HRANS - Communicating to Connect

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HRANS - Communicating to Connect

  1. 1. Communicating To Connect with Your Audience<br />Gaining Commitment and Getting Results<br />
  2. 2. The Situation:<br />“We’ve been taught that once you’ve got a good idea or solution, and you’re convinced it’s a good idea, that it’s just a matter of presenting it in a clear and logical way, and a reasonable group of people will see it. The reality is that we are presenting to human beings, who have anxieties, contrary opinions, and fears …”<br />John Kotter, Professor, Harvard Business School<br />
  3. 3. The result is that about 70% of ideas do not gain buy-in to create results.<br />Your idea may not be enough.<br />
  4. 4. Session Objectives<br />
  5. 5. The Mission of HR:<br />“Increase the success of the organization by improving the decisions that depend on or impact people.”<br />John Boudreau, The New Science <br />of Human Capital<br />
  6. 6. It is crucial to communicate in a manner that connects with the audience ...<br />... and speaks to what is important to them.<br />
  7. 7.
  8. 8. The Central Issue:<br />Understanding your audience and presenting the message based on what is important to them and in a way that resonates with them.<br />
  9. 9. The Result:<br />Organizations with higher communication effectiveness have a 47% higher total return to shareholder than those that are least effective in communications.<br />Towers Watson 2009/2010<br />
  10. 10. Imagine …<br />HR is an integral part of leadership and development of business strategy.<br />
  11. 11. What would happen?<br />What would it take?<br />
  12. 12. The Result:<br />
  13. 13. The Result:<br />Current Communication Effectiveness in Canada<br />
  14. 14. We need to improve our communication effectiveness by aligning with who and what is most important.<br />
  15. 15. Two parts are needed:<br />Take a consultative approach<br />Understand the impact of personality<br />
  16. 16. “Leaders of the past knew how to tell – leaders of the future will know how to ask.”<br />Peter Drucker<br />
  17. 17. Part 1: The Consultative Approach<br />Matching the “selling” process with the “buying” process<br />Mismatch of focus for sellers and buyers is the reason 70% of sales do not happen.<br />
  18. 18. The Consultative Approach:<br />The Buying Process<br />Recognition of needs<br />Evaluation of options<br />Resolution of concerns<br />Decision and implementation<br />
  19. 19. The Consultative Approach:<br />The Buying Process<br />Where does the average selling process start?<br />
  20. 20. The Consultative Approach<br />Ask questions first to understand the audience and determine the message that will appeal.<br />Situational based questions<br />Problem based questions<br />Implication based questions<br />Need-Payoff based questions<br />
  21. 21. The Consultative Approach<br />You need to determine:<br /><ul><li>What are the opportunities?
  22. 22. What are the challenges and blocks for people?
  23. 23. What are the capabilities needed for people to move forward?
  24. 24. What are the results and outcomes desired?
  25. 25. What are the feelings?</li></li></ul><li>The Consultative Approach<br />By understanding the important needs, you then can …<br /><ul><li>Provide direction
  26. 26. Provide confidence
  27. 27. Provide capability
  28. 28. Provide action </li></li></ul><li>The Consultative Approach<br />Spend time initially asking question to determine the buyer’s needs and match your initiative with what is most important to the buyer.<br />Without aligning solutions with needs, nothing happens.<br />
  29. 29. The Consultative Approach<br />The Consultative Selling Solutions Process<br />Handout<br />
  30. 30. Part 2: The Personality Consideration<br />Personality affects how we communicate and connect.<br />You and your audience may be different.<br />
  31. 31. Leadership Communication: The Power to Connect<br />
  32. 32. Leadership Communication: The Power to Connect<br />
  33. 33. Leadership Communication: The Power to Connect<br />
  34. 34. The leader personality and workforce personality disconnect.<br />
  35. 35. E<br />I<br />S<br />N<br />Population<br />T<br />F<br />J<br />P<br />MBTI Type Indicator<br />
  36. 36. E<br />I<br />S<br />N<br />Leaders<br />T<br />F<br />J<br />P<br />MBTI Type Indicator<br />
  37. 37. Kolbe: Instinctive Strengths<br />
  38. 38. The key is to communicating to connect with your audience starts with self-awareness.<br />
  39. 39. Then you must seek to understand your audience to enable communication that connects.<br />
  40. 40. The Application:<br />You want to bring forward a career development initiative that has been indicated by the workforce as highly supportive of increased engagement, performance, and retention. <br />How would you prepare to present your solution to the senior leadership for buy-in?<br />
  41. 41. Consider this …<br />Where does your strategy require people that are better than your competitors?<br />Find the pivot points.<br />
  42. 42. The Bottom Line:<br />“Activities that fail to add value are not worth pursuing….no matter how interesting or valuable an activity may seem … it must improve life for the key stakeholders in ways they are willing to pay for.”<br />Dave Ulrich, The HR Value Proposition<br />
  43. 43. Value is defined by the receiver, not the giver, and any value proposition begins with a focus on the receivers, not the givers.<br />HR professionals must keep a direct line of sight between their activities and the business strategy.<br />
  44. 44. The Most Pressing Problems Facing Leaders<br /><ul><li>Execution against the strategy
  45. 45. Teamwork at the executive team level
  46. 46. Top line growth and productivity</li></ul>Conference Board of Canada 2010<br />
  47. 47. HR Professionals must …<br /><ul><li>Increase customer share by connecting with target customers
  48. 48. Help managers deliver strategy by growing organizational capabilities
  49. 49. Have a strategic plan that aligns with the business goals
  50. 50. Align the organizations with the strategy of the business</li></li></ul><li>The success of an HR initiative is not in its design or implementation but in its ability to positively impact the organization’s business strategy.<br />
  51. 51. Understand your audience…<br />…to create communications that connect, gain buy-in, and move initiatives forward.<br />
  52. 52. The power to communicate and connect to gain buy-in is critical to success.<br />It is not up to your audience to understand – it is your role.<br />
  53. 53. Thank You!<br />Contact at 425-0467 or www.bluteaudevenney.com<br />

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