GE内部核心培训资料_-《_沟通_》课件.ppt

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1、,Managers Communication Toolkit,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 communicati

2、onDevelop 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,Profita

3、bility,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,Stretch

4、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 Contributions Lis

5、tening,Learning,Teaching,Several Career/ExperienceEnhancers,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”,Communication is a p

6、rocess that turns information into understanding,Sender,Receiver,Message,Feedback,Checking for UnderstandingHow to check/listen for understanding,Ask direct open ended questionsRequest an action plan or list of prioritiesSolicit feedback on the initiative/project/request,GE,BusinessCEO,Senior Leader

7、ship 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,Most of what emplo

8、yees 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 understanding of how key

9、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,recognition,3,Doesanyonecare?,So

10、urce: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 expectationsSet agreed upon priorities and deadlinesWhere possi

11、ble,involve team members in planning,decision-making and implementing changesLink 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,Source:Roger DAprix,How amI doing?,Ma

12、nagers RoleEmployee commitment is earned only after basic needs are met,Performance feedback,Provide 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 activi

13、tyLearn 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 themWalk the floorHold staff meetings in which people have t

14、he opportunity to express their ideas and concernsSolicit feedback about your own leadership styleRecognize and act on peoples ideasPractice common day-to-day courtesies and civilities,Managers RoleEmployee commitment is earned only after basic needs are met,Howsmy unitdoing?,Work unit objectives,re

15、sults,Share general business information 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 celebration,Source:Roger DAprix,Managers

16、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 directionInternalize the companys value system and behave accordinglyShow personal conviction and com

17、mitment 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 by someone who understands and cares,Source:Roger DAprix,Managers RoleEmployee commitment is earn

18、ed only after basic needs are met,How canI help?,Empowerment,Provide 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 supp

19、ort cross-functional collaborationPromote 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 XX%Say manager inspires high performance XX%Treated with respect XX%Sa

20、y the way we work is driven by GE Values,Vision,mission,strategyXX%Say business is well runXX%Say business is well-positioned for growthXX%Say communication in business is open,honest,CommitmentXX%Satisfied with GEXX%Say work gives chance to show what they can doXX%Given the opportunity for challeng

21、ing assignments,Source:Roger DAprix,Marketplace-based,Listening,recognitionXX%Say good ideas adopted regardless of who/whereXX%Say manager shows appreciationXX%Rewarded for going above and beyond,Feedback,performance review,coaching XX%Receive ongoing feedback XX%Say working here offers chance to gr

22、ow 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 help?,6,Where arewe headed?,5,How amI doing?,2,Howsmy unitdoing?,4,Doesanyonecare?,3,1,What is my job?,D

23、elivering EffectiveCoaching&Feedback,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,What Coaching is and is not,Coaching is not:Directing Training Corrective action Reprimandin

24、g Mentoring Therapy,Coaching is:Focused Work related One to one A continuous process,The Coaching Process,Strategy,Advocate,Inquire,ReflectiveListening,The Coaching/Communication Process,Inquire(Ask)about a coachees abilities and goals using open ended questionsReflect(Listen to)the content and feel

25、ing 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 Planning,ReflectiveListening,Advocate,Inquire,SOI,Strategy,Feedback in Coaching,What is Feedback,Feedback is used to ma

26、ke 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,After completion of a project/initiativeWhen behavior patterns emergePeriodic progress reviews/updatesInformal lun

27、cheons/discussionsInterim coachingEMS/annual performance review,When to give feedback,Delivering Feedback,Self-Feedback,Motivational Feedback,DevelopmentalFeedback,Coach asks(Inquiry):What do you think went well?What might be improved?,Coach offers praise for positive actions.REMEMBER:Never use the

28、word“but.”,Coach offers suggestions for future improvement.,Presenting Feedback,Crisis Communication,A difficult period of potential or actual harm to employees,or damage to the companys brand or financial stability,triggered by a sudden event or long-smoldering issueWhile terrorist acts fall into t

29、his definition,so too do widespread IT failures or natural disasters,among other things,What is a Crisis?,Crisis Communication GoalsLeadership agreement in every step,Make it clear that employees safety is the first concern,if applicableDescribe facts and actions being taken as you know them tell th

30、em 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 provide answers,Crisis Communication Goals,Creating A Communication Plan,Assess,

31、Plan,Do,Check,Strategic Communications ProcessContinuous,Iterative Process for Communication,Task,Tool,-Assess employee needs-Focus groups-Informal discussions-Employee satisfaction survey-Employee Needs Assessment(Toolkit),Assess leaders attitudes-Leadership Assessment(Toolkit)Assess business needs

