We all had times when we were misunderstood or simply did not feel we truly understood what someone else was trying to say. When you have communicators from different national backgrounds, the chances of misunderstandings increase. If you also throw in the fact that only a handful of people in the room have English as a first language, the chances of misunderstandings are magnified even further.
Here are the top 10 reasons why messages may be understood by your intended audience:
What can you do about it?
Wisdom is realizing there is only so much you can impact or control, other factors you may be able to influence, but not change or control. Focus on what you are able to do.
Culturalimpact: Whereas you may not be able to impact where someone grew up, you can learn more about the cultures of others on your team to correctly anticipate any possible impediments to your messages being understood or interpreted correctly.
Not my Language: Knowing how many of your team members do not have English as a first language can help you prepare your messages using simple sentence structures and more common words to avoid confusion.
Distractions (obvious): Ensure that there are no distractions to people being able to pay attention to and maximize their ability to understand you correctly during meetings. In remote settings, having participants on mute where ambient noise causes a distraction on the video call. You can also ask everyone to turn on their cameras to improve engagement during a remote call.
Fake news – Sourcereliability: Ensure that any data you plan to use is sourced from reliable sources – reputable research companies or institutions. Making the resource material or reports available to team members may further positively impact your ability to avoid your message not being accepted due to doubts about the source of key facts presented during your meeting.
What they know: Ensuring that intended meeting participants have enough pre-reading to help them fully engage with the topics you wish to discuss may avoid spending time filling in knowledge gaps that some may have on the topic. Where your topic may be controversial, do not shy away from mentioning opposing views and why you do not support those perspectives.
What theyprefer: If you have a high number of team members who prefer to have material available earlier to study it and form their opinions, consider sending key reports out before the meeting. This will improve chances of having an engaging discussion about the topics you plan to cover in your meeting. Some intended meeting participants may focus more on the financial data, or operational data etc. Be sure to have relevant information available to address predictable questions in these areas.
Judgement before you said a word: If there is something unusual about your appearance of name, consider mentioning it up front or tell a story about it to neutralize the observation and get their attention. Make sure you dress for the occasion to avoid interfering with your own messages.
The last four categories are not easy to impact since they are closely linked to everyone’s psychological make-up or habits. Based on past experiences, personal beliefs and values, people will naturally be drawn towards or away from agreeing with your perspective on a range of topics. Knowing your team or those who would attend your presentations, might help you avoid the pitfalls. Other than that, you may need to use pre-engagement and post-engagement activities to give your messages a higher chance of being correctly interpreted and understood.
Click below to download an excel checklist to help you do a quick check – where can you be more effective when you communicate? Perhaps the checklist shows areas impacting your communication with a key team member. Talking about specific areas impacting your communication success, you may be able to improve your ability to correctly interpret and understand each other’s messages.
Employees and Company Boards want the same thing – they want clarity around what you expect from employees, want feedback on how it is going from an outcomes perspective and want to know the steps you will take to fix it, in case outcomes are less than expected.
Most companies use a Balanced Scorecard approach whereby specific performance metrics in key performance or result areas from company strategies are used to set and monitor performance expectations into the company from the most senior roles to the most junior roles.
The benefits of this approach are numerous… for one you can get a good understanding of how well things are going with implementing your strategies in the company, you can make sure that all the initiatives being worked on relate to the strategy, identify organizational units or individual where things are going well or not so well – which mean you can provide support in the form of training for example. A balanced scorecard also helps to ensure you have organizational alignment where it is clear to every employee how he/she impacts the overall results of the company. And when an employee sees his or her own goals, it is easy for him/her to understand what exactly the company strategy and desired outcomes are about in a practical way.
Strategic Performance Areas
Having a cheat-sheet to get started may be useful…Performance Indicators can be set in many different areas. This list shows a few examples which may be handy as you read your own strategy and select the top performance areas that need to be impacted in your upcoming performance period.
In most cases 5 key performance areas would be chosen to balance current operations, growth goals, keeping current stakeholders satisfied and continuing to improve and innovate. e.g: 1) Financial outcome(s), 2) Quality outcome(s), 3) Customer satisfaction outcome(s), 4) Improving upon performance and efficiencies of previous years, and 5) Employee (leaders/specialists?) development and or retention outcomes.
