GE內(nèi)部核心培訓(xùn)資料 -《 溝通 》.ppt

1、,Managers Communication Toolkit,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 communica

2、tion Develop measurable communication action plans that address both business and employee needs,Purpose of WorkshopConnecting employees to the business vision,Service Profit Chain,Employee Satisfaction,Employee Loyalty,Employee Productivity,Customer Satisfaction/ Customer Loyalty,Revenue Growth,Pro

3、fitability,Our People,Our Customers,Our Business,Communication as a LinkNeed to better understandwhat our employees sayand what they do,Employees are the critical link between customers and our business,Black Belt, Master Black Belt Corporate Audit Staff Multi-Business Experience/Exposure Unique, St

4、retch Assignments Financial Acumen Global Experience/Cultural Breadth Functional Depth,Outstanding Communication Skills Ability to Attract/Keep/Develop Great Talent Passionate Approach Crisis Leadership Continuous Learner Seeks Feedback . And Acts on It,Leadership DevelopmentCapability and Contribut

5、ions Listening, Learning, Teaching,Several Career/Experience Enhancers,Several Leadership Enhancers,What is Communication?,Defining CommunicationLeaders must view communication as employees do,Communication:,What is Communication?Communication has two core processes:“Sending” and “Listening”,Communi

6、cation is a process that turns information into understanding,Sender,Receiver,Message,Feedback,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,GE,Business C

7、EO,Senior Leadership Team,Managers,Associates,M,M,M,M,A,A,A,A,A,A,A,We must take responsibility to ensure that our messages are delivered consistently and meaningfully,Communication As Is,High Say/High DoOpen, honest and direct communication,Managers RoleManagers have the key role in communication,M

8、ost of what employees want to know is how key messages and marketplace issues affect their jobs,Company messages,10%,Business-specific messages,20%,How key messages and market place issues affect my job,70%,Managers Role,Source of Information,Employees dont want MORE communication. . . they want und

9、erstanding of how key messages relate to their jobs,Job responsibilities,1,What is my job?,How amI doing?,Feedback, performance review, coaching,2,Howsmy unitdoing?,Measurements,regular updatesfrom manager,4,Where arewe headed?,Vision, mission, strategy,5,Commitment,6,How canI help?,Listening, recog

10、nition,3,Doesanyonecare?,Source: Roger DAprix,Marketplace-based,Basic knowledge needs as employees describe them:,GEs Communication ModelEmployee commitment is earned only after basic needs are met,Help team members understand their responsibilities and talk about expectations Set agreed upon priori

11、ties and deadlines Where possible, involve team members in planning, decision-making and implementing changes Link team members job responsibilities to business strategy and priorities,Managers RoleEmployee commitment is earned only after basic needs are met,What is my job?,Job Responsibilities,Sour

12、ce: Roger DAprix,How amI doing?,Managers RoleEmployee commitment is earned only after basic needs are met,Performance feedback,Provide feedback (positive and developmental) on performance Tell employees what they are doing right as well as wrong Discuss mutual actions for performance improvement Mak

13、e feedback a frequent and timely activity Learn how to listen effectively and how to coach people so they can improve their performance,Source: Roger DAprix,Source: Roger DAprix,Doesanyonecare?,Individual needs,Take time to listen and talk honestly with employees; value and respect them Walk the flo

14、or Hold staff meetings in which people have the opportunity to express their ideas and concerns Solicit feedback about your own leadership style Recognize and act on peoples ideas Practice common day-to-day courtesies and civilities,Managers RoleEmployee commitment is earned only after basic needs a

15、re met,Howsmy unitdoing?,Work unit objectives, results,Share general business information on a timely basis Discuss team goals and how they match overall business objectives Recognize team accomplishments Discuss the need for team performance improvement Find opportunities to assemble the team for d

16、ialogue and celebration,Source: Roger DAprix,Managers RoleEmployee commitment is earned only after basic needs are met,Where arewe headed?,Vision/Mission and Values,Gain a personal appreciation and knowledge of the business vision, mission and strategic direction Internalize the companys value syste

17、m and behave accordingly Show personal conviction and commitment to the vision, mission, strategy 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 care

