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The Challenge In the modern organization, the effective leader will have a strategic plan for communicating with employee associates, middle managers and executives. My experience has been that
leaders usually do not have such a plan; rather, what plan they do have is driven by internal crises, unanticipated events that are external to the organization and the whim of those in leadership positions. The result is that employee associates, managers and executives are left to their own devices to assume what is going on in the organization, wonder about how the organization will handle the next crisis and when the
next mood swing of the leaders will occur and what it will look like. What is desired is a work force that is knows what is going on in the organization, is confident the leadership has a well-reasoned crisis management plan and is assured by regular and consistent communication from their leaders about their organization - where they spend one third to one half of each working day.
The Strategy: Leading through strategic communication that is intentional, consistent and inclusive of diverse venues. The effective leader will be inspired by Albert Einstein's thought that "imagination is more important than knowledge" when devising a strategic
communication plan and will ensure that it is driven by intention, consistency and venue. The plan will include a variety of communication formats, messages and audiences, all of which are carefully designed to promote organizational stability through an informed work force. Such a condition will yield far greater returns in productivity, morale and commitment to the business objectives of the
organization than a semi-informed, or worse, an uninformed work force. In this context, leading through strategic communication means the leader is either listening (receiving, acknowledging, soliciting information) or telling (directing, reporting, clarifying informating). Here is a collection of effective communication elements I have observed
that work well for leaders who are committed to strategic thinking and leading.
1. All- employee associate meetings -
Intention - To tell specific information about what is going on in the organization , such as roll out of a new product Venue - All employee associates in a given organizational unit, conducted by the leader of the unit
Consistency - monthly, on the same day at the same time; maximum time: 60 minutes
2. "Tail Gate" meetings -
Intention - To tell the operating priorities and significant events of the coming week
Venue - All employee associates in a given organizational unit, conducted by the leader of the unit
Consistency - weekly on the same day at the same time: maximum time: 10 minutes
Intention - To listen by soliciting information about what is going on in the organization, the state of morale and ideas about improving the work environment, operating processes, morale
Venue - Leader visits a selected working unit within the organization
Consistency - weekly on different days each week; maximum time: 60 - 90 minutes
4. Problem Ownership Work Sessions -
Intention - To develop ownership of business objectives by involving employee associates in getting there
Venue - Selected, competent employee associates from diverse work units that relate to the problem
Consistency - As often as possible whenever a challenge occurs; at least several should be operating at all times; maximum time: 5 to 20 working days
5. Leadership Team Meetings
Intention -
To reinforce business objectives and work unit performance expectations,
To conduct the business of the unit and solve challenges,
To solicit information about organizational culture,
To develop mutual investment in each other's performance and commitment to the effectiveness of the leadership group as a whole. Venue - All individuals in the unit who supervise people Consistency - Two per week, with one devoted to the business of the unit and one devoted
to the organizational culture (state of morale, employee associate issues and recognition, performance management challenges); maximum time: 90 minutes each of the two meetings
Intention - To assess progress toward and reinforce individual performance expectations, assess need for additional resources, solicit ideas for additional leadership support Venue - Every individual who supervises people in the unit
Consistency - As required by performance level of individual, but not less than once monthly; maxiomum time: 60 minutes
7. Dyads
Intention - To develop closer, more productive working relationship between individuals who have difficulty working together
Venue - Two employee associates, two leaders or between one employee associate and one leader, in private; a good beginning is for each respond to the following about the other: What I want you to continue doing, start doing, stop doing. Only the quality and results of the process are shared with the leader, not the specific comments.
Consistency - As necessary; maximum time: 60 - 90 minutes
8. Organization-wide Celebratory Events
Intention - To communicate achievement and broad enthusiasm for work done well Venue - Casual, minimum program, onsite or offsite with refreshments Consistency - As often as earned; maximum time: one hour to an entire
day of festivities
Final Thought Contact me if you want to discuss designing a strategic communication plan for your organization. E-mail:
jim@jimjoseassociates.com OR call me at 520 / 825 - 8015.
Strategies & Solutions is published by Jim Jose Associates LLC to help you develop more effective people, leaders and processes to positively impact your core business. Jim Jose, Ph.D., SPHR, is an organizational effectiveness and leadership strategist whose results-oriented, people-focused approach is
valued by both public and private clients throughout the western US. For more information, visit www.jimjoseassociates.com. We invite you to respond to this subject, share your thoughts and opinions, and, most of all, let us know the results after you've tried this
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