Let’s look at some specific KPIs and how they may translate into performance expectations into the organization. From high organizational levels deeper into the organization the goals become more specific to an individuals’ tasks and activities. In contrast, the goals of managers are typically focused on their ability to influence and lead the outcomes of teams or groups reporting into him or her. Managers ensure that things happen while in most cases the deeper you go into the organization, the more you see performance goals are based on the individual’s efforts to achieve an outcome.
Performance goals typically come in various types of outcomes based on how your KPI would require the right response to meet the company strategy.
Starting with the company’s strategy (at the highest level) the CEO or executive team can easily identify the top 4 to 7 Performance Areas where focus is needed to drive outcomes needed in the coming year. From there the heads of functions or organizational units can identify what that means for each of their organizations. Then performance goals for each organizational unit manager can be determined . And the same process cascades down until performance goals have been set for everyone at the company. All of the goals finally relate to a big-picture framework of KPIs at the top level of the organization.
Most performance expectations are set as SMART goals and each employee would typically end up with between 3 and 7 (max) performance goals for the year.
The graphic below shows how at individual level the goal may be a specific part of the overall KPI but when it is all “rolled-up” organizationally the full organizational KPI can be achieved in full by all employees contributing to the desired outcome. Not every organization group or unit might support every high-level KPI. Think for example of an organizational unit responsible for the upkeep of facilities, there may not be direct goals that relate to revenue growth for that group.
Note Goal E: It does not relegate to a KPI at the broader organizational level. This happens often – for example that a functional organization has a specific focus which may not directly relate to the KPIs that were set on a company-wide basis. That could be something like finalize implementation of a digital tool which enables better efficiency the following year. If there are no high-level KPIs related to improving on existing performance/efficiency, Goal E would not have a direct link to the overall high-level KPIs set. For this reason, it is important to set the high-level KPIs in a broad and balanced way to ensure that most goals that would be important at a level deeper into the organization to maintain or improve a specific level of efficiency or service delivery can be matched with the high-level need for renewal or continuous improvement. Some companies do not think broader than revenue or growth goals.
It is important for managers to monitor outcomes along the way – do not wait until the end of the year to discover that outcomes were not trending in the right direction. Spotting issues or delays early means you can rectify or influence rectification of the situation. Give employees feedback throughout the year – make them aware of outcomes that deviate from desired outcomes, train and coach them to improve outcomes that they are responsible for and give them on-the-job coaching and support when they are inexperienced in specific areas. Every outcome matters and contributes to the overall outcome.
Evaluating outcomes and discussing those with employees is the next step. This step also includes looking at relative performance outcomes among various organizational units and overall outcomes. This can lead to an improved understanding of where further improvements may be needed. Improvements can range from awareness training, making more information available, helping to upskill or cross-skill employees in various areas. It may also lead to understand misalignment with what suppliers can or are delivering or misalignment between customer expectations and what operations is able to deliver right now.
Use what you learn from discussing performance outcomes to influence future performance outcomes and support that might be needed for the next year.
In the final outcome of the performance period you will have individual scores that relate to individual performance. When you look one level higher you see the contributions of various employees in the same organizational unit and how each of them did on their own performance goals. If the goals were created to be an exact match – between goals set for the manager and those set for those reporting to the manager – the aggregate outcome of the team would determine the manager’s score.
Knowing what we know now, were these realistic expectations or do we need to first solve some key issues before we can make more progress in this area?
Do people need more training to make sure they are able to perform in new areas or with new outcomes (such as new markets or types of customers)?
Is this area so specialized that we need to hire some people with the specialized knowledge or experience that this team needs?
Most companies are on a learning path when it comes to their own performance management process and approach. If you are just starting, do expect it to be a journey and make sure you allow space for reviewing, reflecting and learning as you go. It may lead you to make adjustments to your strategy or the way the organization is structured, to name but a few ways that on-going organizational learning can benefit the greater organization.
