Making the Cascade Work Example: Regional Healthcare System Shift-change huddles were already in use Implementation of up/down sharing of information Representative of each group sent to other huddles Created information flow from C-suite to front-line, 24-hour loop 54
Exercise: To overcome the barrier you identified earlier, what data points would you ideally want to uncover? How will you capture those? What manager persona is most important for you to influence first? 55
Questions? 56
Suggested reading Gallup: State of the Global HBR: If Humility is so HBR: What Great 1 6 4 Workplace 2017 Important, Why Are Managers Do To Engage https://www.gallup.com/workp Employees Leaders so Arrogant? lace/238079/state-global- https://hbr.org/2018/10/if- https://hbr.org/2015/04/what workplace-2017.aspx humility-is-so-important- -great-managers-do-to- why-are-leaders-so-arrogant engage-employees Gallup: State of the 2 Forbes: Employees Don’t American Manager 5 WSJ: How Bosses Waste 7 https://www.gallup.com/servi Trust Their Managers and Their Employees’ Time it’s Hurting Your Bottom ces/182138/state-american- https://www.wsj.com/articles/ manager.aspx Line how-bosses-waste-their- https://www.forbes.com/sites/ 65+ Recruitment Stats HR Pros employees-time- 3 forbestechcouncil/2018/02/0 Must Know in 2018 1534126140 8/employees-dont-trust-their- https://devskiller.com/65- managers-and-its-hurting- recruitment-stats-hr-pros-must- your-bottom- know-2018/ line/#7719a4f81f33 57
Suggested reading 58
Additional Info: Overcoming Manager Objections 59
Finding the Time • Engagement = productivity • This is about working smarter • Employees want this • Your managers expect it • Imagine: Less time recruiting and interviewing! 60
We’ll Help and Support • Best “selling point” for training • We want you on message I have no idea what to say • We have the content • This is about listening too • A more informed team is a more engaged one! 61
You Are Rewarded • Finding good people costs $$$$ • Opportunity cost of productivity • Audit results – sell with data • Part of “how” you work, not just another thing to do! 62
Your Team Expects It • Good leaders communicate • Productivity, engagement gains • Why the training is here • We’ll make it easy! And, we have a vested interest in your success! 63
That’s why we’re here • Manager audit results • Leadership expectations • Part of manager development • Imagine your team more engaged and aligned! 64
Don’t worry • It’s primarily important for managers to be available to teams and listen • Consistency is key • Lots of mediums available • Imagine – being a great communicator and never speaking in public! 65
Yes, but… • This is a partnership • Employees looking to you • Your leadership expects it • It could be the key to keeping good people around longer! 66
Building Your Training
You, IC, Leading the Trainings Why: ▪ You know this topic “inside out” ▪ Differentiation = success ▪ Establishes you as a key resource ▪ New connections and stories ▪ Cost-effective 68
Reaching Managers ▪ Go to your managers ▪ 10-15 people per session is ideal ▪ 60 minutes is a “sweet spot” for first training, 2 hours if possible ▪ Ideal group mix: same location, similar level, varying departments ▪ HR can be a great partner in assembling groups ▪ Do tell the managers’ managers first ▪ Keep track of progress 69
What to Present ▪ Importantly, make it stand out – different from other trainings ▪ Visually appealing slides but light text ▪ Keep it conversational, you can always provide handouts later ▪ Make it your own – photos from employees may be all you need ▪ Have a “presenter’s guide” to go with the presentation ▪ Include “Communications 101” topics the first time ▪ Include other topics you need to impart ▪ Stay flexible – modify the content according to the audience 70
Benefits ▪ Cost-effective ▪ No “waiting around” to be included in other trainings ▪ Quality control ▪ Expanding your internal network ▪ Listening posts ▪ Influencer network ▪ Attracting story ideas 71
Communications 101 Outcome-based Communications approach is dialogue Anticipate timing Anticipate audience Concepts to include Process not Plan messaging a product Comfort with Know where to get help “I don’t know” 72
Plan for Manager “Trip - ups” • Giving feedback • Translating information • Finding the right info • Listening as much as talking • Getting comfortable with ‘I don’t know’ 73
Sample Training Slides 74
Communicating for Success: Doing More, Going Further to Engage our Teams
COMMUNICATION... WHY – WHAT – HOW • Core skills • Planning tips • Realistic approach • Resources and support • Exercises
Why This Matters. Why You’re Here. Our people consistently say they want managers to be a primary information source.
