通用电气公司的培训课程课件.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 Cris

5、is 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 view comm

6、unication 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“Listening”C

7、ommunication 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 initiativ

8、e/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,honest and dir

9、ect 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 affect my

10、 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,performance review,coachi

11、ng2Howsmy 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 ModelEmployee commitment is ear

12、ned 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 Link team members job

13、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 after basic needs are metP

14、erformance 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 to coach people so they can

15、 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 opportunity to express their ideas

16、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?Work unit objectives,results

17、 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 celebrationSource:Roger DAprixManagers Rol

18、eEmployee 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 system and behave accordingly Sh

19、ow 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 caresSource:Roger DAprixManagers R

20、oleEmployee 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 the risk takers even when they make a

21、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 Communication Toolkit 22Measurements,regu

22、lar 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 business is open,honestCommitmentXX%Satisfied

23、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 appreciationXX%Rewarded for going above and beyondFeedback,perfor

24、mance 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 Are We Here?Voice of the EmployeeHow canI help?6Where arewe

25、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 goalsCoaching involves unlocking a persons potential to maximize his or her

26、 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 Communication Toolkit 26The Coaching ProcessStrategyAdvocateInquireRefle

27、ctiveListeningManagers 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 Advocate(Tell/share)perceptions and standards a coachee needs to meet Ma

28、nagers Communication Toolkit 28Feedback will form the basis for your discussionsFeedbackGAPSSMARTAction PlanningReflectiveListeningAdvocateInquireSOIStrategyFeedback in CoachingManagers Communication Toolkit 29What is FeedbackFeedback is used to make a person or a group aware of a behavior you see a

29、nd 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 patterns emergePeriodic progress reviews/updatesInformal luncheons/discussionsIn

30、terim coachingEMS/annual performance reviewWhen to give feedbackDelivering FeedbackManagers Communication Toolkit 31Self-FeedbackMotivational FeedbackDevelopmentalFeedbackCoach asks(Inquiry):What do you think went well?What might be improved?Coach offers praise for positive actions.REMEMBER:Never us

31、e 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 companys brand or financial stability,triggered by a sudden event or long-smoldering is

32、sueWhile 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 agreement in every stepManagers Communication Toolkit 35Make it clear that employees safety

33、 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 for employees to ask/submit questio

34、ns and for you to provide answersCrisis Communication GoalsCreating A Communication PlanAssessPlanDoCheckManagers Communication Toolkit 37Strategic Communications ProcessContinuous,Iterative Process for CommunicationManagers Communication Toolkit 38TaskTool-Assess employee needs-Focus groups-Informa

35、l discussions-Employee satisfaction 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 goAssessManagers Communic

36、ation Toolkit 39Employee Needs AssessmentAssessManagers Communication Toolkit 40Business AssessmentAssessManagers Communication Toolkit 41Leadership AssessmentAssessManagers Communication Toolkit 42Strategic Communication ProcessTaskTool-Identity stakeholders-Communications Plan Worksheet(Toolkit)-D

37、evelop Key Messages-Key Message Worksheet(Toolkit)-Select communication vehicles-Employee satisfaction survey PlanManagers Communication Toolkit 43 What:is happening and whats next Why:we are doing this(market conditions,competitors,business needs)Who:will be affected(business,department,individuals

38、)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 Communication Toolkit 44 Key messages are those three to four points you want your audience to remember Key messages should drive

39、or support business outcomes Key messages should be.simple supportable honest consistent repetitive Key messages must be tailored/relevant to stakeholdersDeveloping Key MessagesPlanManagers Communication Toolkit 45Communications Plan-Key MessagesPlanDigitization Digitization means This makes our pro

40、cesses 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 Illby My expectations are Lets follow upManagers Communication Toolkit 46orOne-way Co

41、mmunicationPrintVoice-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 communication youll needPlanManagers Communication Toolk

42、it 47Types of VehiclesTypeWrittenSamplesE-mailsLettersNewslettersIntranetOnline Chat-Web chat-SametimeUse forBroad disseminationDocumentationMessage reinforcementImmediateBroad disseminationMessage reinforcementQ&AInteractionOne-wayCan be one-way or two wayVerbalOne-on-one meetings-Formal-InformalGr

43、oup 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-wayOne-wayPlanManagers

44、 Communication Toolkit 48Strategic 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 feedbackDoManagers Communication Toolk

45、it 49Team Meeting ChecklistDoManagers Communication Toolkit 50Message ChecklistDoManagers Communication Toolkit 51Strategic Communication Plan At a GlanceDoManagers Communication Toolkit 52Strategic Communication ProcessCheck the effectiveness of your communications and adjust your plan based on the

46、 feedback!TaskTool-Assess the effectiveness ofindividual communications-Assess the effectiveness of your overall communications-Plus/Delta-Informal discussion-Focus groups-GE Opinion Survey-Assessments-Pulse surveysCheckToolsManagers Communication Toolkit 54Communications Plan WorksheetWho doyou nee

47、d to communicate to?Your team The business Individuals CustomersBusiness StrategyWhat is the purpose ortopic to be covered?Specific Communication or EventWhat are the key messages that you want to drive toyour audiences?Whatvehicleswill you use todistribute yourmessages to youraudiences?Mod chat ema

48、il all hands webcast one-on-one mtgHow oftenwill youcommunicate?weekly monthly quarterly What willsuccess look like?How willyou know when you get there?Managers Communication Toolkit 55-E-mail from biz leader-Training-Managers Minute-Mgr comm website-Performance reviewsWhen:FrequencyManagersAll empl

49、oyeesDirect 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,productivity,and drive business goals Comm is a core leadership competency Business will use comm metrics in lea

50、dership,mgr performance evaluations HRMs:You also will help support initiative across organizationBusiness is committed to improving open and honest communicationWill use comm metrics in leadership,mgr performance evaluations-E-mail from biz leader-Training-Performance reviews-E-mail from biz leader