GE内部核心培训课件

1、Managers Communication Toolkit第1页，共63页。Understand 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 comm

2、unicationDevelop measurable communication action plans that address both business and employee needsPurpose of WorkshopConnecting employees to the business vision第2页，共63页。Service Profit ChainEmployee SatisfactionEmployee LoyaltyEmployee ProductivityCustomer Satisfaction/Customer LoyaltyRevenue Growt

3、hProfitability第3页，共63页。Our PeopleOur CustomersOur BusinessCommunication as a LinkNeed to better understandwhat our employees sayand what they doEmployees are the critical link between customers and our business第4页，共63页。 Black Belt, Master Black Belt Corporate Audit Staff Multi-Business Experience/Ex

4、posure Unique, Stretch 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 ItLeadership DevelopmentCapabili

5、ty and Contributions Listening, Learning, TeachingSeveral Career/ExperienceEnhancersSeveral Leadership Enhancers第5页，共63页。What is Communication?第6页，共63页。Defining CommunicationLeaders must view communication as employees do Communication:Event or ProductManager ViewExamples:E-mailInside GECEO web cast

6、A ProcessEmployee ViewExamples: Performance feedbackMarket informationTeam updates第7页，共63页。What is Communication?Communication has two core processes:“Sending” and “Listening”Communication is a process that turns information into understandingSender ReceiverMessageFeedback第8页，共63页。Checking for Under

7、standingHow to check/listen for understandingAsk direct open ended questionsRequest an action plan or list of prioritiesSolicit feedback on the initiative/project/request第9页，共63页。GEBusinessCEOSenior Leadership TeamManagersAssociatesMMMMAAAAAAAWe must take responsibility to ensure that our messages a

8、re delivered consistently and meaningfullyCommunication As Is第10页，共63页。High Say/High DoOpen, honest and direct communication第11页，共63页。Managers RoleManagers have the key role in communicationMost of what employees want to know is how key messages and marketplace issues affect their jobsCompany messag

9、es10%Business-specific messages20%How key messages and market place issues affect my job70%第12页，共63页。Managers RoleFacilitatorof UnderstandingSource of InformationEmployees dont want MORE communication. . . they want understanding of how key messages relate to their jobs第13页，共63页。Job responsibilities

10、1What is my job?How amI doing?Feedback, performance review, coaching2Howsmy unitdoing?Measurements,regular updatesfrom manager4Where arewe headed?Vision, mission, strategy5Commitment6How canI help?Listening, recognition3Doesanyonecare?Source: Roger DAprixMarketplace-basedBasic knowledge needs as emp

11、loyees describe them:GEs Communication ModelEmployee commitment is earned only after basic needs are met第14页，共63页。Help team members understand their responsibilities and talk about expectationsSet agreed upon priorities and deadlinesWhere possible, involve team members in planning, decision-making a

12、nd implementing changesLink team members job responsibilities to business strategy and prioritiesManagers RoleEmployee commitment is earned only after basic needs are metWhat is my job?Job ResponsibilitiesSource: Roger DAprix第15页，共63页。How amI doing?Managers RoleEmployee commitment is earned only aft

13、er basic needs are metPerformance feedbackProvide feedback (positive and developmental) on performanceTell employees what they are doing right as well as wrongDiscuss mutual actions for performance improvementMake feedback a frequent and timely activityLearn how to listen effectively and how to coac

14、h people so they can improve their performanceSource: Roger DAprix第16页，共63页。Source: Roger DAprixDoesanyonecare?Individual needsTake time to listen and talk honestly with employees; value and respect themWalk the floorHold staff meetings in which people have the opportunity to express their ideas and

15、 concernsSolicit feedback about your own leadership styleRecognize and act on peoples ideasPractice common day-to-day courtesies and civilitiesManagers RoleEmployee commitment is earned only after basic needs are met第17页，共63页。Howsmy unitdoing?Work unit objectives, resultsShare general business infor

16、mation on a timely basisDiscuss team goals and how they match overall business objectivesRecognize team accomplishmentsDiscuss the need for team performance improvementFind opportunities to assemble the team for dialogue and celebrationSource: Roger DAprixManagers RoleEmployee commitment is earned o

