Improving communication in your organization June 2011


Published on

Half day open interactive workshop in Toronto on communication.

Published in: Business, Technology
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Improving communication in your organization June 2011

  1. 1. Improving communication in your organization<br />by Toronto Training and HR <br />June 2011<br />
  2. 2. Contents<br /> 3-4 Introduction to Toronto Training and HR<br /> 5-6 Evolution of communication<br /> 7-9 Creating the right climate<br /> 10-11 Drill<br />12-14 Employee communication<br />15-17 Email policy <br /> 18-19 Mistakes made by managers<br />20-21 Communication styles<br /> 22-25 Pension communication<br />26-32 Gossip and the grapevine<br />33-37 Example-agency in the justice system<br /> 38-50 Effective communication<br /> 51-52 Case study <br />53-54 Conclusion and questions<br />Page 2<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden <br />10 years in banking<br />10 years in training and human resources<br />Freelance practitioner since 2006<br />The core services provided by Toronto Training and HR are:<br /><ul><li>Training course design
  5. 5. Training course delivery</li></ul>- Reducing costs<br /><ul><li>Saving time
  6. 6. Improving employee engagement & morale
  7. 7. Services for job seekers</li></li></ul><li>Page 5<br />Evolution of communication<br />
  8. 8. Page 6<br />Evolution of communication<br />1900: Scientific management<br />1930: Hawthorne studies<br />1940: Weber’s administrative management<br />1950: Maslow’s hierarchy of needs and McGregor’s Theories X and Y<br />1960: Systems thinking<br />1980: Human Relations theory<br />2000: The learning organization<br />
  9. 9. Page 7<br />Creating the right climate<br />
  10. 10. Page 8<br />Creating the right climate 1 of 2<br />HONESTY AND TRUST<br />Face to face communication<br />Freedom of speech<br />Personal feedback<br />Active listening<br />Non-verbal communication<br />
  11. 11. Page 9<br />Creating the right climate 2 of 2<br />OPEN CLIMATE<br />Employees are valued<br />There is a high level of trust<br />Conflict is invited and resolved positively<br />Creative dissent is welcomed<br />Employee input is solicited<br />Employees are well-informed through formal channels<br />Feedback is ongoing <br />
  12. 12. Page 10<br />Drill<br />
  13. 13. Page 11<br />Drill<br />
  14. 14. Page 12<br />Employee communication<br />
  15. 15. Page 13<br />Employee communication 1 of 2<br />Have a shared purpose<br />Convince your leaders<br />Engage your people<br />Consider your channels<br />Keep the personal touch<br />Work collaboratively<br />Measure your results<br />
  16. 16. Page 14<br />Employee communication 2 of 2<br />Employee communication is essential to create an engaged workforce that’s committed to working towards a shared goal<br />Ensure that leaders realize the importance of communication and take time to share their vision for the organization<br />Create communication that is two-way, not only top-down<br />Measure the success of your actions <br />
  17. 17. Page 15<br />Email policy<br />
  18. 18. Page 16<br />Email policy 1 of 2<br />Hand out printed copies of the policy, publish it on your intranet and ensure it is included in all staff handbooks.<br />Make sure the email policy is included in all new starter information packs.<br />Include the important elements of the policy in the employment contract so that there is a signature that the employee has read and understood them. <br />
  19. 19. Page 17<br />Email policy 2 of 2<br />These should cover the banning of defamatory, sexual and racist remarks in email and it should be clear that breach of the rules can lead to termination of employment.<br />Organize email training courses or webinars to explain the email risks to user and why the policy is so important.<br />Send an email reminder about the policy’s key points from time to time!<br />
  20. 20. Page 18<br />Mistakes made by managers<br />
  21. 21. Page 19<br />Mistakes made by managers<br />Making controversial announcements without doing the groundwork first<br />Lying<br />Ignoring the realities of power<br />Underestimating the intelligence of the audience<br />Confusing process with outcome<br />Using inappropriate forms of communication<br />Ignoring acts of omission<br />
  22. 22. Page 20<br />Communication styles<br />