Ultimately the goal of your performance management approach is to measure how much the efforts of those in the organization are helping you achieve your goals as a company, where are hidden barriers to succeeding with your organizational strategies and where are opportunities to accelerate results if you leverage great ideas and tools developed in any part of the organization. This makes your company sustainable into the future. Viable today and into the future by continuously evolving, learning and innovating without losing focus of the basic outcomes needed to drive profitability on an on-going basis.
The Center for Creative leadership’s (CCL) research on executive success and failure identified the significance of “derailers”, and how they differ from just mere weaknesses. They studied leaders who made it to at least the General Manager level, but then their careers had involuntarily stalled, or they had been demoted, dismissed, or asked to take early retirement.
A derailer is not just a weakness. We all have many weaknesses that we may never choose to improve, and some weaknesses do not impact our career success in a major way. A derailer is a weakness that requires improvement if employees wish to realize their full potential in their careers and especially as leaders.
Why do leaders fail?
Leaders most often fail due to unaddressed weaknesses, derailers, and if left unaddressed for long enough these become habits that start to shape a leader’s style of interacting with others. The steady number of reported incidents involving significant leadership behavior issues in companies of all sizes and across industries is a strong reminder not to think that it cannot happen in your company.
Most leadership derailers will not cause the fall of an entire organization. But they can certainly lead to a failed career. The question you need to ask yourself is: “What type of derailers would cause a leader in my organization to fail?” Or, as a leader, “Which derailers am I prone to and how can I address them?”
How do successful leaders avoid derailment?
They seek feedback throughout their careers from people at various leadership levels and from various functions both within the organization and external to the organization (as appropriate).
He or she seeks developmental opportunities that can help overcome flaws and ask for developmental advice from other trusted leaders, coaches, or confidants.
They seek extra support and coaching during transitions and especially when a possible “trigger” event occurs, which they do not cope well with.
They remain aware that new jobs require new approaches and behaviors and successful leaders not only recognize this but reach out to ensure they have the right support and advice to successfully navigate through a transition into a new role.
How can the organization help to avoid a leader from derailing?
Organizations can take actions to ensure that leaders are aware of weaknesses which could derail them in the future and the following cautions can help with that:
Consider career paths that include time spent in various different groups, business units, or functions instead of a career path that simply moves in a straight vertical line within the organization.
Encourage and promote feedback to employees that focuses on “how you did it” instead of “what you did” only.
Beware to not consider one failure by a leader as a sign that he or she is completely “off the track” and using it as a critical development need to address instead.
Avoid moving managers to new roles too fast and instead allow them to remain in a role long enough to experience the consequence of business decisions and learn from it. A strong culture of learning and “failing forward” is a great environment for leaders to address high-risk weaknesses at an early stage of their careers.
Identify possible derailers – Self Assessment for leaders
This self assessment can be done between a leader and his or her coach to open up conversations about “what can stop me from reaching my leadership goals and ambitions?”
An honest look at the listed factors can help a leader identify perhaps the one or two behavioral traits that could possibly derail him or her in the future. Working with a coach, a leader can explore different ways to handle some of the situations which they had not handled well in the past.
Both organizations and leaders within the organization need to take responsibility for identifying signs of weaknesses that could derail a leader in future and then commit to addressing the issue before it becomes a derailer. The costs of failure in this area is not only public humiliation for the leader and a public relations challenge for companies, but also has tangible costs when one considers for example costs associated with a high staff turnover, which often accompanies groups where the derailed leader has worked over the years.
It has been said that your most valuable asset walks out of the doors every single day and you can but hope they come back the next day – your employees!
Keeping employees from leaving a company could be as simple as engaging with them, including them, helping them develop new skills and listening to their ideas. While that sounds deceptively simple, not every leader finds it easy to act when they hear that advice.
Before taking action it is almost always a good idea to get the facts first. Do we have an issue? If so, where are we most at risk? In the case of employees the questions may be – who may be most at risk of leaving the company and what can I (as manager/supervisor/coach) do to avoid that?
The self audit list below may be a good place to start assessing how much anyone on your team may be tempted to leave your team or the company.