17、nly after basic needs are met第18页，共63页。Where arewe headed?Vision/Mission and ValuesGain a personal appreciation and knowledge of the business vision, mission and strategic directionInternalize the companys value system and behave accordinglyShow personal conviction and commitment to the vision, miss

18、ion, 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 by someone who understands and caresSource: Roger DAprixManagers RoleEmployee commitment is earned only after basic needs

19、 are met第19页，共63页。How canI help?EmpowermentProvide genuine opportunities for involvementEmpower people to take the initiative and make decisions without second guessing themSupport the risk takers even when they make a mistakeRecognize and reward true contributionEncourage and support cross-function

20、al collaborationPromote mutual trust and commitmentSource: Roger DAprixManagers RoleEmployee commitment is earned only after basic needs are met第20页，共63页。How Are We Doing Today?第21页，共63页。Measurements, regular updates from manager XX% Say manager inspires high performance XX% Treated with respect XX%

21、 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% Satisfied with GEXX% Say work gives chance to show what they can doXX% Given the opportunity fo

22、r challenging assignmentsSource: Roger DAprixMarketplace-basedListening, recognitionXX% Say good ideas adopted regardless of who/whereXX% Say manager shows appreciationXX% Rewarded for going above and beyondFeedback, performance review, coaching XX% Receive ongoing feedback XX% Say working here offe

23、rs 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 canI help?6Where arewe headed?5How amI doing?2Howsmy unitdoing?4Doesanyonecare?31What is my j

24、ob?第22页，共63页。Delivering EffectiveCoaching & Feedback第23页，共63页。What is Coaching?Coaching is an interactive process of helping others reach their goalsCoaching involves unlocking a persons potential to maximize his or her performance第24页，共63页。What Coaching is and is notCoaching is not: Directing Train

25、ing Corrective action Reprimanding Mentoring TherapyCoaching is: Focused Work related One to one A continuous process第25页，共63页。The Coaching ProcessStrategyAdvocateInquireReflectiveListening第26页，共63页。The Coaching/Communication ProcessInquire (Ask) about a coachees abilities and goals using open ended

26、 questionsReflect (Listen to) the content and feeling of what the coachee is saying Advocate (Tell/ share) perceptions and standards a coachee needs to meet 第27页，共63页。Feedback will form the basis for your discussionsFeedbackGAPSSMARTAction PlanningReflectiveListeningAdvocateInquireSOIStrategyFeedbac

27、k in Coaching第28页，共63页。What 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 process第29页，共63页。After completion of a project/initiativeWh

28、en behavior patterns emergePeriodic progress reviews/updatesInformal luncheons/discussionsInterim coachingEMS/annual performance reviewWhen to give feedbackDelivering Feedback第30页，共63页。Self-FeedbackMotivational FeedbackDevelopmentalFeedbackCoach asks (Inquiry): What do you think went well? What migh

29、t be improved?Coach offers praise for positive actions. REMEMBER: Never use the word “but.”Coach offers suggestions for future improvement.Presenting Feedback第31页，共63页。Crisis Communication第32页，共63页。A difficult period of potential or actual harm to employees, or damage to the companys brand or financ

30、ial stability, triggered 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?第33页，共63页。Crisis Communication GoalsLeadership agreement in every step第34页，共63页。Make it clear t

31、hat employees safety is the first concern, 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 employee

32、s to ask/submit questions and for you to provide answersCrisis Communication Goals第35页，共63页。Creating A Communication PlanAssessPlanDoCheck第36页，共63页。Strategic Communications ProcessContinuous, Iterative Process for Communication第37页，共63页。TaskTool- Assess employee needs- Focus groups- Informal discuss

33、ions- 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 goAssess第38页，共63页。Employe

34、e Needs AssessmentAssess第39页，共63页。Business AssessmentAssess第40页，共63页。Leadership AssessmentAssess第41页，共63页。Strategic Communication ProcessTaskTool- Identity stakeholders- Communications Plan Worksheet (Toolkit)- Develop Key Messages- Key Message Worksheet (Toolkit)- Select communication vehicles- Emp