  23. 23. Page 21<br />Communication styles<br />Expressives<br />Systematics<br />Sympathetics<br />Directs<br />
  24. 24. Page 22<br />Pensions communication<br />
  25. 25. Page 23<br />Pensions communication 1 of 3 <br />Manage risk by ensuring all legal obligations are fulfilled <br />Educate members on how to get the most out of their pension plans <br />Make it simple for each member to understand and track the growth of their pension <br />Demonstrate the value of the pension plan as part of the company’s total compensation <br />Keep the member engaged in planning for their retirement <br />Build understanding around any changes to their plan <br />
  26. 26. Page 24<br />Pensions communication 2 of 3 <br />GET TO KNOW THE AUDIENCE<br />How do they prefer to receive pension information? <br />What pension information is important to them? <br />What are the gaps in their understanding of the plan? <br />
  27. 27. Page 25<br />Pensions communication 3 of 3 <br />TACTICS<br />Comply with statutory requirements around member communications <br />Explain the consequences of any pension elections <br />Communicate highly relevant or material information likely to influence the conduct of a member <br />Include clear disclaimers may mitigate risk <br />Develop a policy that emphasizes proactive communication <br />Regularly review and update member communications <br />Use “plain language” to explain complex pension concepts <br />
  28. 28. Page 26<br />Gossip and the grapevine<br />
  29. 29. Page 27<br />Gossip and the grapevine 1 of 6 <br />BENEFITS FOR INDIVIDUALS<br />Expressing and communicating emotion<br />Gaining support and reassurance from others<br />Reducing uncertainty and anxiety<br />Problem solving and sense making<br />Inclusion and acceptance by others <br />
  30. 30. Page 28<br />Gossip and the grapevine 2 of 6 <br />BENEFITS FOR ORGANIZATIONS<br />Expression of care and concern about people or the organization<br />Sharing of information and knowledge<br />Development of inter and intra organizational networks<br />Establishment of work/team relationships<br />Dissemination of organizational culture and values  <br />
  31. 31. Page 29<br />Gossip and the grapevine 3 of 6 <br />CONCLUSIONS TO BE DRAWN<br />Accept that gossip and informal channels of communication exist in organizations<br />Acknowledge that these channels cannot be formally managed or controlled, but can have beneficial features<br />Recognize that informal communication is not a substitute for formal communication, neither is it totally separate or unrelated <br />
  32. 32. Page 30<br />Gossip and the grapevine 4 of 6 <br />CONCLUSIONS TO BE DRAWN<br />Reflect upon the information communicated as gossip and consider the possible ethical benefits and harms<br />Seek other sources of verification of ‘soft information’ – for example in formal data, statistics and reports<br />Consider what the emotions expressed through gossip might represent in terms of underlying organizational issues<br />
  33. 33. Page 31<br />Gossip and the grapevine 5 of 6 <br />BREAKING THE SILENCE<br />What behaviours are rewarded by the organization and what typical patterns of behaviour do you notice at meetings? <br />What stories and gossip are circulating in the ‘unmanaged spaces’? For example,  tales of the unexpected? Heroes, villains and fools? <br />What metaphors (see above) are used to describe the culture? For example, this place is like…?<br />
  34. 34. Page 32<br />Gossip and the grapevine 6 of 6 <br />BREAKING THE SILENCE<br />What/who would be included in the ‘unofficial onboardingprogram’?<br />What are the ‘organizational secrets’? The things that most people know, but which cannot be talked about openly? Why are these issues not confronted?<br />
  35. 35. Page 33<br />Example-agency in the justice system<br />
  36. 36. Page 34<br />Example-agency in the justice system 1 of 4<br />BARRIERS TO COMMUNICATION & CO-OPERATION<br />Blaming<br />Competing priorities<br />Confidentiality<br />Costs<br />Performance measures<br />Politics<br />Poor feedback<br />
  37. 37. Page 35<br />Example-agency in the justice system 2 of 4<br />BARRIERS TO COMMUNICATION & CO-OPERATION<br />Resistance<br />Right communication structure<br />Silo mentality<br />Stereotypes<br />Territorial imperatives<br />