Completing the checklist requires you to answer yes or no to a series of statements as they would apply to each employee on your team. Once you have completed the assessment, add up the numbers of “no” answers you have for each employee and use the Score guide at the top of the page to determine whether each employee would be in the low, medium or high risk from an employee retention perspective.
The next risk to assess, is the impact it would have on your project or team if that particular employee decided to leave. Look at each employee (each column) and consider the unique skills and talents that he or she brings to the project and rate the impact that his/her (unplanned) voluntary departure could have – low, medium or high.
Where to start? Map the answers from the self audit sheet onto the graphic below. The risk that each employee could decide to leave on the horizontal access and the impact on the project, in case that employee did leave, on the vertical axis.
Then write down the names of employees that would be in the “green zone” vs the “yellow zone” vs the “orange zone”.
The orange area requires immediate and high focus, the yellow zone does require focus, but less so. The green zone requires maintenance. Do not assume that because a retention risk is low today it would stay that way for years. Many talented employees get calls and offers from other companies and recruiters all the time! This means you should never stop reminding them why you are happy that they are on your team! And don’t only tell them, show them! Celebrate milestones and successes, recognize them in meaningful ways and show them how working with your team or company is the right long-term strategy for them. Make sure you offer them advantages towards their overall life goals, their career goals, their work-life balance goals etc.
Once you know where to focus, use the last worksheet as a checklist for areas where you can lower the risk that someone may consider leaving the team.
Use one checklist per employee and make sure that you have conversations with each employee about the areas where you either did not know the answers (looking at the self-audit worksheet) or you have not said anything to an employee about a particular area.
When it doesn’t work
Sometimes employees will leave for reasons you could neither foresee nor control and though it may negatively impact your team or project, you would need to hire someone else or promote someone else into the role that had become vacant. Make sure you are always developing several employees on your team to take on more tasks and responsibilities. A good pipeline of developing leaders is your best strategy for growth and also for voluntary employee turnover. Parting on good terms when valuable employees leave always leaves the door open for their potential return in the future.
Using this focused approach to assess your employee retention risk exposure does not guarantee that valued employees will not leave. it is simply a prudent way to keep an eye on your biggest assets, employees, and it supports the process of taking timely actions to lower those risks.
The behavior of leaders is a very powerful indicator of how a company truly operates from a people perspective. Which aspects of the business are mostly focused on by leaders? How are decisions made and communicated? Most change initiatives include specific behaviors which leaders need to role model in order to ensure a successful outcome for the initiative.
The typical approach to measure how leaders are behaving is to obtain input from those around each leader – those who interact with the leader on a regular basis. The groups of people asked to provide ratings for each leader could be:
People who report to the leader
People who are colleagues of the leader
People who are more senior than the leader
If appropriate – external parties who interact with the leader on a regular basis.
Process of assessing leaders
The process of assessing leadership behavior typically follows these basic steps: Collecting ratings, consolidating the ratings, providing feedback to leaders and using the results to plan further actions as needed.
The mechanism needed for this exercise needs to be developed, reviewed and agreed and then introduced before the process starts. Once the key behavioral elements are defined, create a way to capture feedback from others about leadership behaviors.
The resource above can be downloaded. It is a set of behavioral statements which can be shared with those who need to provide ratings and comments. The scores or ratings relate to actual behavior observed against desired behaviors for each leader that they interact with on a regular basis. Some people automate their chosen feedback gathering using a free tool like http://www.surveymonkey.com
Behaviors used for ratings have to be very well defined so that they can be observed and does not require someone to guess at the intentions or motivations of the leader. A behavior must be observable or produce visible results.
Ask raters to add comments to help you interpret the scores. This understanding enables the creation of realistic follow-up actions after the results are available.
Ratings should not be requested too often – raters get “survey-fatigue” and your results become less meaningful.
The objective is for the tool to support the leaders by providing helpful and actionable feedback. The tool also helps to understand how the change initiative is progressing towards desired milestones.
You will notice in the shared resource (tool) example that leadership behaviors were defined in 4 categories: Commitment Behaviors, Communication Behaviors, Teamwork/Collaboration Behaviors, and Safety Behaviors. Your categories will be determined by your own change initiative and you will need to also define the specific behaviors that are desirable for leaders given your project. Simply use the downloaded excel sheet and type over the category names and behavior definitions to create your own Leadership Behavior Scorecard.
