Cut Costs, Boost Performance<br />Help Managers Free Your Organization's Good Ideas<br />IABC 2010 World Conference   June...
Dulye & Co. Overview<br />12-year reputation as leading change-management consultancy<br /><ul><li>Internationally recogni...
3 Quills/3 years </li></ul>Specializing in Spectator-Free Workplace™ solutions:<br /><ul><li>Leadership development
Employee engagement
2-Way workplace communications
Effectiveness measurement</li></ul>2010<br />2009<br />2008<br />
Client-Tested Techniques<br />
Also Tested with New and Future Hires<br />
This Session Will Give You…<br /><ul><li>Research to build the business case for a Manager Engagement program
   Practical tools and tested techniques to build a strategy and execute a program that helps managers communicate more ef...
   Practices for holding managers accountable
  Opportunities to give feedback</li></ul>Portable tools to build a successful Manager-as-Communicator Program.<br />
Resources at Your Fingertips<br />Special IABC Conference Toolkit at: dulye.com/IABC<br />
Why Help Managers?<br />Your company’s performance!<br />
A Strategy Galvanizes. But It Needs to Be Executed.<br />Operational<br />Requirements<br />Organizational<br />Requiremen...
Execution Depends on People<br />Poor<br />Average/Good<br />Great<br />Performance comes from an informed and involved <b...
Inflate: Managers Who Communicate, Motivate<br />Survey of 212,000 <br />US government<br />employees<br />Spectator manag...
Deflate: Managers Who Don’t Communicate<br />“When messages got tough, many leaders became invisible”<br />
Step 1 to Moving Forward: You Must Believe That…<br /><ul><li>It’s OK to let go. Coach not control.
Don’t fear (your internal customer’s) self-sufficiency and competency. It’s a career enhancer, not ender, for YOU.
1+1=3. You get a huge staff!
Partnerships matter.</li></li></ul><li>Spectator-Free™ Drivers  <br />
Elements of a Spectator-Free™ Strategy<br />
Advance Feedback<br />“I’d like to know what you think is the biggest challenge facing managers today?”<br />
Grounding <br />Rods<br />- Clear view<br />-Specs and standards<br />
Advance Feedback<br />“We don’t have any standard process. We just assume that managers will do want we wish.”<br />
A Game Plan with a Clear View<br />Whatis effective communication?<br />Whyis it valuable?<br />Whodoes it?<br />When/Wher...
What is Effective Communications?<br />2-Way Dialogue<br />1-Way Delivery<br />O<br />U<br />T<br />G<br />O<br />I<br />N...
Who Owns it?<br />It takes a team! This really is ultimate engagement.<br />
How Does it Happen?<br />Provide a road map with defined roles, responsibilities, standards<br />…build a system.<br />
Manager as Communicator: Responsibilities<br /><ul><li>Reinforce key messages / themes
Provide context for change / decisions
Facilitate open dialogue within and between work groups
Listen to / learn from the voices and views of the workforce
Respond to / act on direct feedback
Model the message: words + actions</li></ul> Put specificity into position descriptions that give managers a REAL communic...
Establish Standards on What to Do <br />Set minimum standards with measurable performance<br />requirements<br />for every...
And How To Do It: Staff Meeting Example<br />Minimize variation, maximize consistency & effectiveness.<br />
Connectors<br />Channels<br />Messages<br />Feedback<br />Follow-up<br />
People-Driven Processes Over Products<br />Channel Research: Most preferred source for information (about xdepartment/comp...
Elevate Manager-Driven Channels<br />SECONDARY<br />(Dept. Driven)<br /><ul><li>Newsletter
Web
 Portals
Executive Memo
 Video
 Podcast
 Poster</li></ul>Fully leverage the importance and value of manager-led channels. <br />
Remix High Touch and High Tech<br />Ease electronic overload! Less send, more speak and see.  <br />
Nail the Message: Content Planning Tool<br />Avoid rambling, data dumps. Plan,  	   package, prioritize information.<br />...
Create a Connection: Context Building Tool <br />Information <br />to Communicate<br />What business goal does this suppor...
