GE内部核心培训资料--《-沟通-》课件.ppt

1、Managers Communication ToolkitManagers Communication Toolkit 2 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 fo

2、sters open and honest communication Develop measurable communication action plans that address both business and employee needsPurpose of WorkshopConnecting employees to the business visionManagers Communication Toolkit 3Service Profit ChainEmployee SatisfactionEmployee LoyaltyEmployee ProductivityC

3、ustomer Satisfaction/Customer LoyaltyRevenue GrowthProfitabilityManagers Communication Toolkit 4Our PeopleOur CustomersOur BusinessCommunication as a LinkNeed to better understandwhat our employees sayand what they doEmployees are the critical link between customers and our businessManagers Communic

4、ation Toolkit 5 Black Belt, Master Black Belt Corporate Audit Staff Multi-Business Experience/Exposure Unique, Stretch Assignments Financial Acumen Global Experience/Cultural Breadth Functional Depth Outstanding Communication Skills Ability to Attract/Keep/Develop Great Talent Passionate Approach Cr

5、isis Leadership Continuous Learner Seeks Feedback . And Acts on ItLeadership DevelopmentCapability and Contributions Listening, Learning, TeachingSeveral Career/ExperienceEnhancersSeveral Leadership EnhancersWhat is Communication?Managers Communication Toolkit 7Defining CommunicationLeaders must vie

6、w communication as employees do Communication:Event or ProductManager ViewExamples:E-mailInside GECEO web castA ProcessEmployee ViewExamples: Performance feedbackMarket informationTeam updatesManagers Communication Toolkit 8What is Communication?Communication has two core processes:“Sending” and “Li

7、stening”Communication is a process that turns information into understandingSender ReceiverMessageFeedbackManagers Communication Toolkit 9Checking for UnderstandingHow to check/listen for understandingAsk direct open ended questionsRequest an action plan or list of prioritiesSolicit feedback on the

8、initiative/project/requestManagers Communication Toolkit 10GEBusinessCEOSenior Leadership TeamManagersAssociatesMMMMAAAAAAAWe must take responsibility to ensure that our messages are delivered consistently and meaningfullyCommunication As IsManagers Communication Toolkit 11High Say/High DoOpen, hone

9、st and direct communicationManagers Communication Toolkit 12Managers 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

10、 affect my job70%Managers Communication Toolkit 13Managers RoleFacilitatorof UnderstandingEmployees dont want MORE communication. . . they want understanding of how key messages relate to their jobsManagers Communication Toolkit 14Job responsibilities1What is my job?How amI doing?Feedback, performan

11、ce review, coaching2Howsmy unitdoing?Measurements,regular updatesfrom manager4Where arewe headed?Vision, mission, strategy5Commitment6How canI help?Listening, recognition3Doesanyonecare?Source: Roger DAprixMarketplace-basedBasic knowledge needs as employees describe them:GEs Communication ModelEmplo

12、yee commitment is earned only after basic needs are metManagers Communication Toolkit 15 Help team members understand their responsibilities and talk about expectations Set agreed upon priorities and deadlines Where possible, involve team members in planning, decision-making and implementing changes

13、 Link team members job responsibilities to business strategy and prioritiesManagers RoleEmployee commitment is earned only after basic needs are metWhat is my job?Job ResponsibilitiesSource: Roger DAprixManagers Communication Toolkit 16How amI doing?Managers RoleEmployee commitment is earned only af

14、ter basic needs are metPerformance feedback Provide feedback (positive and developmental) on performance Tell employees what they are doing right as well as wrong Discuss mutual actions for performance improvement Make feedback a frequent and timely activity Learn how to listen effectively and how t

15、o coach people so they can improve their performanceSource: Roger DAprixManagers Communication Toolkit 17Source: Roger DAprixDoesanyonecare?Individual needs Take time to listen and talk honestly with employees; value and respect them Walk the floor Hold staff meetings in which people have the opport

16、unity 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 civilitiesManagers RoleEmployee commitment is earned only after basic needs are metManagers Communication Toolkit 18Howsmy unitdoing

17、?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 performance improvement Find opportunities to assemble the team for dialogue and celebrationS

18、ource: Roger DAprixManagers RoleEmployee commitment is earned only after basic needs are metManagers Communication Toolkit 19Where arewe headed?Vision/Mission and Values Gain a personal appreciation and knowledge of the business vision, mission and strategic direction Internalize the companys value

19、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 feel they are being led by someone who understands and

20、 caresSource: Roger DAprixManagers RoleEmployee commitment is earned only after basic needs are metManagers Communication Toolkit 20How canI help?Empowerment Provide genuine opportunities for involvement Empower people to take the initiative and make decisions without second guessing them Support th

21、e 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 Doing Today?Managers Comm

22、unication Toolkit 22Measurements, 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, strategyXX% Say business is well runXX% Say business is well-positioned for growthXX% Say communication in

23、business is open, honestCommitmentXX% Satisfied with GEXX% Say work gives chance to show what they can doXX% Given the opportunity for challenging assignmentsSource: Roger DAprixMarketplace-basedListening, recognitionXX% Say good ideas adopted regardless of who/whereXX% Say manager shows appreciatio

24、nXX% 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 themWh

25、y Are We Here? Voice of the EmployeeHow canI help?6Where arewe headed?5How amI doing?2Howsmy unitdoing?4Doesanyonecare?31What is my job?Delivering EffectiveCoaching & FeedbackManagers Communication Toolkit 24What is Coaching?Coaching is an interactive process of helping others reach their goalsCoach