35、loyee satisfaction survey Plan第42页，共63页。What: is happening and whats nextWhy: we are doing this (market conditions, competitors, business needs)Who: will be affected (business, department, individuals)Where: you can go for information & questionsWhen: youll hear moreWhat does the business need emplo

36、yees to hear and what do employees want to hear?Key MessagesPlan第43页，共63页。Key messages are those three to four points you want your audience to rememberKey messages should drive or support business outcomesKey messages should be. simple supportable honest consistent repetitiveKey messages must be ta

37、ilored/relevant to stakeholdersDeveloping Key MessagesPlan第44页，共63页。Communications Plan - Key MessagesPlanDigitizationDigitization meansThis makes our processes easier, faster, cheaper byOur business is looking at digitization in the following areasThis will impact our team byThis will impact your w

38、ork byId like you toWe need to considerHeres how well prioritizeIllbyMy expectations areLets follow up第45页，共63页。orOne-way CommunicationPrintVoice-mailE-mailIntranetBulletin boardVideoTwo-way CommunicationOne-on-one meetingTeam meetingDepartment meetingInformal discussionsWeb chatHow should you deliv

39、er the message?The more change required, the more consistent, two-way communication youll needPlan第46页，共63页。Types of VehiclesTypeWrittenSamplesE-mailsLettersNewslettersIntranetOnline Chat-Web chat-SametimeUse forBroad disseminationDocumentationMessage reinforcementImmediateBroad disseminationMessage

40、 reinforcementQ&AInteractionOne-wayCan be one-way or two wayVerbalOne-on-one meetings-Formal-InformalGroup meetings- Large or small- Skip level- Roundtable- Walk the floorVoicemailInfluence behavior/attitudesCheck for understandingRecognitionFeedback/coachingInfluence behavior/attitudesCheck for und

41、erstandingRecognitionUrgent requests/informationData “snippets”Action to-doTwo-wayTwo-wayOne-wayPlan第47页，共63页。Strategic Communication ProcessIf you dont reach a shared understanding,you have not communicatedTaskTool- Deliver the message- Agenda- Meeting checklist- Check for understanding- Informal d

42、iscussion- Request action plan/priority list- Solicit feedbackDo第48页，共63页。Team Meeting ChecklistDo第49页，共63页。Message ChecklistDo第50页，共63页。Strategic Communication Plan At a GlanceDo第51页，共63页。Strategic Communication ProcessCheck the effectiveness of your communications and adjust your plan based on the

43、 feedback!TaskTool- Assess the effectiveness ofindividual communicationsAssess the effectiveness of your overall communications- Plus/DeltaInformal discussionFocus groupsGE Opinion SurveyAssessmentsPulse surveysCheck第52页，共63页。Tools第53页，共63页。Communications Plan WorksheetWho doyou need to communicate

44、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 yourmessages to youraudiences? Mod chat email all hands we

45、bcast one-on-one mtgHow oftenwill youcommunicate? weekly monthly quarterly What willsuccess look like? How willyou know when you get there?第54页，共63页。-E-mail from biz leaderTrainingManagers MinuteMgr comm websitePerformance reviewsWhen: FrequencyManagersAll employeesDirect reportsHRMsImprove Open and

46、 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, mgr performance evaluationsHRMs

47、: You also will help support initiative across organizationBusiness is committed to improving open and honest communicationWill use comm metrics in leadership, mgr performance evaluations-E-mail from biz leaderTrainingPerformance reviews-E-mail from biz leaderTrain-the-trainerPerformance reviews-E-m

48、ail 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:Pur

49、pose/Topics/MessagesHow/Where: Activity/VehiclesMeasurement: How will you know if you were successful?Sample Initiative Communications Plan第55页，共63页。Sample Communications CalendarThursdayMondayTuesdayWednesdayFriday5121926September 2005 8-9 am direct report staff mtg 8-9 am direct report staff mtg 12-