Don’t Ignore Credibility ‘Degraders’. You Cannot ‘Not’ Communicate


In a recent post – Why Does My Stakeholder Escalate Issues?’ we discussed the topic of expectation management.

No stakeholder wants to put you in a spot, knowingly. But, when you don’t keep them posted on progress or can’t keep your word on an agreed plan, things can go out of hand. Managing escalations isn’t the favorite pastime of managers. Everyone wants to look ahead and get better with what they do – not look back and see who is dropping the ball.

The ownership is on you to stay on top of your game at work and in life. You need to drive the agenda and move forward. While we focus a lot on building trust and credibility about the work we do as communicators, we often ignore the gaps that come in the way of success.

I call these – ‘degraders’; actions or inactions that erode and diminish the good work you do, slowly but surely. Is there a way to prevent them? Yes, there is. In this post, I will focus on a few that can help you identify and overcome your credibility ‘eroders’.

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a)     Not acknowledging communication: Everyone expects a response to a communication that they send or share – and that completes the loop. Even more so in a socially hyperactive world the need to acknowledge has got even more acute. It is a busy life no doubt – with e-mails, text messages, Whatsapp, phone calls, meetings, events and off-sites to attend to. However, by not acknowledging a message you are hurting yourself in the long run. You may not have the answer to the request or the solution to the problem someone is seeking. Just letting the individual know that you have received the message and you will respond in a timely manner is all that is needed. Not acknowledging leads to angst, mismatched expectations and loss of credibility – not something you can take a chance on when first impressions matter at the workplace.

b)     Not communicating enough: There is no excuse for not communicating enough. Even simple stuff like updating your stakeholder about your time-off or putting an out of office when you are on leave or updating them about your progress, even if you have made limited progress. You don’t need to be boastful when you share your update – a simple message about how you have fared and what support you need, is probably all that you must do.

c)      Not completing the loop: Nothing can peeve a stakeholder more than not getting closure about a project. Sharing the minutes of the meetings, calling out clear ownership and taking stock of the current situation helps your stakeholder know you are on top of your game. Not completing the loop leads to erosion of trust and impacts your own career prospects.

d)     Not clarifying your roles and responsibilities: Not every stakeholder will know what you do or what your team does. Taking a few minutes to share your goals and how it adds up to what the organization is hoping to achieve can provide the line of sight for stakeholders. Support stakeholders’ understanding of your work scope and ownership so that expectations are set early.

What are other practices that you think can help rebuild credibility? Look forward to hearing from you.

Note: this post also appears on my Linkedin page.

Humanize Communications In A Hyperconnected World


To be viewed as a valued business communication partner and to engage employees in ahyperconnected world means revisiting and reinventing current communication practices. Understanding the implications of the new world of work and the workplace can lead to improved approaches that communicators take while framing suitable interventions and engaging stakeholders.

Consider these findings from research reports –

·        60% of communicators cite information overload most frequently as a source of concern (The Future of Corporate Communications, Brunswick, 2015)

·        Interruptions eat up 28% of the workday (Death by Information Overload, Harvard Business Review, 2009)

·        One in 5 leaders expect to reshape their business “radically” in response to hyperconnectivity. (The hyperconnected economy: Phase 2 Hyperconnected organisations, The Economist Intelligence Unit Limited, 2015)

·        The demographics of the workforce is shifting; by 2020, there will be five generations working side by side. (The Global Information Technology Report 2012, World Economic Forum)

·        Employees who could choose their own work settings were 1.5 times more likely to work in a balanced environment, and also report higher scores across performance indicators. (Asia Workplace Survey – Genslet 2016)

·        83% of CEOs think employees are more productive due to technology (CEO pulse on connectivity, PwC, 2015)

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Risks and opportunities

In a VUCA world where people are unfamiliar with the situations they are in or can’t predict the outcomes of their own actions organizations need to do more to help employees cope with changes at the workplace and elsewhere. Democratization of the workplace and technological empowerment of employees brings with it opportunities and challenges. Accessibility, collaboration, information richness, interactivity, always-on experiences and real-time documentation are some of the facets of this new phenomenon. It also brings with it perils of information leaks, misuse and reputation risks.

