GE内部核心培训资料ppt课件

1、Managers Communication ToolkitUnderstand how communication plays a key role in your effectiveness as a leader and in delivering business resultsLearn about the communications model and how to apply it within your work team or departmentCreate an environment that fosters open and honest communication

2、Develop measurable communication action plans that address both business and employee needsPurpose of WorkshopConnecting employees to the business visionService Profit ChainEmployee SatisfactionEmployee LoyaltyEmployee ProductivityCustomer Satisfaction/Customer LoyaltyRevenue GrowthProfitabilityOur

3、PeopleOur CustomersOur BusinessCommunication as a LinkNeed to better understandwhat our employees sayand what they doEmployees are the critical link between customers and our business Black Belt, Master Black Belt Corporate Audit Staff Multi-Business Experience/Exposure Unique, Stretch Assignments F

4、inancial 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 ItLeadership DevelopmentCapability and Contributions Listening, Lear

5、ning, TeachingSeveral Career/ExperienceEnhancersSeveral Leadership EnhancersWhat is Communication?Defining CommunicationLeaders must view communication as employees do Communication:Event or ProductManager ViewExamples:Inside GECEO web castA ProcessEmployee ViewExamples: Performance feedbackMarket i

6、nformationTeam updatesWhat is Communication?Communication has two core processes:“Sending and “ListeningCommunication is a process that turns information into understandingSender ReceiverMessageFeedbackChecking for UnderstandingHow to check/listen for understandingAsk direct open ended questionsRequ

7、est an action plan or list of prioritiesSolicit feedback on the initiative/project/requestGEBusinessCEOSenior Leadership TeamManagersAssociatesMMMMAAAAAAAWe must take responsibility to ensure that our messages are delivered consistently and meaningfullyCommunication As IsHigh Say/High DoOpen, honest

8、 and direct communicationManagers RoleManagers have the key role in communicationMost of what employees want to know is how key messages and marketplace issues affect their jobsCompany messages10%Business-specific messages20%How key messages and market place issues affect my job70%Managers RoleFacil

9、itatorof UnderstandingSource of InformationEmployees dont want MORE communication. . . they want understanding of how key messages relate to their jobsJob responsibilities1What is my job?How amI doing?Feedback, performance review, coaching2Howsmy unitdoing?Measurements,regular updatesfrom manager4Wh

10、ere arewe headed?Vision, mission, strategy5Commitment6How canI help?Listening, recognition3Doesanyonecare?Source: Roger DAprixMarketplace-basedBasic knowledge needs as employees describe them:GEs Communication ModelEmployee commitment is earned only after basic needs are metHelp team members underst

11、and their responsibilities and talk about expectationsSet agreed upon priorities and deadlinesWhere possible, involve team members in planning, decision-making and implementing changesLink team members job responsibilities to business strategy and prioritiesManagers RoleEmployee commitment is earned

12、 only after basic needs are metWhat is my job?Job ResponsibilitiesSource: Roger DAprixHow amI doing?Managers RoleEmployee commitment is earned only after basic needs are metPerformance feedbackProvide feedback (positive and developmental) on performanceTell employees what they are doing right as wel

13、l as wrongDiscuss mutual actions for performance improvementMake feedback a frequent and timely activityLearn how to listen effectively and how to coach people so they can improve their performanceSource: Roger DAprixSource: Roger DAprixDoesanyonecare?Individual needsTake time to listen and talk hon

14、estly with employees; value and respect themWalk the floorHold staff meetings in which people have the opportunity to express their ideas and concernsSolicit feedback about your own leadership styleRecognize and act on peoples ideasPractice common day-to-day courtesies and civilitiesManagers RoleEmp

15、loyee commitment is earned only after basic needs are metHowsmy unitdoing?Work unit objectives, resultsShare general business information on a timely basisDiscuss team goals and how they match overall business objectivesRecognize team accomplishmentsDiscuss the need for team performance improvementF

16、ind opportunities to assemble the team for dialogue and celebrationSource: Roger DAprixManagers RoleEmployee commitment is earned only after basic needs are metWhere arewe headed?Vision/Mission and ValuesGain a personal appreciation and knowledge of the business vision, mission and strategic directi