Be careful when you consolidate the results from various raters. If you had agreed to keep rater identities confidential, summarize the results by subgroup. Provide an average per subgroup for each of the behavioral elements. Do not provide a subgroup score if there were less than 3 raters.
Follow-up actions should also include recognition/appreciation for those leaders who are role modeling the desired behaviors in the organization.
Consider using some examples from the higher ratings to create case studies to the organization. It is easier for leaders and employees to understand how to apply desired behaviors when they receive actual examples that illustrate how decisions were made or implemented using the desired behaviors. An example makes it easier for others to follow.
The tool is relatively simple to use, but it is vital that it is designed well and introduced correctly into the organization. Assessment tools can be seen as a negative element if the objectives and the way results will be used are not communicated appropriately.
The success of team events or sessions can be more predictable when facilitators gather information from invited participants and stakeholders before planning the agenda, activities, and presentations. Knowing more about the current issues and expectations can greatly enhance your chances of ensuring the team faces what they need to focus on and deal with that in a constructive way.
The source I am sharing, is a list of pre-session interview questions which could help you get a good foundation about the team: what is working, what could be better and how each of the interviewees sees the situations faced by the team.
Some important notes about pre-session interviews:
If the team members do not know you (the facilitator) yet, be sure to introduce yourself to each interviewee and mention your role in the upcoming planned session. They may have additional questions about your background and experience in this area and why you are working on the planned session. Be prepared to summarize these points before you get into the interview.
Make sure you can explain to what degree the responses will be confidential. You would typically want to share a summary of responses with the session attendees to help set the scene on the day and perhaps use that to initiate a discussion or lead into an activity to address something that was mentioned by several participants during the interview. Will you be word-smithing the responses to protect the identity of interviewees? Or will you share the raw data? You need to be transparent about that.
Why are you asking? Be sure to explain how the answers and responses will be used to plan the session and help the team move forward and past any obstacles that may be holding them back.
Let them know upfront that their questions about the session will be answered during their time with you (the interview).
Planning your approach
Will you interview individuals or groups of individuals that work in a specific department or functional group? Think this through carefully with regards to the advantages and disadvantages of this choice before you make that decision. I usually recommend that the number of session participants is no more than about 20 – 25 people and I prefer to know each individual’s responses before I finalize my planning for the session. This means I interview each person separately. But I can also imagine that the team/project culture and approach could make it useful to interview small sub-groups within the team.
In person or online? I prefer to do the interviews in person to allow me the opportunity to ask follow-up questions on the spot. Sitting with someone and talking through the questions gives you the opportunity to also watch their reactions or pauses after each question. This can indicate whether some topics may be sensitive to the interviewee and again you could choose to ask more questions to better understand the issues at hand.
The right number of questions. It is important that the interviews do not become exhausting. Accept that you will not be able to ask every single question that you may have for the planned participants before the session. Some questions are best worked out by the group at the session. Be very selective and critical – ask only questions which will help you prepare for the session. The interviews are not intended to replace the planned group/team session.
The questions in the (download available above) resource range from understanding expectations to identifying possible issues that the team needs to address. It includes some questions which may help with understanding possible issues that could pose an obstacle to team success. Some of the questions are also specifically there to help team session participants envisage themselves being a positive contributor to the success of the session.
I do not suggest that all of the questions would be relevant to every session that you would plan, as the facilitator. Instead, I suggest that you use the ones that make the most sense for the session you are working on and feel free to add additional questions as needed in order to improve your understanding in the relevant areas that the session needs to cover.
Finally, it is important to realize that just the fact that you are asking questions and providing interviewees an opportunity to discuss their thoughts and impressions is in itself already a change management intervention. You are setting the scene for the session and helping to shape participation before the session. This could greatly enhance group dynamics and ensure the success of the planned session.
After interviews have taken place you will want to take a few more steps before you decide whether to make an offer to one of the job candidates you have for a vacancy. You may want to ask candidates to complete assessments or you may want to get the perspectives of their former colleagues before you make a decision.
