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最新的Ge内部communication trainng材料




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  • Everyone needs to understand what is expected on the job and how the job fits in with the bigger picture. How much latitude do they have in decision-making? What will they be measured against at evaluation time.
  • People need regular performance feedback and coaching if they are to improve their performance continuously. We’ll talk about this in more detail later in the Workshop.
  • I want to spend a little extra time on this one, because it’s one of the most important, but most often the one that we as managers put at the bottom of the list. Does anyone care refers to recognition and appreciation for a job well done. Remember “thank you” goes a long way. But this also refers to something I call walking the floor. Jeff Immelt refers to it as “being in the field.” In other words, stopping to see your employees informally and getting to know them. It gives employees the opportunity to ask questions and express ideas. It gives you the opportunity to reinforce key messages, squelch rumors, solicit feedback and strengthen relationship and commitment – to help you meet your business goals. This is particularly important during a crisis or difficult time. But, ironically, this is when managers tend to do it the least. For instance, several months ago it was all over the press that GE Capital was planning to layoff 7,000 employees. First thing Monday morning, many managers stayed in their offices because they didn’t know what to say or didn’t have all of the answers. Actually, they should have been more visible than ever. It’s OK, not to have all of the answers. Walking the floor: Let’s employees be heard/ask questions Allows you to tell what you do know or what rumors aren’t true Gives you the opportunity to tell them when you think you will know more – and commit to getting back to them.
  • People identify closely with a work unit and its successes and failures. They need to know from their supervisors and managers how that work unit is performing against expectations. You should have a regular time set aside to update your employees about how your work unit is doing.
  • It’s difficult to perform when you don’t understand your destination and the objectives of the company. A clear vision, stated with passion and simplicity and related to customer needs gives workers that needed direction.
  • When employees know the answers to the first five questions, they are likely to demonstrate their commitment to making the company succeed. Always remember that employee commitment is a gift that can be given freely or withheld.
  • Our organization’s success is dependent on the success of each of our employees. As leaders within GE, we are committed to meeting our goal through the coaching and development of our employees.
  • GE is committed to being the Global Employer of Choice. Our goal is to create an environment where: People have an opportunity to learn and grow professionally and personally. Coaching is no longer a ritual solely for performance review. Coaching is a powerful way for employees to work with, motivate and support one another.
  • Before beginning to prepare for coaching, it is important to first identify the need, and consider: What is the scenario? What specific behaviors did you observe? Is this a coaching or performance issue The steps of Inquiry, Reflecting and Advocacy can be understood in the following terms: Ask, Listen, Tell.
  • Open Inquiry Helps to generate responses and gather information Closed Inquiry Helps when seeking specific answers         Through reflection you can: Build Relationship & Rapport Confirm or Clarify coach’s understanding of coachee’s facts and feelings Reduce anxiety of coachee Allow coachee to feel understood Reduce resistance of coachee to potential solution Through advocacy, you can Build Relationships & Rapport Share Standards and Provide Feedback Offer Suggestions for Improvement/Continued Performance Propose Specific Plans of Action
  • Feedback, when offered effectively, integrates all phases of the Communication Cycle. _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________
  • Increases motivation and success Supports effective behavior Guides and put individuals back on track Acts as a barometer to show where you stand Recognizes progress Fills in knowledge gaps Aligns expectations Alleviates fear of the unknown
  • Three different types of Feedback: Self-feedback : Often prompted by a Coach’s questioning, necessitates returning to Inquiry. Involves the coachee self-reflecting on their performance. Motivational Feedback : Focuses on actions to continue to do. Developmental Feedback : Focuses on areas to change / to improve.
  • Feedback should be a two-way exchange of information that allows each person to share his/her perspective and come to an agreement on appropriate actions. _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________
  • As we talked about before, many managers say that their instinct during a crisis is to limit communication with employees so they are not faced with difficult questions. However, in times of crisis, it’s essential to quickly, candidly and frequently communicate with employees. Your people want to learn about their company from their company, before they see news coverage or hear it from friends or family.