18、s,Source: Roger DAprix,Managers RoleEmployee commitment is earned only after basic needs are met,How canI help?,Empowerment,Provide genuine opportunities for involvement Empower people to take the initiative and make decisions without second guessing them Support the risk takers even when they make

19、a mistake Recognize and reward true contribution Encourage and support cross-functional collaboration Promote mutual trust and commitment,Source: Roger DAprix,Managers RoleEmployee commitment is earned only after basic needs are met,How Are We Doing Today?,Measurements, regular updates from manager

20、XX% Say manager inspires high performance XX% Treated with respect XX% Say the way we work is driven by GE Values,Vision, mission, strategy XX% Say business is well run XX% Say business is well-positioned for growth XX% Say communication in business is open, honest,Commitment XX% Satisfied with GE X

21、X% Say work gives chance to show what they can do XX% Given the opportunity for challenging assignments,Source: Roger DAprix,Marketplace-based,Listening, recognition XX% Say good ideas adopted regardless of who/where XX% Say manager shows appreciation XX% Rewarded for going above and beyond,Feedback

22、, performance review, coaching XX% Receive ongoing feedback XX% Say working here offers chance to grow and develop XX% Say experience, skills gained at GE increase opportunities,Job responsibilities XX% Say their job responsibilities are clear to them,Why Are We Here? Voice of the Employee,How canI

23、help?,6,Where arewe headed?,5,How amI doing?,2,Howsmy unitdoing?,4,Doesanyonecare?,3,1,What is my job?,Delivering EffectiveCoaching & Feedback,What is Coaching?,Coaching is an interactive process of helping others reach their goals Coaching involves unlocking a persons potential to maximize his or h

24、er performance,What Coaching is and is not,Coaching is not: Directing Training Corrective action Reprimanding Mentoring Therapy,Coaching is: Focused Work related One to one A continuous process,The Coaching Process,Strategy,Advocate,Inquire,Reflective Listening,The Coaching/Communication Process,Inq

25、uire (Ask) about a coachees abilities and goals using open ended questions Reflect (Listen to) the content and feeling of what the coachee is saying Advocate (Tell/ share) perceptions and standards a coachee needs to meet,Feedback will form the basis for your discussions,Feedback,GAPS,SMART,Action P

26、lanning,Reflective Listening,Advocate,Inquire,SOI,Strategy,Feedback in Coaching,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

27、process,After completion of a project/initiative When behavior patterns emerge Periodic progress reviews/updates Informal luncheons/discussions Interim coaching EMS/annual performance review,When to give feedback,Delivering Feedback,Self-Feedback,Motivational Feedback,Developmental Feedback,Coach as

28、ks (Inquiry): What do you think went well? What might be improved?,Coach offers praise for positive actions. REMEMBER: Never use the word “but.”,Coach offers suggestions for future improvement.,Presenting Feedback,Crisis Communication,A difficult period of potential or actual harm to employees, or d

29、amage 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,What is a Crisis?,Crisis Communication GoalsLeadership agreement in every

30、 step,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 dont know and when you think youll know more. Then follow-up! Ensure your messages are consistent with business messages Create a re

31、gular forum for employees to ask/submit questions and for you to provide answers,Crisis Communication Goals,Creating A Communication Plan,Assess,Plan,Do,Check,Strategic Communications ProcessContinuous, Iterative Process for Communication,Task,Tool,- Assess employee needs- Focus groups - Informal di

32、scussions - Employee satisfaction survey - Employee Needs Assessment (Toolkit),Assess leaders attitudes- Leadership Assessment (Toolkit) Assess business needs- Business Needs Assessment (Toolkit),Strategic Communication ProcessStart by assessing where you areand where you need to go,Assess,Employee

33、Needs Assessment,Assess,Business Assessment,Assess,Leadership Assessment,Assess,Strategic Communication Process,Task,Tool,- Identity stakeholders- Communications Plan Worksheet (Toolkit) - Develop Key Messages- Key Message Worksheet (Toolkit) - Select communication vehicles- Employee satisfaction su