32、-Business Needs Assessment(Toolkit),Strategic Communication ProcessStart by assessing where you areand where you need to go,Assess,Employee Needs Assessment,Assess,Business Assessment,Assess,Leadership Assessment,Assess,Strategic Communication Process,Task,Tool,-Identity stakeholders-Communications

33、Plan Worksheet(Toolkit)-Develop Key Messages-Key Message Worksheet(Toolkit)-Select communication vehicles-Employee satisfaction survey,Plan,What:is happening and whats nextWhy:we are doing this(market conditions,competitors,business needs)Who:will be affected(business,department,individuals)Where:yo

34、u can go for information&questionsWhen:youll hear more,What does the business need employees to hear and what do employees want to hear?,Key Messages,Plan,Key messages are those three to four points you want your audience to rememberKey messages should drive or support business outcomesKey messages

35、should be.simple supportable honest consistent repetitiveKey messages must be tailored/relevant to stakeholders,Developing Key Messages,Plan,Communications Plan-Key Messages,Plan,Digitization,Digitization meansThis makes our processes easier,faster,cheaper byOur business is looking at digitization i

36、n the following areas,This will impact our team byThis will impact your work byId like you to,We need to considerHeres how well prioritize,IllbyMy expectations areLets follow up,or,One-way CommunicationPrintVoice-mailE-mailIntranetBulletin boardVideo,Two-way CommunicationOne-on-one meetingTeam meeti

37、ngDepartment meetingInformal discussionsWeb chat,How should you deliver the message?The more change required,the more consistent,two-way communication youll need,Plan,Types of Vehicles,TypeWritten,SamplesE-mailsLettersNewslettersIntranetOnline Chat-Web chat-Sametime,Use forBroad disseminationDocumen

38、tationMessage reinforcementImmediateBroad disseminationMessage reinforcementQ&A,InteractionOne-wayCan be one-way or two way,Verbal,One-on-one meetings-Formal-InformalGroup meetings-Large or small-Skip level-Roundtable-Walk the floorVoicemail,Influence behavior/attitudesCheck for understandingRecogni

39、tionFeedback/coachingInfluence behavior/attitudesCheck for understandingRecognitionUrgent requests/informationData“snippets”Action to-do,Two-wayTwo-wayOne-way,Plan,Strategic Communication ProcessIf you dont reach a shared understanding,you have not communicated,Task,Tool,-Deliver the message-Agenda-

40、Meeting checklist-Check for understanding-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 pl

41、an based on the feedback!,Task,Tool,-Assess the effectiveness ofindividual communicationsAssess the effectiveness of your overall communications,-Plus/DeltaInformal discussionFocus groupsGE Opinion SurveyAssessmentsPulse surveys,Check,Tools,Communications Plan Worksheet,Who doyou need to communicate

42、 to?Your team The business 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 w

43、ebcast one-on-one mtg,How oftenwill youcommunicate?weekly monthly quarterly,What willsuccess look like?How willyou know when you get there?,-E-mail from biz leaderTrainingManagers MinuteMgr comm websitePerformance reviews,When:Frequency,Managers,All employees,Direct reports,HRMs,Improve Open and Hon

44、est Communication,Mgrs 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:You a

45、lso will help support initiative across organization,Business 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-mail

46、from biz leaderAll-employee broadcastsFocus groupsProgress updates,-1x1xOngoing,-1x1xMonthlyOngoingOngoing,-1x1xOngoing,-1xBi-monthly1xQuarterly,GE Opinion SurveyFocus groupsInformal feedbackRetention of hi-potentials,GE Opinion Survey,GE Opinion Survey,GE Opinion Survey,Who:Stakeholder/Audience,Wha

47、t: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 direct report staf

48、f mtg,12-1 pm skip level luncheon,12-1 pm skip level luncheon,2-2:30 pm direct report 1 on 1:c.janus,2-2:30 pm direct report 1 on 1:a.cowel,8-9:30 am-monthly all hands mtg,9-9:30 am-walk floor,2-2:30 pm-walk floor,4-4:30 pm-walk floor,2-2:30 pm-walk floor,1-1:30 pm-walk floor,2-2:30 pm direct report

49、 1 on 1:b.jones,2-2:30 pm direct report 1 on 1:r.smith,E-mail monthly progress report,Understand why and how strategic communication plays a key role in their effectivenessLearn about the communications model and how to apply it with their work team or departmentDevelop measurable communication acti

50、on plans that address both business and employee needsGet started with practical tips and tools that can be put to immediate use,Managers Communications Toolkit,The Toolkit is designed to help GE managers:,Managers GEOS Toolkit,Create Your Own Plan,Whats Next,?,What Should You Do Next?,Post the GE O