  • You’ll find that the importance of having an ongoing strategic communication process is never more evident than in a time of crisis. If you don’t regularly communicate with employees, they may not find a sudden and serious message from leadership credible, or, more likely, they will think it’s cause for alarm. The first thing, if appropriate to the situation, is for your leadership team to let employees know that the business’ first concern is their safety. Fear of the unknown is a big source of tension. Employees need to be told the crisis details and risks in a calm, reassuring manner. Let employees know exactly what is happening. If you don’t know the answer it’s OK to say “I don’t know the answer, but I commit to getting back to you when I do. Create an ongoing system for getting updated information to employees. And provide a forum for employees to voice concerns and ask questions.
  • Walk through example… If time allows: Provide everyone with a copy of this sheet. Split everyone into small groups and ask the groups to split up initiatives among the individuals in their group (e.g., could be net income, GEOC, ACFC, etc…) Each person should take a few minutes to themselves to write down up to three key messages that they need to help employees understand what the imperatives mean to them and their role in simple language designed to help employees understand what the message means to them. Then, each person should role play delivering their messages to the others in their group. Allow 15-20 minutes for this exercise. (Five minutes for message development, then five minutes for each person to deliver their message to their small group and get feedback from others in the group.) After the exercise, ask everyone (1) what was helpful about the exercise; and (2) what was the most challenging.


  • 1. Manager’sCommunicationToolkit
  • 2. Purpose of WorkshopConnecting employees to the business vision• 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 fosters open and honest communication• Develop measurable communication action plans that address both business and employee needs Manager’s Communication Toolkit 2
  • 3. Service Profit Chain E m p lo y e e S a t is f a c t io n E m p lo y e e E m p lo y e e L o y a lt y P r o d u c t iv it y C us to me r S a t is f a c t io n / C us to me r L o y a lt y R e ve nue P r o f it a b ilit y G ro w th Manager’s Communication Toolkit 3
  • 4. Communication as a LinkNeed to better understandwhat our employees sayand what they doEmployees are the Our Peoplecritical link betweencustomers and ourbusiness Our Customers Our Business Manager’s Communication Toolkit 4
  • 5. Leadership DevelopmentCapability and Contributions Listening, Learning, Teaching S e ve ra l S e ve ra l C a r e e r /E x p e r i e n L e a d e r s h ip c e E nha nc e rs E nha nc e rs • Outstanding Communication Skills• Black Belt, Master Black Belt• Corporate Audit Staff • Ability to Attract/Keep/Develop Great Talent• Multi-Business Experience/Exposure • Passionate Approach• Unique, Stretch Assignments • Crisis Leadership• Financial Acumen • Continuous Learner• Global Experience/Cultural Breadth • Seeks Feedback ... And Acts on It• Functional Depth Manager’s Communication Toolkit 5
  • 6. What is Communication?
  • 7. Defining CommunicationLeaders must view communication as employees do Communication: M a n a g e r V ie w E m p lo y e e V ie w Ev e nt or Pr oduc t A Pr oc e s s E x a mp l e s : E x a mp l e s : E -m a il P e rfo rm a nc e In s id e G E fe e d b a c k C EO web c ast M a r k e t in f o r m a t io n Te a m u p d a te s Manager’s Communication Toolkit 7
  • 8. What is Communication?Communication has two core processes:“Sending” and “Listening” Mes s ageCommunication isa process thatturns informationinto understanding S e nde r R e c e iv e r Feedbac k Manager’s Communication Toolkit 8
  • 9. Checking for UnderstandingHow to check/listen for understanding •Ask direct open ended questions •Request an action plan or list of priorities •Solicit feedback on the initiative/project/request Manager’s Communication Toolkit 9
  • 10. Communication As Is A s s o c ia t e s A Ma na g e rs A M A S e n io r B u s in e s s M GE L e a d e r s h ip C EO A Te a m M AWe must take Mresponsibility to ensurethat our messages are Adelivered consistentlyand meaningfully A Manager’s Communication Toolkit 10