  38. 38. Page 36<br />Example-agency in the justice system 3 of 4<br />STRATEGIES TO OVERCOME BARRIERS <br />Accountability<br />Appreciation<br />Common goals<br />Constructive feedback<br />Electronic exchange protocols<br />Institutionalized protocols<br />Interpersonal exchanges<br />Service-orientated architecture<br />Shared successes<br />Trust<br />
  39. 39. Page 37<br />Example-agency in the justice system 4 of 4<br />GUIDING PRINCIPLES<br />Accessibility<br />Compromise<br />Constructive approaches<br />Context<br />Flexibility<br />Privacy<br />Professionalism<br />Reciprocity<br />Sensitivity<br />System-centred policies<br />
  40. 40. Page 38<br />Effective communication<br />
  41. 41. Page 39<br />Effective communication 1 of 12 <br />Communicate using a conversational style<br />Ask open-ended questions then stop talking<br />Listen with your eyes, ears and heart<br />Provide regular frequent feedback, recognition and praise<br />Avoid bundling grievances<br />
  42. 42. Page 40<br />Effective communication 2 of 12 <br />AVOIDING BUSINESS COMMUNICATION STUMBLES<br />Keep the conversation real<br />Be accountable<br />Have heart<br />
  43. 43. Page 41<br />Effective communication 3 of 12 <br />BECOMING A BETTER COMMUNICATOR<br />Why supervisors fail to communicate<br />Misunderstanding the nature of communication<br />Misinterpreting the supervisor’s role in communication<br />Undervaluing the importance of communication<br />
  44. 44. Page 42<br />Effective communication 4 of 12 <br />BECOMING A BETTER COMMUNICATOR<br />Say what needs to be said as plainly as possible and as soon as you can possibly say it<br />Be prepared<br />Remember who you are talking to<br />Stick to the truth<br />Remember half-truths are also half-lies<br />Check for understanding<br />Don’t communicate when you are angry<br />
  45. 45. Page 43<br />Effective communication 5 of 12 <br />BECOMING A BETTER COMMUNICATOR<br />Be yourself<br />Use examples<br />Don’t be afraid to repeat yourself<br />Remember Goldilocks<br />Be consistent<br />Don’t take cheap shots<br />If you don’t know, say so<br />Remember, shorter is better <br />
  46. 46. Page 44<br />Effective communication 6 of 12 <br />BECOMING A BETTER COMMUNICATOR<br />Give reasons for actions, not just policy references<br />Know when to shut up<br />Write like you talk<br />Dare to be passionate<br />Listen to yourself <br />
  47. 47. Page 45<br />Effective communication 7 of 12 <br />PERSUADING EMPLOYEES<br />Let go of the assumption that employees are just like you<br />Analyze employee demographics<br />Conduct research to determine employee needs and preferences<br />Reduce the volume<br />Simplify the story<br />Create the right balance between global and local<br />
  48. 48. Page 46<br />Effective communication 8 of 12 <br />PERSUADING EMPLOYEES<br />Unchain senior leaders<br />Set managers up for success<br />Make communication a contact sport<br />Measure effectiveness<br />
  49. 49. Page 47<br />Effective communication 9 of 12 <br />PERSUADING EMPLOYEES<br />Why are they not listening?<br />Employees are a captive audience<br />Employees are just like senior managers<br />Employee expectations about communication haven’t changed<br />
  50. 50. Page 48<br />Effective communication 10 of 12 <br />BETTER PREACHING/SERMONS<br />Design a dynamic format rather than a static one<br />Keep your outline clear and simple<br />Oral design should be oriented to time rather than space<br />Emphasize main ideas by placement and reiteration<br />Use carefully worded transitions as you move through the presentation<br />
  51. 51. Page 49<br />Effective communication 11 of 12 <br />BETTER PREACHING/SERMONS<br />Plan carefully for a combination of inductive and deductive movement<br />Use language best suited to the ear, not the eye<br />Plan the introductory segments carefully<br />Plan the closing segments of the design carefully<br />Plan the whole design from the audience’s point of view <br />
  52. 52. Page 50<br />Effective communication 12 of 12 <br />FRAMING MESSAGES FOR MAXIMUM IMPACT<br />Circumvent obstacles<br />Correct organizational disconnects<br />Change the style, change the frame<br />
  53. 53. Page 51<br />Case study<br />
  54. 54. Page 52<br />Case study<br />
  55. 55. Page 53<br />Conclusion & Questions<br />
  56. 56. Page 54<br />Conclusion<br />Summary<br />Questions<br />