Soak Up Feedback<br />Make time, take time—to listen, learn and share information.<br />
Got Feedback?  <br />Dulye & Co. Research: Rate the effectiveness of… <br />
Adjust Feedback Systems<br />How to audit:<br /><ul><li> Assess % of time for incoming vs. outgoing in current practices
Evaluate balance
Adjust for greater feedback</li></ul>Form an employee action team to support this audit. <br />
Activate Questions and Questioning<br />Open-Ended Questions:<br /><ul><li>Yield more than “yes” or “no”
Invite unfiltered feedback that stimulate discussion
“What was the highlight of your IABC conference experience?</li></ul>Closed-Ended Questions<br /><ul><li>Yield succinct, s...
Can help wrap up discussion or quickly calibrate
“After last night’s Quill Dinner, I’m inspired to try fire dancing, aren’t you?</li></li></ul><li>Timely Follow-Up: “I’m S...
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Linda Dulye IABC 2010 Global Conference Presentation

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Linda Dulye's presentation at the IABC Global Conference in Toronto. For more information, visit dulye.com

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  • LINDAThanks Roger Let me briefly acquaint you with Dulye &amp; Co. and our focus. We are a team of seasoned professionals who are organizational change experts—all with extensive background in Fortune 500 and large organizations. key differentiator of the firm is that our strategic consultants have worked for several different companies in a program or functional leadership role before coming aboard Dulye &amp; Co. They’ve been in our customers’ shoes.We harness our collective expertise to design and implement Spectator Free Workplace solutions—these are practices that engage an entire workforce, not just select groups, in achieving business goals. We design our Spectator-Free Workplace solutions to address 4 key areas:-training and development program for leaders at all levels-2-way, workforce communications programs -Employee engagement practices-Non-intrusive, measurement tools and practices that deliver a steady stream of data to guide strategies, decisions and action plans.Aspects of these Core 4 elements are featured in today’s webinar—including practices that earned 3 Quill Awards from the International Association of Business Communicators: a 2008 gold quill for our work with Rolls Royce, a 2009 silver quill for our work with ThermoFisher Scientific, and a 2010 Gold Quill, also for our work with ThermoFisher Scientific.
  • LINDAAs I mentioned, Rolls Royce and ThermoFisher Scientific are among the diverse client group that Dulye &amp; Co. has partnered with over the past 12 years. You can see by the logos on this chart, we work with large organizations across a spectrum of industries including high tech, manufacturing, retail, aerospace, aviation, health care, insurance, government and other industries. Our programs have been developed and implemented at the corporate level and for specific divisions and locations. All are designed with a common dynamic: metrics and measurement to track effectiveness and results. We strongly believe in the power of data.
  • Armed with assessment data, you can now redesign channels and practices, moving from 1-way cascades to 2-way cycles that generate messages and feedback. Dulye &amp; Co.’s 4R model can help with the redesign. Each of the 4s in the model corresponds with a dynamic of communications that is essential for interactivity and effectiveness.Each dynamic should be part of your redesigned channel or practice.The first 2 Rs—Relay and Relate—focus on the outgoing messaging of a 2-way communications practice.RELAY deals with the channel chosen for communicating. Town Halls. Staff Meetings. Emails. Podcasts. They need to be interactive forums.-RELATE deals with outgoing messaging—and how it is simplified, customized and packaged to foster straight talk The second pair of Rs—Receive and Respond—address factors to elicit feedback—or incoming feedback and messages, that in turn create a cycle of information exchange—better known as a conversation.RECEIVE– focuses on tactics to encourage and receive feedback through direct connectionsRESPOND– deals with the follow-up response to feedback in real-time fashion.Let me show you a 4R application.