  • 11. High Say/High DoOpen, honest and direct communication Manager’s Communication Toolkit 11
  • 12. Manager’s RoleManagers have the key role in communication Mos t of w ha t 70%e m p lo y e e s w a nt to know How keyis h o w k e y me s s a g mes s a ge s e s a nd a nd m a r k e t p la ma rke t 20% p la c e c e is s u e s a ffe c t is s u e s B u s in e s s - 10 % a ffe c t s p e c if ic C ompa ny t h e ir jo b s me s s a g e m y jo b me s s a g e s s Manager’s Communication Toolkit 12
  • 13. Manager’s Role E m p lo y e e s d o n ’ t w a n t M O R E c o m m u n ic a t io n . . . t h e y w a n t u n d e r s t a n d in g o f h o w k e y m e s s a g e s r e la t e t o t h e ir jo b s S ourc e F a c ilit a t o r of of In f o r m a t i U nd e rs ta nd on in g Manager’s Communication Toolkit 13
  • 14. GE’s Communication ModelEmployee commitment is earned only after basic needs are met B a s ic k n o w le d g e n e e d s a s e m p lo y e e s d e s c r ib e t h e m : 1 Job responsibilities Commitment 6 H o w c a n h a t is W I h e lp ? m y jo b ? 2 Feedback, Vision, mission, 5 Whe re a re How am performance strategy w e he a de d? I d o in g ? review, coaching How’ s Does m y u n i ta n y o n e d o in g ? c a r e ? 4 3 Listening, recognition Measurements, regular updates from manager Marketplace-based Source: R oger D ’A prix Manager’s Communication Toolkit 14
  • 15. Manager’s RoleEmployee commitment is earned only after basic needs are met• Help team members understand Job their responsibilities and talk about R e s p o n s ib ilit i expectations es• Set agreed upon priorities and deadlines What is• Where possible, involve team members in planning, decision- my job? making and implementing changes• Link team members’ job responsibilities to business strategy and priorities Source: R oger D ’A prix Manager’s Communication Toolkit 15
  • 16. Manager’s RoleEmployee commitment is earned only after basic needs are met• Provide feedback (positive and P e rfo rm a n c e developmental) on performance fe e d b a c k• Tell employees what they are doing right as well as wrong• Discuss mutual actions for performance improvement How am• Make feedback a frequent and I doing? timely activity• Learn how to listen effectively and how to coach people so they can improve their performance Source: R oger D ’A prix Manager’s Communication Toolkit 16
  • 17. Manager’s RoleEmployee commitment is earned only after basic needs are met• Take time to listen and talk honestly In d iv id u a l with employees; value and respect ne e ds them• Walk the floor• Hold staff meetings in which people have the opportunity to express their Does ideas and concerns anyone• Solicit feedback about your own care? leadership style• Recognize and act on people’s ideas• Practice common day-to-day courtesies and civilities Source: R oger D ’A prix Manager’s Communication Toolkit 17
  • 18. Manager’s RoleEmployee commitment is earned only after basic needs are met• Share general business W o r k u n it information on a timely basis o b je c t iv e s , r e s u lt s• Discuss team goals and how they match overall business objectives• Recognize team accomplishments How’s• Discuss the need for team my unit performance improvement doing?• Find opportunities to assemble the team for dialogue and celebration Source: R oger D ’A prix Manager’s Communication Toolkit 18
  • 19. Manager’s RoleEmployee commitment is earned only after basic needs are met• Gain a personal appreciation and V i s i o n /M i s s i o n knowledge of the business’ vision, mission and strategic direction a n d V a lu e s• Internalize the company’s value system and behave accordingly• Show personal conviction and commitment to the vision, mission, Where are strategy we headed?• 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 cares Source: R oger D ’A prix Manager’s Communication Toolkit 19
  • 20. Manager’s RoleEmployee commitment is earned only after basic needs are met• Provide genuine opportunities for involvement E mpow e rme• Empower people to take the nt initiative and make decisions without second guessing them• Support the risk takers even when How can they make a mistake I help?• Recognize and reward true contribution• Encourage and support cross- functional collaboration• Promote mutual trust and commitment Source: R oger D ’A prix Manager’s Communication Toolkit 20
  • 21. How Are We Doing Today?