26、ing involves unlocking a persons potential to maximize his or her performanceManagers Communication Toolkit 25What Coaching is and is notCoaching is not: Directing Training Corrective action Reprimanding Mentoring TherapyCoaching is: Focused Work related One to one A continuous processManagers Commu

27、nication Toolkit 26The Coaching ProcessStrategyAdvocateInquireReflectiveListeningManagers Communication Toolkit 27The Coaching/Communication ProcessInquire (Ask) about a coachees abilities and goals using open ended questionsReflect (Listen to) the content and feeling of what the coachee is saying A

28、dvocate (Tell/ share) perceptions and standards a coachee needs to meet Managers Communication Toolkit 28Feedback will form the basis for your discussionsFeedbackGAPSSMARTAction PlanningReflectiveListeningAdvocateInquireSOIStrategyFeedback in CoachingManagers Communication Toolkit 29What is Feedback

29、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 youFeedback is a key step in moving through the coaching processManagers Communication Toolkit 30After completion of a project/initiativeWhen behavior patt

30、erns emergePeriodic progress reviews/updatesInformal luncheons/discussionsInterim coachingEMS/annual performance reviewWhen to give feedbackDelivering FeedbackManagers Communication Toolkit 31Self-FeedbackMotivational FeedbackDevelopmentalFeedbackCoach asks (Inquiry): What do you think went well? Wh

31、at might be improved?Coach offers praise for positive actions. REMEMBER: Never use the word “but.”Coach offers suggestions for future improvement.Presenting FeedbackCrisis CommunicationManagers Communication Toolkit 33A difficult period of potential or actual harm to employees, or damage to the comp

32、anys 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?Managers Communication Toolkit 34Crisis Communication GoalsLeadership agree

33、ment in every stepManagers Communication Toolkit 35Make 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 co

34、nsistent with business messagesCreate a regular forum for employees to ask/submit questions and for you to provide answersCrisis Communication GoalsCreating A Communication PlanAssessPlanDoCheckManagers Communication Toolkit 37Strategic Communications ProcessContinuous, Iterative Process for Communi

35、cationManagers Communication Toolkit 38TaskTool- Assess employee needs- Focus groups- Informal discussions- Employee satisfaction survey - Employee Needs Assessment (Toolkit)- Assess leaders attitudes- Leadership Assessment (Toolkit) - Assess business needs- Business Needs Assessment (Toolkit) Strat

36、egic Communication ProcessStart by assessing where you areand where you need to goAssessManagers Communication Toolkit 39Employee Needs AssessmentAssessManagers Communication Toolkit 40Business AssessmentAssessManagers Communication Toolkit 41Leadership AssessmentAssessManagers Communication Toolkit

37、 42Strategic Communication ProcessTaskTool- Identity stakeholders- Communications Plan Worksheet (Toolkit)- Develop Key Messages- Key Message Worksheet (Toolkit)- Select communication vehicles- Employee satisfaction survey PlanManagers Communication Toolkit 43 What: is happening and whats next Why:

38、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 MessagesPlanManagers Co

39、mmunication Toolkit 44 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 Me

40、ssagesPlanManagers Communication Toolkit 45Communications 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 t

41、o We need to consider Heres how well prioritize Illby My expectations are Lets follow upManagers Communication Toolkit 46orOne-way CommunicationPrintVoice-mailE-mailIntranetBulletin boardVideoTwo-way CommunicationOne-on-one meetingTeam meetingDepartment meetingInformal discussionsWeb chatHow should

42、you deliver the message?The more change required, the more consistent, two-way communication youll needPlanManagers Communication Toolkit 47Types of VehiclesTypeWrittenSamplesE-mailsLettersNewslettersIntranetOnline Chat-Web chat-SametimeUse forBroad disseminationDocumentationMessage reinforcementImm

43、ediateBroad disseminationMessage reinforcementQ&AInteractionOne-wayCan be one-way or two wayVerbalOne-on-one meetings-Formal-InformalGroup meetings- Large or small- Skip level- Roundtable- Walk the floorVoicemailInfluence behavior/attitudesCheck for understandingRecognitionFeedback/coachingInfluence

44、 behavior/attitudesCheck for understandingRecognitionUrgent requests/informationData “snippets”Action to-doTwo-wayTwo-wayOne-wayPlanManagers Communication Toolkit 48Strategic Communication ProcessIf you dont reach a shared understanding,you have not communicatedTaskTool- Deliver the message- Agenda-

45、 Meeting checklist- Check for understanding- Informal discussion- Request action plan/priority list- Solicit feedbackDoManagers Communication Toolkit 49Team Meeting ChecklistDoManagers Communication Toolkit 50Message ChecklistDoManagers Communication Toolkit 51Strategic Communication Plan At a Glanc

46、eDoManagers Communication Toolkit 52Strategic 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/Delta- Informal d

47、iscussion- Focus groups- GE Opinion Survey- Assessments- Pulse surveysCheckToolsManagers Communication Toolkit 54Communications Plan WorksheetWho doyou need to communicate to? Your team The business Individuals CustomersBusiness StrategyWhat is the purpose ortopic to be covered?Specific Communicatio

48、n or EventWhat are the 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

49、 get there?Managers Communication Toolkit 55-E-mail from 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 Improvi

50、ng mgr comm will increase employee satisfaction, productivity, 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 ope