17、onInternalize the companys value system and behave accordinglyShow personal conviction and commitment to the vision, mission, strategyRelate work group experience to the vision, mission and values and help keep people focusedBe present to the workforce in ways that make them feel they are being led

18、by someone who understands and caresSource: Roger DAprixManagers RoleEmployee commitment is earned only after basic needs are metHow canI help?EmpowermentProvide genuine opportunities for involvementEmpower people to take the initiative and make decisions without second guessing themSupport the risk

19、 takers even when they make a mistakeRecognize and reward true contributionEncourage and support cross-functional collaborationPromote mutual trust and commitmentSource: Roger DAprixManagers RoleEmployee commitment is earned only after basic needs are metHow Are We Doing Today?Measurements, regular

20、updates from manager XX% Say manager inspires high performance XX% Treated with respect XX% Say the way we work is driven by GE ValuesVision, mission, strategyXX% Say business is well runXX% Say business is well-positioned for growthXX% Say communication in business is open, honestCommitmentXX% Sati

21、sfied with GEXX% Say work gives chance to show what they can doXX% Given the opportunity for challenging assignmentsSource: Roger DAprixMarketplace-basedListening, recognitionXX% Say good ideas adopted regardless of who/whereXX% Say manager shows appreciationXX% Rewarded for going above and beyondFe

22、edback, 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 opportunitiesJob responsibilities XX% Say their job responsibilities are clear to themWhy Are We Here? Voice of the EmployeeHow ca

23、nI help?6Where arewe headed?5How amI doing?2Howsmy unitdoing?4Doesanyonecare?31What is my job?Delivering EffectiveCoaching & FeedbackWhat is Coaching?Coaching is an interactive process of helping others reach their goalsCoaching involves unlocking a persons potential to maximize his or her performan

24、ceWhat Coaching is and is notCoaching is not: Directing Training Corrective action Reprimanding Mentoring TherapyCoaching is: Focused Work related One to one A continuous processThe Coaching ProcessStrategyAdvocateInquireReflectiveListeningThe Coaching/Communication ProcessInquire (Ask) about a coac

25、hees abilities and goals using open ended questionsReflect (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 discussionsFeedbackGAPSSMARTAction PlanningReflectiveListeningAd

26、vocateInquireSOIStrategyFeedback in CoachingWhat is FeedbackFeedback 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 youFeedback is a key step in moving through the coaching processAfter completion of a project/i

27、nitiativeWhen behavior patterns emergePeriodic progress reviews/updatesInformal luncheons/discussionsInterim coachingEMS/annual performance reviewWhen to give feedbackDelivering FeedbackSelf-FeedbackMotivational FeedbackDevelopmentalFeedbackCoach asks (Inquiry): What do you think went well? What mig

28、ht be improved?Coach offers praise for positive actions. REMEMBER: Never use the word “but.Coach offers suggestions for future improvement.Presenting FeedbackCrisis CommunicationA difficult period of potential or actual harm to employees, or damage to the companys brand or financial stability, trigg

29、ered by a sudden event or long-smoldering issueWhile terrorist acts fall into this definition, so too do widespread IT failures or natural disasters, among other thingsWhat is a Crisis?Crisis Communication GoalsLeadership agreement in every stepMake it clear that employees safety is the first concer

30、n, if applicableDescribe 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 messagesCreate a regular forum for employees to ask/submit questions and for you to

31、 provide answersCrisis Communication GoalsCreating A Communication PlanAssessPlanDoCheckStrategic Communications ProcessContinuous, Iterative Process for CommunicationTaskTool- Assess employee needs- Focus groups- Informal discussions- Employee satisfaction survey - Employee Needs Assessment (Toolki

32、t) 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 goAssessEmployee Needs AssessmentAssessBusiness AssessmentAssessLeadership AssessmentAssessStra

33、tegic Communication ProcessTaskTool- Identity stakeholders- Communications Plan Worksheet (Toolkit)- Develop Key Messages- Key Message Worksheet (Toolkit)- Select communication vehicles- Employee satisfaction survey PlanWhat: is happening and whats nextWhy: we are doing this (market conditions, comp