  • 22. Why Are We Here? Voice of the EmployeeCommitment 1 Job responsibilities• XX% Satisfied with GE 6 • XX% Say their job responsibilities• XX% Say work gives chance are clear to them to show what they can do• XX% Given the opportunity Feedback, performance for challenging assignments review, coaching H o w c a n h a t is W • XX% Receive ongoing feedbackVision, mission, strategy I h e lp ? m y jo b ? • XX% Say working here• XX% Say business is 2 offers chance to well run 5 grow and develop• XX% Say business is Whe r e a re How am • XX% Say experience, well-positioned for growth skills gained at GE• XX% Say communication w e he aded? I d o in g ? increase in business is open, honest opportunities Listening, recognition How’ s Does • XX% Say good ideasMeasurements, regular m y u n i ta n y o n e adopted regardless of who/updates from manager where• XX% Say manager inspires high d o in g ? c a r e ? • XX% Say manager shows performance appreciation 3• XX% Treated with respect 4 • XX% Rewarded for going• XX% Say the way we work is Marketplace-based above and beyond driven by GE Values Source: R oger D ’A prix Manager’s Communication Toolkit 22
  • 23. Delivering EffectiveCoaching & Feedback
  • 24. What is Coaching?•Coaching is an interactive process of helping others reach their goals•Coaching involves unlocking a person’s potential to maximize his or her performance Manager’s Communication Toolkit 24
  • 25. What Coaching is and is not C o a c h in g is C o a c h in g is : no t: • Focused • Directing • Work related • Training • One to one • Corrective action • A continuous process • Reprimanding • Mentoring • Therapy Manager’s Communication Toolkit 25
  • 26. The Coaching Process Ri v e l e c t ef L is t e n i ng S tra t egy Advo c In q u ir a te e Manager’s Communication Toolkit 26
  • 27. The Coaching/Communication Process• I n q u i r e (Ask) about a coachee’s abilities and goals using open ended questions• R e f l e c t (Listen to) the content and feeling of what the coachee is saying• A d v o c a t e (Tell/ share) perceptions and standards a coachee needs to meet Manager’s Communication Toolkit 27
  • 28. Feedback in Coaching Feedb ac k R e f le c t iv eFeedbac k L is t e n in gw ill f o r m SM T S P At h e b a s is AR Gfo r yo u rd is c u s s io S tra tens gy Ad vo c In q u i a te re A c t io n P la n n in g S OI Manager’s Communication Toolkit 28
  • 29. What is Feedback• 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 you• Feedback is a key step in moving through the coaching process Manager’s Communication Toolkit 29
  • 30. Delivering FeedbackW h e n t o g iv e f e e d b a c k …• After completion of a project/initiative• When behavior patterns emerge• Periodic progress reviews/updates• Informal luncheons/discussions• Interim coaching• EMS/annual performance review Manager’s Communication Toolkit 30
  • 31. Presenting Feedback Coach asks (Inquiry): S e lf -F e e d b a c k • What do you think went well? • What might be improved? Coach offers praise for positive M o t iv a t io n a l actions. REMEMBER: Never Feedbac k use the word “but.” D e v e lo p m e n t a l Coach offers suggestions for Feedbac k future improvement. Manager’s Communication Toolkit 31
  • 32. Crisis Communication
  • 33. What is a Crisis?• A 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 issue• While terrorist acts fall into this definition, so too do widespread IT failures or natural disasters, among other things Manager’s Communication Toolkit 33
  • 34. Crisis Communication GoalsLeadership agreement in every step Manager’s Communication Toolkit 34
  • 35. Crisis Communication Goals• Make it clear that employees’ safety is the first concern, if applicable• Describe facts and actions being taken as you know them — tell them what you know, what you don’t know and when you think you’ll know more. Then follow- up!• Ensure your messages are consistent with business messages• Create a regular forum for employees to ask/submit questions and for you to provide answers Manager’s Communication Toolkit 35
  • 36. Creating A Communication Plan As s e s s P la n Do C he c k
