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Final linda dulye the value of 2 way communications 111009
1. Communicating for Results and Relationships: IABC 2011 Heritage Region Conference Oct. 9, 2011 Linda Dulye, president/founder, Dulye & Co. The Value of 2-Way and Face-to-Face
5. Believe It or Not! Not every message is text material.
6. Believe It or Not! Real conversations add value. And get results!
7. 2-Way Value Strong tie to bottom line! For every 1% percent gain in an executive’s time spent with at least one (company) insider, productivity advanced 2.14%. --- 2011 Harvard Business School research
8. Yet. Reality Shows Invisible Top. Dulye & Co. Workplace Survey: What information source do you most rely on? Gap indicates leaders are invisible!
9. Benefits of 2-Way: Feedback Promote closed-loop information exchanges vs. 1-way information dumps Emphasize listening and learning Create capability and culture for direct feedback and dialogue
10. Benefits of Face-to-Face: 3V Engagement Impact Factor VISUAL: appearance50% (Facial expressions, Eye contact, Body language, Clothing) VOCAL: voice and tone40% (Tone, Inflection, Pace, Audibility) VERBAL: message10% (Actual words) Source: International Association of Business Communicators
11. 2-Way/F2F in Action: Case Study Less than 50% of employees feel leadership communicates effectively with them.
13. Elements of Winning Workplace: Interactivity/Engagement Searching for a New Direction Redesign current communication channels (50% outgoing / 50% incoming) Add new channels to increase cross-department/cross-level/upward communications Establish shared responsibility for communications Track performance Hold people accountable Maximize conversations, minimize presentations.
19. New Measurement Tool: Engagement Scorecard Red= Incomplete Yellow = Late complete Green= Complete
20. New Measurement Tool: Engagement Scorecard $1.5 Million 40 ideas Walkaround program replaced formal, bureaucratic, static suggestion program.
21. Results in Action: Case Study Year 1 Results: More than 70% of employees feel leadership communicates effectively with them. (Up from 48%) Dramatic turnaround in leader engagement and its impact.
22. Results in Action: Case Study Bottom-line value of 2-way and face-to-face communications.
23. Thank You. Questions? The contents of the presentation are considered proprietary to Dulye & Co. Any reproduction or disclosure requires the consent of Dulye & Co. For more information, please contact Roger Gibboni, COO, at 845-987-7744, rgibboni@dulye.com.
Editor's Notes
LINDALet me briefly acquaint you with Dulye & Co. -- an award-winning change management and workplace communications consultancy. Since 1998, the firm has offered comprehensive capabilities to help change-challenged organizations reach their full potential and business objectives.Eric, Bev, Roger and I are members of a US-based team of organizational change experts—who collectively harness our expertise to design and implement Spectator Free Workplace solutions. These are communication and collaboration practices that engage an entire workforce, not just select management or functional groups, to support business strategies and success. That full engagement is what we mean by Spectator-Free.We specialize in four practice areas—our Core 4: They are:-leadership development, training and development program for leaders at all levels-employee engagement, with emphasis on cross-functioonal action teams-2-way, workforce communications programs that drive a steady stream of feedback-Non-intrusive, measurement tools and practices that deliver hard data to guide strategies, decisions and action plans. We’ll be highlighting of measurement approaches in this roundtable.The platform of experience that we’re about to share has been garnered through work with many outstanding companies and organizations. The logos of our client-partners appear on the right side of this chart. As you can see, our experience straddles numerous industries.So let’s move forward with our roundtable session, I’d like Eric to get us on the same plane with a working definition of a communications audit.
Linda: This chart vividly captures what happens when fear and uncertainty swirls—and not just in the employee ranks. It consumes managers and leaders as well. A typical scenario encompassing change communications is big fanfare and “roll-out” of the division restructuring, new business strategy or celebrated SAP installation—by a CEO, president or other executive—and duck and cover follows. By that I means silence and invisibility by those same top folks who started the talk about doing more with less.That happened in the organization whose data you see here. Major restructuring announcements carried the face and voice of the company president. The changes were negatively perceived by the workforce—and associated with loss and pain, due to job reductions. One month after the announcement, in a measurement conducted by Dulye & Co., we asked employees to identify the top 3 information resources they were relying on. While front-line supervisors factored in the top selections, look where senior leaders and executives factored. They didn’t. In fact, the outside media was identified as a more reliable source than internal leaders. Why? During the tough times in this company, top leaders stayed in their offices, keep meetings to executive floors, and spoke through scripted messages. They disappeared after making demands on the workforce to support hefty changes. As you know, the need to know more and have specific questions heard soars with a workforce with epic announcements. So…employees turned elsewhere to general company media and their direct managers. You can imagine the toll that took on leadership credibility. It plummeted.
LindaOne of our most benchmarked practices was a communications and engagement program that we developed for Rolls Royce. It’s been featured in business magazines and major conferences. It’s been benchmarked by our client’s number 1 client, the FAA. Using the model of Manager as Communicator, front-line action teams, a disciplined, 4R driven internal communication system, and continuous measurement, Rolls Royce achieved dramatic operational and organizational improvements. We’ve cited some of the heavy hitters here. What isn’t noted here is that the program, after year 1 of implementation, was managed exclusively by the Rolls Royce team. Employees and managers, multiple departments—all had a role in sustaining the Winning Workplace initiative. That is still true today. That really is how we measure success. Improved communications and collaboration yielded new workplace and workforce
LindaOne of our most benchmarked practices was a communications and engagement program that we developed for Rolls Royce. It’s been featured in business magazines and major conferences. It’s been benchmarked by our client’s number 1 client, the FAA. Using the model of Manager as Communicator, front-line action teams, a disciplined, 4R driven internal communication system, and continuous measurement, Rolls Royce achieved dramatic operational and organizational improvements. We’ve cited some of the heavy hitters here. What isn’t noted here is that the program, after year 1 of implementation, was managed exclusively by the Rolls Royce team. Employees and managers, multiple departments—all had a role in sustaining the Winning Workplace initiative. That is still true today. That really is how we measure success. Improved communications and collaboration yielded new workplace and workforce
LINDA
26 leaders —all responsible for 30 minute walks and talks per weekQuality checks conducted weekly by front-line employeesPerformance and completion charts publicized to entire workforceMetrics:ComplianceQuality On-Time
LindaOne of our most benchmarked practices was a communications and engagement program that we developed for Rolls Royce. It’s been featured in business magazines and major conferences. It’s been benchmarked by our client’s number 1 client, the FAA. Using the model of Manager as Communicator, front-line action teams, a disciplined, 4R driven internal communication system, and continuous measurement, Rolls Royce achieved dramatic operational and organizational improvements. We’ve cited some of the heavy hitters here. What isn’t noted here is that the program, after year 1 of implementation, was managed exclusively by the Rolls Royce team. Employees and managers, multiple departments—all had a role in sustaining the Winning Workplace initiative. That is still true today. That really is how we measure success. Improved communications and collaboration yielded new workplace and workforce