34、rvey,Plan,What: is happening and whats next Why: we are doing this (market conditions, competitors, business needs) Who: will be affected (business, department, individuals) Where: you can go for information & questions When: youll hear more,What does the business need employees to hear and what do

35、employees want to hear?,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 stakeholde

36、rs,Developing Key Messages,Plan,Communications Plan - Key Messages,Plan,Digitization,Digitization means This makes our processes easier, faster, cheaper by Our business is looking at digitization in the following areas,This will impact our team by This will impact your work by Id like you to,We need

37、 to consider Heres how well prioritize,Illby My expectations are Lets follow up,or,One-way Communication Print Voice-mail E-mail Intranet Bulletin board Video,Two-way Communication One-on-one meeting Team meeting Department meeting Informal discussions Web chat,How should you deliver the message?The

38、 more change required, the more consistent, two-way communication youll need,Plan,Types of Vehicles,Type Written,Samples E-mails Letters Newsletters Intranet Online Chat -Web chat -Sametime,Use for Broad dissemination Documentation Message reinforcement Immediate Broad dissemination Message reinforc

39、ement Q&A,Interaction One-way Can be one-way or two way,Verbal,One-on-one meetings -Formal -Informal Group meetings - Large or small - Skip level - Roundtable - Walk the floor Voicemail,Influence behavior/attitudes Check for understanding Recognition Feedback/coaching Influence behavior/attitudes Ch

40、eck for understanding Recognition Urgent requests/information Data “snippets” Action to-do,Two-way Two-way One-way,Plan,Strategic Communication ProcessIf you dont reach a shared understanding,you have not communicated,Task,Tool,- Deliver the message- Agenda - Meeting checklist - Check for understand

41、ing- Informal discussion- Request action plan/priority list- Solicit feedback,Do,Team Meeting Checklist,Message Checklist,Do,Strategic Communication Plan At a Glance,Do,Strategic Communication ProcessCheck the effectiveness of your communications and adjust your plan based on the feedback!,Task,Tool

42、,- Assess the effectiveness ofindividual communications Assess the effectiveness of your overall communications,- Plus/Delta Informal discussion Focus groups GE Opinion Survey Assessments Pulse surveys,Check,Tools,Communications Plan Worksheet,Who doyou need to communicate to? Your team The business

43、 Individuals Customers,Business StrategyWhat is the purpose ortopic to be covered? Specific Communication or EventWhat are the key messages that you want to drive toyour audiences?,Whatvehicleswill you use todistribute yourmessages to youraudiences? Mod chat email all hands webcast one-on-one mtg,Ho

44、w oftenwill youcommunicate? weekly monthly quarterly,What willsuccess look like? How willyou know when you get there?,-E-mail from biz leader Training Managers Minute Mgr comm website Performance reviews,When: Frequency,Managers,All employees,Direct reports,HRMs,Improve Open and Honest Communication

45、,Mgrs are the link in open and honest comm between the biz and employees Improving mgr comm will increase employee satisfaction, productivity, and drive business goals Comm is a core leadership competency Business will use comm metrics in leadership, mgr performance evaluations HRMs: You also will h

46、elp support initiative across organization,Business is committed to improving open and honest communication Will use comm metrics in leadership, mgr performance evaluations,-E-mail from biz leader Training Performance reviews,-E-mail from biz leader Train-the-trainer Performance reviews,-E-mail from

47、 biz leader All-employee broadcasts Focus groups Progress updates,-1x 1x Ongoing,-1x 1x Monthly Ongoing Ongoing,-1x 1x Ongoing,-1x Bi-monthly 1x Quarterly,GE Opinion Survey Focus groups Informal feedback Retention of hi-potentials,GE Opinion Survey,GE Opinion Survey,GE Opinion Survey,Who: Stakeholde

48、r/Audience,What: Purpose/Topics/ Messages,How/Where: Activity/Vehicles,Measurement: How will you know if you were successful?,Sample Initiative Communications Plan,Sample Communications Calendar,Thursday,Monday,Tuesday,Wednesday,Friday,5,12,19,26,September 2005,8-9 am direct report staff mtg,8-9 am d