  • 37. Strategic Communications ProcessContinuous, Iterative Process for Communication Manager’s Communication Toolkit 37
  • 38. Strategic Communication AssessProcessStart by assessing where you are…and where you need to go Ta s k To o l- Assess employee needs - Focus groups - Informal discussions - Employee satisfaction survey - Employee Needs Assessment (Toolkit)- Assess leader’s attitudes - Leadership Assessment (Toolkit)- Assess business needs - Business Needs Assessment (Toolkit) Manager’s Communication Toolkit 38
  • 39. Employee Needs AssessmentAssess Manager’s Communication Toolkit 39
  • 40. Business Assessment Assess Manager’s Communication Toolkit 40
  • 41. Leadership Assessment Assess Manager’s Communication Toolkit 41
  • 42. Strategic Communication PlanProcess Ta s k To o l- Identity stakeholders - Communications Plan Worksheet(Toolkit)- Develop Key Messages - Key Message Worksheet (Toolkit)- Select communication vehicles - Employee satisfaction survey Manager’s Communication Toolkit 42
  • 43. Key Messages PlanWhat does the business need employees to hearand what do employees want to hear?• W h a t : is happening and what’s next• W h y : we are doing this (market conditions, competitors, business needs)• W h o : will be affected (business, department, individuals)• W h e r e : you can go for information & questions• W h e n : you’ll hear more Manager’s Communication Toolkit 43
  • 44. Developing Key Messages Plan• 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 stakeholders Manager’s Communication Toolkit 44
  • 45. Communications Plan Plan- Key Messages Digitization • Digitization • This will impact • We need to • I’ll…by… means… our team by… consider… • This makes our • This will impact • Here’s how • My expectations processes easier, your work by… we’ll are… faster, cheaper prioritize… by… • Our business is • I’d like you to… • Let’s follow up… looking at digitization in the following areas… Manager’s Communication Toolkit 45
  • 46. How should you deliver Planthe message?The more change required, the moreconsistent, two-way communication you’ll need or O n e -w a y T w o -w a y C o m m u n ic a t io n C o m m u n ic a t io n Print One-on-one meeting Voice-mail Team meeting E-mail Department meeting Intranet Informal discussions Bulletin board Web chat Video Manager’s Communication Toolkit 46
  • 47. Types of Vehicles Plan Typ e S a m p le U s e fo r In t e r a c t io n s W r it t e n Broad dissemination One-way E-mails Documentation Letters Message reinforcement Newsletters Intranet Immediate Can be one-way or two way Online Chat Broad dissemination -Web chat Message reinforcement -Sametime Q&AVe rb One-on-one meetings Influence behavior/attitudes Two-wayal -Formal Check for understanding -Informal Recognition Feedback/coaching Group meetings Influence behavior/attitudes Two-way - Large or small Check for understanding - Skip level Recognition - Roundtable - Walk the floor Voicemail Urgent requests/information One-way Data “snippets” Action to-do Manager’s Communication Toolkit 47
  • 48. Strategic Communication DoProcessIf you don’t reach a shared understanding,you have not communicatedTa s k To o l- Deliver the message - Agenda - Meeting checklist- Check for understanding - Informal discussion - Request action plan/priority list - Solicit feedback Manager’s Communication Toolkit 48
  • 49. Team Meeting Checklist Do Manager’s Communication Toolkit 49
  • 50. Message Checklist Do Manager’s Communication Toolkit 50
  • 51. Strategic Communication Plan DoAt a Glance Manager’s Communication Toolkit 51
  • 52. Strategic Communication CheckProcessCheck the effectiveness of your communications…and adjust your plan based on the feedback! Ta s k To o l- Assess the effectiveness of - Plus/Delta individual communications - Informal discussion- Assess the effectiveness of - Focus groups your overall communications - GE Opinion Survey - Assessments - Pulse surveys Manager’s Communication Toolkit 52
  • 53. Tools