Additional steps after initial interviews or between rounds of interviews could include:
Tests or assessments.
Practical exercises like a business case or even a presentation to be made to some senior leaders or experts at your company.
Reference checking with former colleagues, former direct reports or former supervisors of the candidate(s).
The (download) template I am sharing below contains a few questions to help you understand whether one candidate may be preferred compared to another given their experiences and approaches.
Background checks are used in some countries but can be harder to obtain in countries or regions where data and privacy protection laws exist. In most cases, criminal background and/or financial history information can only be obtained if the prospective employer can show a direct link between the requirements of the role and the information it wishes to obtain. Reference checks are typically easier to conduct in most countries, but be mindful of the kinds of information that you would be reasonably able to obtain given local laws.
Be mindful to:
Ensure that you notify any impacted job candidates (i.e. in areas such as Europe) about the data you wish to obtain and how you would process this data to avoid the risk of non-compliance. Job candidates need to know this at the start of the process and they must (actively) agree with your proposal for collecting data before you are able to proceed.
Ensure that all data obtained during the recruitment process is archived or destroyed after the process has been completed for a specific vacancy. All HR personnel who deal with such data would need to understand that this also includes any data that have been saved to their individual computers during the process.
Make sure the data you wish to obtain is relevant to the hiring decisions you wish to make. And make sure that those who would speak with candidates or possible referees can explain the connection.
Assuming that you have taken all precautions to ensure you are not incurring any risks with your planned reference checking approach, use the questions you have selected (the download template above can help) when you contact the list of referees provided by the job candidate.
You can use the template in a few ways:
Set up a time to talk to each referee via phone or Skype and go through the questions, capturing his or her responses.
Send each referee a form and ask him/her to complete it and return it to you – typically via email. Be aware that this approach does not offer you much opportunity to ask further questions to clarify without creating a few extra emails to the original string.
Set up the questions as an online survey (for example using www.surveymonkey.com) and share the link with referees. Note that data interpretation may be an issue here – not knowing what a referee meant by a specific score or comment. This also means you would have to contact referees again to clarify feedback. One way to improve data interpretation is to build in comment fields to explain scores.
Finally, it is important to understand that a reference check is just one of the data points that could support decision-making related to hiring the best candidate for the vacancy.
Feedback may be incomplete for a number of reasons:
The referee wishes to avoid any unpleasant situation with the former employee and wishes to be cautious in his/her responses.
There may be laws in the country which specifies what referees can or should say and what they cannot comment on.
The previous company may have clear policies about what can be shared by referees, which may be limited to job title and years of employment at the company.
Getting feedback from those who previously worked with a job candidate can still be valuable – understanding how the candidate’s knowledge or work methods would fit in with the job requirements or the company culture. For this reason, it can be good to get more perspectives. Just be aware of possible risks given the changing legal environment as you obtain feedback from referees.
Unless you are in a senior role in the communications group or department you probably never had to make an annual communication plan before. Recently I was asked to help two people (one from a mid-sized and the other from a small company) who never had to make an annual communication plan before but were expected to create one now. Perhaps you are also tasked with making one? Or maybe you are asked to comment on one?
The basic idea behind an annual communication plan is to ensure that someone is planning to address targeted communications activities to various groups of people across all the available platforms that are used by the group or organization. The plan should typically include specific mention of dates, details of the intended contents of messages or specific focus areas, and be specific about who is responsible for each of the actions. That way everyone involved in executing activities from the communication plan is aware of his or her role and when deliverables would be due.
Planning to communicate is not the hard part of the assignment as most people are quite creative during brainstorming sessions related to what we can do and how to do it. The hard part is to write it all down so that we all know what will actually happen after we leave the meeting or brainstorming session. And the next hard part is to apply self-discipline to execute according to the plan and update and review the plan on a regular basis.
The downloadable template above shows various aspects to consider when you look ahead to a year of planned communications. Of course, we know that plans are subject to changes happening around us on the project or changes in the company or in client needs. This means the plan is not static and you should review the plan on a regular basis to add or change items as needed. Remember to share updates you made with other team members who have activities assigned to them.