  • Linda Dulye IABC 2010 Global Conference Presentation

    1. 1. Cut Costs, Boost Performance<br />Help Managers Free Your Organization's Good Ideas<br />IABC 2010 World Conference June 8, 2010<br />
    2. 2. Dulye & Co. Overview<br />12-year reputation as leading change-management consultancy<br /><ul><li>Internationally recognized, award-winning engagement and communication programs
    3. 3. 3 Quills/3 years </li></ul>Specializing in Spectator-Free Workplace™ solutions:<br /><ul><li>Leadership development
    4. 4. Employee engagement
    5. 5. 2-Way workplace communications
    6. 6. Effectiveness measurement</li></ul>2010<br />2009<br />2008<br />
    7. 7. Client-Tested Techniques<br />
    8. 8. Also Tested with New and Future Hires<br />
    9. 9. This Session Will Give You…<br /><ul><li>Research to build the business case for a Manager Engagement program
    10. 10. Practical tools and tested techniques to build a strategy and execute a program that helps managers communicate more effectively
    11. 11. Practices for holding managers accountable
    12. 12. Opportunities to give feedback</li></ul>Portable tools to build a successful Manager-as-Communicator Program.<br />
    13. 13. Resources at Your Fingertips<br />Special IABC Conference Toolkit at: dulye.com/IABC<br />
    14. 14. Why Help Managers?<br />Your company’s performance!<br />
    15. 15. A Strategy Galvanizes. But It Needs to Be Executed.<br />Operational<br />Requirements<br />Organizational<br />Requirements<br />
    16. 16. Execution Depends on People<br />Poor<br />Average/Good<br />Great<br />Performance comes from an informed and involved <br />workforce. Managers inspire or deflate.<br />Employee population<br />Employee productivity (organizational performance)<br />The biggest influencer on<br />performance is a manager.<br />
    17. 17. Inflate: Managers Who Communicate, Motivate<br />Survey of 212,000 <br />US government<br />employees<br />Spectator managers negatively impact morale and productivity.<br />
    18. 18. Deflate: Managers Who Don’t Communicate<br />“When messages got tough, many leaders became invisible”<br />
    19. 19. Step 1 to Moving Forward: You Must Believe That…<br /><ul><li>It’s OK to let go. Coach not control.
    20. 20. Don’t fear (your internal customer’s) self-sufficiency and competency. It’s a career enhancer, not ender, for YOU.
    21. 21. 1+1=3. You get a huge staff!
    22. 22. Partnerships matter.</li></li></ul><li>Spectator-Free™ Drivers <br />
    23. 23. Elements of a Spectator-Free™ Strategy<br />
    24. 24. Advance Feedback<br />“I’d like to know what you think is the biggest challenge facing managers today?”<br />
    25. 25. Grounding <br />Rods<br />- Clear view<br />-Specs and standards<br />
    26. 26. Advance Feedback<br />“We don’t have any standard process. We just assume that managers will do want we wish.”<br />
    27. 27. A Game Plan with a Clear View<br />Whatis effective communication?<br />Whyis it valuable?<br />Whodoes it?<br />When/Where is it done?<br />Howis it done?<br />
    28. 28. What is Effective Communications?<br />2-Way Dialogue<br />1-Way Delivery<br />O<br />U<br />T<br />G<br />O<br />I<br />N<br />G<br />OUTGOING Message<br />INCOMING Feedback<br />
    29. 29. Who Owns it?<br />It takes a team! This really is ultimate engagement.<br />
    30. 30. How Does it Happen?<br />Provide a road map with defined roles, responsibilities, standards<br />…build a system.<br />
    31. 31. Manager as Communicator: Responsibilities<br /><ul><li>Reinforce key messages / themes
    32. 32. Provide context for change / decisions
    33. 33. Facilitate open dialogue within and between work groups
    34. 34. Listen to / learn from the voices and views of the workforce
    35. 35. Respond to / act on direct feedback
    36. 36. Model the message: words + actions</li></ul> Put specificity into position descriptions that give managers a REAL communication job.<br />
    37. 37. Establish Standards on What to Do <br />Set minimum standards with measurable performance<br />requirements<br />for every level<br />
    38. 38. And How To Do It: Staff Meeting Example<br />Minimize variation, maximize consistency & effectiveness.<br />
    39. 39. Connectors<br />Channels<br />Messages<br />Feedback<br />Follow-up<br />
    40. 40. People-Driven Processes Over Products<br />Channel Research: Most preferred source for information (about xdepartment/company) Dulye& Co. Research (>5,000 employees of client firms) <br />Performance Rating<br />Poor<br />Average<br />High<br />