  • 54. Communications Plan Worksheet Wha t v e h ic le s Who d o w ill y o u u s e t o W h a t w ill yo u n e e d to d is t r ib u t e y o u r s uc c es s c o m m u n ic a t e t o ? m e s s a g e s to yo u r lo o k lik e ? • Yo u r t e a m a u d ie n c e s ? • T h e b u s in e s s H o w w ill • M od c ha t • In d iv id u a ls yo u k n o w • e m a il • C us to me rs w h e n yo u • a ll h a n d s g e t the re ? • webc as t • o n e -o n -o n e mtg H o w o fte n B u s in e s s S t r a t e g y w ill y o u W h a t is t h e p u r p o s e o r c o m m u n ic a t e ? t o p ic t o b e c o v e r e d ? • w e e k ly S p e c if ic C o m m u n ic a t io n o r E v e n t • m o n t h ly Wha t a re the k e y me s s a g e s • q u a r t e r ly t h a t y o u w a n t t o d r iv e t o y o u r a u d ie n c e s ? Manager’s Communication Toolkit 54
  • 55. Sample Initiative CommunicationsPlan Who : Im p r o v e O p e n a n d H o n e s t C o m m u n ic a t io n Wha t: H o w /W h e r e : Whe n: M e a s ure m e nt: Stakeholder/Audience Purpose/Topics/ Activity/Vehicles Frequency How will you know if Messages you were successful? Direct reports • Mgrs are the link in open -E-mail from biz -1x GE Opinion Survey and honest comm leader -1x between the biz and -Training employees -Performance reviews -Ongoing • Improving mgr comm will -E-mail from biz -1x GE Opinion Survey leader increase employee -1x satisfaction, productivity, -Training Managers and drive business goals -Manager’s Minute -Monthly • Comm is a core -Mgr comm website -Ongoing leadership competency -Performance reviews -Ongoing • Business will use comm metrics in leadership, mgr -E-mail from biz -1x GE Opinion Survey performance evaluations leader HRMs -1x • HRMs: You also will help -Train-the-trainer support initiative across -Performance reviews -Ongoing organization Business is committed -E-mail from biz -1x GE Opinion Survey to improving open and leader All employees honest communication -All-employee -Bi-monthly Focus groups Will use comm metrics broadcasts -1x Informal feedback in leadership, mgr -Focus groups -Quarterly Retention of hi-potentials performance evaluations -Progress updates Manager’s Communication Toolkit 55
  • 56. Sample Communications Calendar S e p te mb e r Mo nd Tu e s d a 2005 We d ne s Thu r s d a F r id a y ay y day y • 9-9:30 am- 5 • 2-2:30 pm direct • 12-1 pm skip walk floor level luncheon report 1 on 1: b. jones • 8-9 am direct 12 • 2-2:30 pm- • 2-2:30 pm direct • 2-2:30 pm-walk report staff mtg walk floor report 1 on 1: r. smith floor • 1-1:30 pm- 1 • 2-2:30 pm direct • 12-1 pm skip walk floor report 1 on 1: level luncheon 9 c. janus • 8-9 am direct • 8-9:30 am-monthly • 4-4:30 pm-walk • E-mail monthly report staff mtg 2 all hands mtg floor progress report 6 • 2-2:30 pm direct report 1 on 1: a. cowel Manager’s Communication Toolkit 56
  • 57. Manager’s Communication Toolkit 57
  • 58. Manager’s Communications ToolkitT h e T o o lk it is d e s ig n e d t oh e lpG E ma na g e rs :• Understand why and how strategic communication plays a key role in their effectiveness• Learn about the communications model and how to apply it with their work team or department• Develop measurable communication action plans that address both business and employee needs• Get started with practical tips and tools that can be put to immediate use Manager’s Communication Toolkit 58
  • 59. Manager’s GEOS Toolkit Manager’s Communication Toolkit 59
  • 60. Create Your Own Plan
  • 61. What’s Next ?
  • 62. What Should You Do Next?• Post the GE Organizational Communication Model (Pie Chart) in your office• Keep copies of the Communications Planning Worksheet handy• Have your employees assess their communication needs and consider that feedback during your planning• Develop a folder or binder where you can keep — and refer to — your communication tools, plan your communications and track your progress• Develop and launch your plan! Manager’s Communication Toolkit 62
  • 63. Remember…Results require your planning, action and commitment.• YOU are a c c o u n t a b l e for effective employee communication• U n d e r s t a n d the importance of communication and t a k e a p p r o p r ia t e a c t io n !• Approach communication t h e s a m e a s o the r b u s in e s s d e liv e r a b le s : • Assess – Plan – Execute – Measure Manager’s Communication Toolkit 63