The first column in the template contains a few communication channels to consider as you look at the messages you want to share and the intended target groups that your messages should reach. Ensure that you are using the right communication channels that you know to be in broad use by your intended target group of readers. And each of the headings could have multiple options for example meetings could be global meetings, regional meetings and local meetings where you would like the same message or a different version of the main message to be shared.
The columns across the top of the template are mainly there to document who is doing what by when and when you are ready to publish and have published or delivered the message. This helps you measure progress on planned activities and shows where you may need to apply special focus to avoid delays.
The published date is important, not only to ensure that your intended actions were completed but also to measure the success of your communication activities after the activity has been completed.
In this simple template, the only measure shown is based on the number of people reached. There are many more ways to measure the outcomes and success of your communication actions including:
How many people took a further action after reading or watching (if video) or listening to (if podcast) your message (i.e. liked it, clicked on the button for “more information etc),
How many people used it as a reference or highlighted it by linking to it, sharing it or tagging it,
How many people visited your website right after you have published or shared a new message?
Add additional columns to your plan (as needed) in order to capture any other important measures that you wish to track per message, date and communication channel.
Plan to share the same message in many different ways to optimize the number of times and ways that your intended audiences receive the message during a relatively short timespan.
Not every communication message can be forecasted and planned over a 12-month period but without at least a guideline of topics that you would like to share over a 12-month period, the chances of missing opportunities to impact your intended audiences are bigger. Remember, you can always update and make changes when unplanned events occur while you progress through your plan.
Experiment with a mix of ways to communicate – create messages to be shared face-to-face with credible speakers and follow up with something online and perhaps also a film on your website.
Do use metrics to track results against your goals. It is the best way to know what works and what needs to be improved. Having proven successes also adds credibility to your communication plan and activities.
When tasked with creating an Annual Communication Plan, you may never need to become an expert at creating this kind of plan, yet it is still in your best interests to capture your thoughts about planned communication activities, responsibilities, deadlines, and metrics in a concise way. This template is only one way to achieve this. Once you have created the plan in a structured way people can review it, comment on it and manage to it and it ensures alignment within the team as you make progress with your communication objectives.
Before any organizational change is launched there has to be meetings with executives and senior leaders to ensure alignment around the reason(s) and main principles of the change initiative. Meeting objectives would also typically include getting their support for executing change activities and to help them understand expectations of them as executives and senior leaders during the change period and beyond.
The downloadable slide deck (above) can be used as a basis for creating your messages to senior leaders and executives. The slides helps to explain how change will likely impact the organization and the people plus explaining how leaders can help by being role models and also by actively addressing resistance and other signs of low engagement in those around them.
Use this resource as optional examples to help communicate the specific messages that makes sense for the change management initiative that you may be leading and the meeting participants/audience that you will be facing.
Here are the steps I would suggest you follow:
Be clear on the reasons that your change initiative need to be implemented and how the changes will improve on status quo. (Business case or burning platform)
Did you get executive buy-in from one or more sponsors before your presentation? (Highly recommended – in fact, do not proceed until you have it!)
Consider the presentation you will be doing – who will be there? What do they know and what do you need them to know, understand and do once they leave the presentation?
What impact will the planned changes likely have on the employees at your company and how do you think your targeted audience can help and should act/behave given the change process and desired outcomes?
Review the slides in the resource I am sharing and determine if any of them could help you and support the messages that you would like to communicate to the audience that you will be facing.
Of course these slides are not going to substitute the preparation work you need to do before starting a change initiative, but they may be helpful to use as background or to explain some of the specific change management aspects that may be of particular importance to your audience.
Every employee has different reasons for showing up at work and there are different ways to motivate each of the people working with you. Since one size does not fit all, it is best to stop guessing and to find out for sure what it is that makes those reporting to you love their jobs.
Knowing what motivates your direct reports is a great way to ensure you retain your direct reports. Of course having a good professional relationship with each of your direct reports goes a long way to ensuring that issues which may demotivate them are brought up early and resolved in open dialogue and discussion.
