1 pm skip level luncheon 12-1 pm skip level luncheon 2-2:30 pm direct report 1 on 1: c. janus 2-2:30 pm direct report 1 on 1: a. cowel 8-9:30

49、 am-monthly all hands mtg 9-9:30 am- walk floor 2-2:30 pm- walk floor 4-4:30 pm-walk floor 2-2:30 pm-walk floor 1-1:30 pm- walk floor 2-2:30 pm direct report 1 on 1: b. jones 2-2:30 pm direct report 1 on 1: r. smith E-mail monthly progress report Understand why and how strategic communication plays

50、a key role in their effectiveness Learn about the communications model and how to apply it with their work team or department Develop measurable communication action plans that address both business and employee needs Get started with practical tips and tools that can be put to immediate useManagers