Communications is a Process • Who do you need to inform? • What is best way to reach them? • What do you want them to do? • How will you make it specific? • Are there any risks?
Focus on Desired Outcomes What do you want your team to Know? • Feel? • Do?
Delivering Effectively • Be concise, clear and memorable • Have clear examples • Avoid jargon, cliches • Link closely to desired outcome • Try to share through storytelling
Communication is Dialogue • Actively listen • Address questions, concerns • Welcome feedback • Be available
Communication Channels • Many channels available • Select carefully • Face-to-face always preferable • E-mail not always the answer
Sample Additional Materials 83
Speakers Guide for Other Trainers 84
Exercise 1 • Match events to channels • Work on own for 10 minutes • Team will share/discuss results
FORMAT Group WebEx Feature in Bulletin Page on Presentatio Town Hall Brown Bag Video Board Conference Team Landing Landing EVENT Email n Meeting Meetings Segment Posters Call Huddle Pad Pad Staffing changes Team achievemen t (best practice) Local News Update New Business Wins Positive Media Story Earnings Update Engagemen t Survey Debrief & Planning HR Benefits Change CHC Strategy Update New Technology Platform (AMOS)
Exercise 2 Think of a real story that... • Illustrates our purpose, strategy • Details notable challenges, wins • Focuses on your people • Has lessons for team
Additional Considerations • Possible to get help to build, conduct trainings • Keep IC responsible for training as much as possible • Do something to make it your own • Don’t miss chance to build internal network 88
Exercise: Considering information about barriers, manager audience, communications topics and data needs you collected earlier… What’s the best way to train managers in your organization? / How will you start tackling? 89
Questions? 90
Providing Managers With Great Content
Key topics for managers to cover ▪ HR-type topics ▪ Organizational change ▪ Company strategy alignment/enhancement ▪ Organization wins ▪ Team news/priorities 92
Adding Manager Element to All IC ▪ Pre-briefings ▪ Manager-only briefings ▪ Additional “cuts” of existing content ▪ Ready-made presentation material ▪ Let managers share the news ▪ Leverage manager network to enhance conversation in all-hands, etc. 93
Considering Manager Audiences ▪ Think in elevator-pitch, summary, and conversation cuts of info ▪ Consider briefings that work ▪ Help managers learn storytelling – make it easy to contribute ▪ Add the FAQ ▪ Be explicit with the “how to” instructions ▪ Make it easy to access information ▪ Don’t overcomplicate it 94
Repurposing Content – Both Ways ▪ Executive presentations re-purposed ▪ Turn team stories into organizational ones ▪ Develop “meeting minutes” ▪ Create content once, use many different ways ▪ Help introduce managers – keep a human element 95
Modeling Good Behavior ▪ Manager spotlights ▪ Manager peer groups / best practices ▪ Manager-generated content in company channels ▪ Competitive element – if it’s fun/productive 96
Some examples 97
FY15 Performance Management – Meeting Minute • PMP is underway -- importance: – Opportunity for two-way dialogue with manager – Feedback to help you achieve personal and team goals – Investment in your career • Current deadline: Self-evaluations (due by May 15) – Does not take long to complete – Prepares you for live discussion meetings • Participation: – All CHC people welcome – Requirement for non-CLA team members CONFIDENTIAL GO FURTHER. DO MORE. COME HOME SAFELY. Page 98
Elevator- pitch for Stand-up Meetings 99
Manager Briefing re Org. Changes Key elements: Background, How-to Use, Talking Points, FAQ 100
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