34、etitors, business needs)Who: will be affected (business, department, individuals)Where: you can go for information & questionsWhen: youll hear moreWhat does the business need employees to hear and what do employees want to hear?Key MessagesPlanKey messages are those three to four points you want you

35、r audience to rememberKey messages should drive or support business outcomesKey messages should be. simple supportable honest consistent repetitiveKey messages must be tailored/relevant to stakeholdersDeveloping Key MessagesPlanCommunications Plan - Key MessagesPlanDigitizationDigitization meansThis

36、 makes our processes easier, faster, cheaper byOur business is looking at digitization in the following areasThis will impact our team byThis will impact your work byId like you toWe need to considerHeres how well prioritizeIllbyMy expectations areLets follow uporOne-way CommunicationPrintVoicIntran

37、etBulletin boardVideoTwo-way CommunicationOne-on-one meetingTeam meetingDepartment meetingInformal discussionsWeb chatHow should you deliver the message?The more change required, the more consistent, two-way communication youll needPlanTypes of VehiclesTypeWrittenSamplessLettersNewslettersIntranetOn

38、line Chat-Web chat-SametimeUse forBroad disseminationDocumentationMessage reinforcementImmediateBroad disseminationMessage reinforcementQ&AInteractionOne-wayCan be one-way or two wayVerbalOne-on-one meetings-Formal-InformalGroup meetings- Large or small- Skip level- Roundtable- Walk the floorVoicema

39、ilInfluence behavior/attitudesCheck for understandingRecognitionFeedback/coachingInfluence behavior/attitudesCheck for understandingRecognitionUrgent requests/informationData “snippetsAction to-doTwo-wayTwo-wayOne-wayPlanStrategic Communication ProcessIf you dont reach a shared understanding,you hav

40、e not communicatedTaskTool- Deliver the message- Agenda- Meeting checklist- Check for understanding- Informal discussion- Request action plan/priority list- Solicit feedbackDoTeam Meeting ChecklistDoMessage ChecklistDoStrategic Communication Plan At a GlanceDoStrategic Communication ProcessCheck the

41、 effectiveness of your communications and adjust your plan based on the feedback!TaskTool- Assess the effectiveness ofindividual communicationsAssess the effectiveness of your overall communications- Plus/DeltaInformal discussionFocus groupsGE Opinion SurveyAssessmentsPulse surveysCheckToolsCommunic

42、ations Plan WorksheetWho doyou need to communicate to? Your team The business Individuals CustomersBusiness 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 yourmes

43、sages to youraudiences? Mod chat all hands webcast one-on-one mtgHow oftenwill youcommunicate? weekly monthly quarterly What willsuccess look like? How willyou know when you get there?- from biz leaderTrainingManagers MinuteMgr comm websitePerformance reviewsWhen: FrequencyManagersAll employeesDirec

44、t reportsHRMsImprove Open and Honest CommunicationMgrs are the link in open and honest comm between the biz and employeesImproving mgr comm will increase employee satisfaction, productivity, and drive business goalsComm is a core leadership competency Business will use comm metrics in leadership, mg

45、r performance evaluationsHRMs: You also will help support initiative across organizationBusiness is committed to improving open and honest communicationWill use comm metrics in leadership, mgr performance evaluations- from biz leaderTrainingPerformance reviews- from biz leaderTrain-the-trainerPerfor

46、mance reviews- from biz leaderAll-employee broadcastsFocus groupsProgress updates-1x1xOngoing-1x1xMonthlyOngoingOngoing-1x1xOngoing-1xBi-monthly1xQuarterlyGE Opinion SurveyFocus groupsInformal feedbackRetention of hi-potentialsGE Opinion SurveyGE Opinion SurveyGE Opinion SurveyWho: Stakeholder/AudienceWhat:Purpose/Topics/MessagesHow/Where: Activity/VehiclesMeasurement: How will you know if you were successful?Sample Initiative Communications PlanSample Communications CalendarThursdayMondayTuesdayWednesdayFriday5121926September 2005 8-9 am direct report staff mtg 8-9 am direct r