The exercise below can be used by you to first establish what you believe would be motivational before you ask your direct reports to complete the exercise below. Understanding that, as their supervisor, you are most likely not going to get it right without their input may further instill the practice in you to always check your assumptions before you engage when it comes to understanding what would motivate others.
The list below contain outcomes that could be motivational to your direct reports in their jobs. This means that these outcomes would keep them interested in continuing to work in this role, for you and in this company.
Rank the list below in terms of 1 to 14 where 1 means “motivates me the most” to 14 which means “this does not motivate me much.” The ranking is not to say that this is how it is RIGHT NOW, but in the perfect environment, what would be the most vs least motivational to the person doing the ranking.
A. Rank these from 1 to 14 – what motivates me most at the top
Receiving market-aligned compensation for the job I am doing
Recognition for my efforts by my supervisor
My work is interesting and challenges me in a positive way
The company/job comes with excellent benefits (separate from my annual salary)
Pleasant working environment (ambiance, set-up)
My supervisor is fair in making decisions and communicating them i.e. promotion, recognition, expectations.
The knowledge of my colleagues which is shared with me
I have all the information I need to have in order to understand what my priorities are and why I am performing the tasks that I am assigned
I understand exactly what my supervisor expects from me
I have a great feeling of accomplishment in this role/job
This role/job provides me with a lot of learning options, which can lead to promotions in the future
I have a chance to contribute to discussions and decisions that impact me
The people I work with are great people who make me feel included and valued
My opinion is often asked for and is valued by my supervisor
B. Level of current motivation
The next step would be to ask the same employees to rate how much they are currentlymotivated by the same items from above. Comparing these answers with the answers in A. can help you identify possible ways in which you can improve the motivation of each employee reporting to you. For example, if someone had a high ranking motivator in A. and that same item gets a low score in B. that means you should look for ways to impact that area to motivate and retain that particular employee.
Results – what to do next?
Once you have captured the feedback from those who report to you, have individual discussions with each one of them to determine how you can better impact the areas that they scored as the highest importance in terms of motivation and where potentially their scores for current experience were the lowest.
How can I, as your supervisor, help you to have a better experience of this item (high ranking items from A. the list above – especially if that same item has a low score in B.)? _____________________________________________________
Are there ways in which you feel that I can remove obstacles or improve your experience in this regard? (see highest ranking items with low scores in exercise B.) ______________________
Is there anything that you and I need to discuss or resolve to remove any bad feelings or negativity from the past to move forward on a positive note? _________________________
Is there anything that I, as your supervisor, can do better to improve your enjoyment of your job/role at the company?
Be sure to mention (as appropriate – be truthful and honest):
I want you to know that I value your contribution and you are an important team member to this project/department.
I believe we can achieve great accomplishments in this department/team if we work together and communicate openly about what needs to be done and how to support each other in order to have a better overall outcome for the team/department.
I hope you will take the time to let me know of any obstacle that you see which may hinder us in achieving our goals. And I hope you will see any feedback from me in the same light – I want you as an individual to enjoy what you are doing (realizing that not all of our jobs are highly enjoyable – some parts are typically repetitive and maybe mainly administrative) and I want your contribution to the team/department to be clear to you in terms of expectations and how things are going.
Is there anything else you would like to bring my attention or which you think we should discuss before we end our meeting?
After the meeting you may want to consider reviewing your notes. Some items may be easy to action, simply by you emailing or calling someone in order to set something up. Other items may not be so straight-forward. For example, someone with a performance that does not meet expectations may ask for an increase. Set up a meeting with your HR Business Partner or representative to talk through the items and set priorities. Always make sure you are able to provide direct individual feedback to each employee on the items you discussed in your individual meetings with them.
Employees are motivated by different aspects of their roles/jobs at the company and there are many ways in which you are able to influence these aspects. The professional relationship you have with your direct employees also greatly impacts whether someone chooses to stay or leave the company/their role.
In the end some employees will leave and you will need to fill those roles by promoting existing employees or hiring new employees. Ultimately, the sign of a good leader is the number of great leaders he or she creates. When they feel the need to leave to move up, applaud them, keep contact with them and congratulate yourself when you see them succeed regardless of where they end up as a result of your great coaching and support.