    41. 41. Elevate Manager-Driven Channels<br />SECONDARY<br />(Dept. Driven)<br /><ul><li>Newsletter
    42. 42. Web
    43. 43. Portals
    44. 44. Executive Memo
    45. 45. Video
    46. 46. Podcast
    47. 47. Poster</li></ul>Fully leverage the importance and value of manager-led channels. <br />
    48. 48. Remix High Touch and High Tech<br />Ease electronic overload! Less send, more speak and see. <br />
    49. 49. Nail the Message: Content Planning Tool<br />Avoid rambling, data dumps. Plan, package, prioritize information.<br />Use this practice at exec. staff meetings. (Start when you return from Toronto!)<br />What 3 things do you want people to remember? Understand?<br />
    50. 50. Create a Connection: Context Building Tool <br />Information <br />to Communicate<br />What business goal does this support?<br />Why is this important to the company?<br />Why is this important to our team/<br />dept.?<br />Why is this important to our customers?<br />Localize and personalize by explaining why. Connect people to the business, watch employee knowledge and engagement grow.<br />
    51. 51. Soak Up Feedback<br />Make time, take time—to listen, learn and share information.<br />
    52. 52. Got Feedback? <br />Dulye & Co. Research: Rate the effectiveness of… <br />
    53. 53. Adjust Feedback Systems<br />How to audit:<br /><ul><li> Assess % of time for incoming vs. outgoing in current practices
    54. 54. Evaluate balance
    55. 55. Adjust for greater feedback</li></ul>Form an employee action team to support this audit. <br />
    56. 56. Activate Questions and Questioning<br />Open-Ended Questions:<br /><ul><li>Yield more than “yes” or “no”
    57. 57. Invite unfiltered feedback that stimulate discussion
    58. 58. “What was the highlight of your IABC conference experience?</li></ul>Closed-Ended Questions<br /><ul><li>Yield succinct, specific answers
    59. 59. Can help wrap up discussion or quickly calibrate
    60. 60. “After last night’s Quill Dinner, I’m inspired to try fire dancing, aren’t you?</li></li></ul><li>Timely Follow-Up: “I’m Still Waiting…”<br />Is there a commitment to follow-up to questions? Ideas? <br />
    61. 61. Don’t Put People on Hold<br /><ul><li>Evaluate speed and quality of response to:
    62. 62. Questions / Comments
    63. 63. Ideas
    64. 64. Negative feedback / discussing mistakes
    65. 65. Requests for help</li></ul>Actions (do) vs. Words (say)<br />Is there a conflicting message?<br />Only 1 in 10 employees strongly agree that leaders show consistency between words and actions. —2010 Maritz Research poll<br />
    66. 66. Adopt Project Management Techniques<br />Work responsiveness!<br />Inject note taking, time management and action planning into communication practices<br />
    67. 67. Add Recognition to Response Practices<br />Low-tech, low-cost communication practices are powerful recognition tools—<br />and help open 2-way channels! <br />4/12/10 issue<br />Make it real. Cite a specific action that made a difference. <br />
    68. 68. Reinforcement Systems<br />-Coaching<br />-Calibration<br />
    69. 69. Ready to Communicate?<br />Dulye & Co. Manager-as-Communicator Research of Fortune 500 executives, managers, supervisors. <br />
    70. 70. 5 Things to Do to Help Managers Succeed<br />Strike up partnerships (HR, Corp Comm., Quality/CI, Marketing, Action Teams)<br />Identify development needs<br />Source solutions (in house / import)<br />Introduce and integrate tools / training <br />Evaluate effectiveness and use results<br />Influence the content and delivery of management development and performance measurement programs. <br />
    71. 71. Learning & Measuring: Practices that Work<br />Continuous Learning: Manager Coaching and Development<br />Continuous Improvement: Calibration and Checks<br />Best Practice: Integrate development and measurement in existing forums, channels and practices. <br />
    72. 72. Coaching: The Boyle Factor<br />
    73. 73. Coaching: “Boyle” 3V Training<br />Impression Impact<br />VISUALAppearance50% <br /> (Facial expressions, Eye contact, Body language, Clothing)<br />VOCAL Voice and tone40%<br /> (Inflection, Pace, Tone, Audibility)<br />VERBAL Message10% <br />(Words/message)<br />IABC research<br />Seeing influences believing!<br />
    74. 74. Coaching: Beyond Classrooms, Just-in-Time Learning<br />Fuse learning & multi-media: podcasts and in-meeting tutorials in high-need topics:<br /><ul><li>3Vs
    75. 75. Communicate change / tough news
    76. 76. Active listening
    77. 77. How to discuss mistakes and losses
    78. 78. How to make small talk
    79. 79. Communicate with remote employees
    80. 80. Read body language--yours and others
    81. 81. Give and receive constructive feedback
    82. 82. Lead an effective Town Hall</li></ul>Don’t presume title = communication competency. <br />
    83. 83. Discussion Starters<br />Coaching: Just-in-Time Learning<br />Provide message guides<br />Tie to periodic business performance debriefs<br /> “Communication guides help our management team speak with a level of confidence about difficult topics.”<br />—VP, Lockheed Martin<br />Dulye & Co. Client<br />Highly effective for communicating change, initiatives, strategy.<br />
    84. 84. Coaching: All-Access Walkarounds<br />Test Cell<br />17<br />2<br />7<br />4<br />10<br />6<br />8<br />12<br />1<br />11<br />3<br />9<br />5<br />13<br />14<br />15<br />16<br />Ramp up presence, not presentations<br />Mobilize leaders beyond their functional areas<br />Tool: Facility map with department coordinates<br />Don’t leave them standing! Help managers know where to go and what to do when they arrive.<br />
    85. 85. Calibration<br />
    86. 86. Calibration: Pulse Quad Check<br />Use the Quad Check Tool to get 360-feedback on specific communication practices.<br />
    87. 87. Calibration: Informal Polling<br />Arm & Ask Checklist<br /><ul><li>What’s 1 thing that made you mad today?
    88. 88. What ‘s 1 thing that got you excited today?
    89. 89. What takes too much time to do?
    90. 90. What costs too much?
    91. 91. What gets wasted?
    92. 92. What’s working well?
    93. 93. What is too complicated?
    94. 94. What is just plain stupid?
    95. 95. What can we do better?</li></ul>These questions unlock ideas and inspire innovation.Mobilize managers with 1 per week—ask and share feedback.<br />
    96. 96. Calibration: Feedback Form<br />Integrate formal pulsing at department meetings <br />Question Mix: <br /><ul><li>5-7 multiple choice
    97. 97. 1-2 open-ended
    98. 98. 1-2 demographic</li></ul>Align questions with<br />manager-as-communicator<br />responsibilities<br />Non-intrusive, just-in-time assessment gets high returns—and eliminates data droughts. Supplements baseline surveys.<br />
    99. 99. Calibration Tips<br />Go beyond functional departments.Address the performance managers and employees.<br />Go beyond evaluating activities. Design metrics and questions that assess the impact of communication and engagement processes, practices, tools on workforce performance.<br />Leverage demographic comparisons. Use simple visuals to track trends.<br />Measure from an operational perspective, not functional perspective. <br />
    100. 100. Make Data Debriefs Simple, Direct<br />Data reports are powerful communication and improvement tools.<br />Make them clear, visual, and instantly portable for coaching managers.<br />
    101. 101. Honest Calibration: Share and Use Data, Quickly<br />Don’t sugarcoat or shortchange results. <br /><ul><li>Share good and poor performance data
    102. 102. Help leaders see reality—as it is. Not as they would like it to be. Or, think it is.
    103. 103. Use data to:
    104. 104. hold people accountable
    105. 105. sustain practices
    106. 106. keep tools relevant</li></li></ul><li>Summary: Managers Trump E-Sources<br />What is the best way to receive further information about the new strategy?<br />What is the best way to provide feedback about the new strategy?<br />
    107. 107. Summary: Manager Conversion Kit<br />Coach not control.<br />Manager self-sufficiency and competency are a good thing. <br />
    108. 108. Resources at Your Fingertips<br />Special IABC Conference Toolkit at: dulye.com/IABC<br />
    109. 109. Resources at Your Figertips<br />White paper with tips and techniques for going viral in organizations where email and instant messaging, are used more than social media<br />behind the firewall<br />
    110. 110. Resources At Your Fingertips<br />Spectator-Free Workplace ™<br />Coaching resources: training, podcasts, e-mail newsletter, iPhone app.<br />Go to Dulye.com/blog to subscribe<br />
    111. 111. Thank You<br />Linda Dulye<br />Dulye & Co.<br />ldulye@dulye.com845-987-7744<br />

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