The growing influence of social, digital and mobile communication is seen as one of the biggest changes faced by communicators. Apart from information overload, communicators also face diminishing attention spans and the prospect of managing expectations of multiple generations at the workplace. This has resulted in trust in leadership eroding and increased expectations from the organization to be more open and engaging. Furthermore, the fast paced communication environment blurs the difference between truth and lies often confusing employees about what to ignore and what to believe.  Be it on Whatsapp, Facebook or e-mail the messages that employees receive everyday tend to seed doubts about credibility and purpose. Likewise, employees feel their voice is less heard. In a study by Towers Watson on employee voice, only about 50% of employees in the UK feel that significant action has been taken as a result of previous surveys, and just 57% trust that a survey they participate in will lead to management action, a worrying trend indeed. Hyperconnected workforces also have their downsides. A Harvard Business Review study among business leadersdiscovered that unmanaged work can do more damage than good in such scenarios, unless significant changes are made to the culture inside organizations.

Given this context communicators have a daunting task to keep employees involved, inspired and committed to the organization they serve while staying aware of the distractions and challenges on hand to help them stay focused.

To begin, communicators need to engage more with employees to gauge interest, preferences, barriers and resistances which prevent the acceptance and agreement on messages. For example, The future of Work study by Deloitte indicates that while differences exist between millennials and non-millennials at the workplace about their preferences, the expectations are broadly similar. Both these generations expect more informal and unscheduled catch-ups while preferring more face to face and e-mail engagement. Likewise, employees who had the flexibility in terms of choosing their work settings performed better and felt more balanced in the environment.

Facing into the challenges

In such situations the call to stay honest and retain the ‘human touch’ is growing considering most communication channels are becoming more impersonal. Every year, the WorldBlu organization lists the most democratic workplaces – another indicator of the shift towards inclusive and decision making within organizations. They believe that an environment that fosters choice, dialogue, voice, individual and collective mindsets among other principles can become a sustainable and successful workplace. Tapping the power of employee advocacy has seen an increase with numerous social platforms now offering opportunities to map and gauge the reach of the crowds. Linkedin suggests that just 3% of employees do share content on social media but that amounts to a huge 30% spike in engagement an organization sees.

With the continued preference for face-to-face engagement, despite the growing pace of digitalization globally, means that organizations and leaders need to balance time and effort. Interestingly, CEOs seem to be interacting more with employees although they are getting less time for themselves. There are calls for CEOs to be ‘stewards’ and less ‘heroic’ where they communicate, lead and set strategy more.

Stakeholders expect to see more transparency from organizations on a variety of areas including how they operate, how they manage their business, who they work with and what kind of compensation people receive. Therefore, communicators need to be not just managing information overload and culture but how to bring authenticity to communication.  Here are a few recommendations for managing these expectations.

Partner with your employees

By involving employees early, seeking ideas and sharing plans can help build trust and foster improved relationships between management and staff. The role of the communicator is to focus more on helping employees make sense of the world around them, differentiate between the myriad messages they receive , curate employees’ collective effort and make communication consistent and credible. Also, to enable opportunities for authentic conversations and to encourage employee voice.

 Encourage engagement

Make employees the heart of your communication and create opportunities to reinforce the culture within. The chances of peer-to-peer communication being well received are higher since it is more authentic – also employees tend to believe each other more. Giving employees the space to be themselves and yet contribute to the broader organizational direction is critical to engagement. Identify employees who already are active advocates and support their behavior. Focus on changing behavior and help employees take suitable actions that leads to improved connection at the workplace.

Amplify impact

Tap the cumulative wisdom of your employees – when they start as new hires or after they progress in the company. Acknowledge and recognize their effort for contributing to the company’s effort. Invest in their individual and collective success by training them about the nuances of information overload and how to cope it. Help them be their best selves at work and outside by bring their talent to bear fruit for the organization. An integrated and joined up approach can help messages be heard better and acted upon. Direct engagement with employees is the way forward.

In summary, the world of work is evolving – types of roles, generations at the workplace and preferences for communication are shaping how employees want to make sense of their lives and contribute meaningfully to the organization’s purpose. Communicators have a role to play in keeping employees aligned and supportive of the organization’s goals. Enabling identification with the organization and supporting citizenship behaviors will make the difference. Managing the increased pace of communication will mean helping employees cope with change, integrating resources and channels better, gaining confidence among stakeholders through consistent engagement and reinventing the team’s approach to managing change.

 Note: I had the opportunity to speak at the 2016 Asia-Pacific Communications Summit at Singapore on October 27. Hyperconnected Communication was the theme of the conference. This article is a summary of my presentation.

Aligning Employees Through Involvement, Empowerment and Engagement


Recently Reputation Today carried perspectives on internal communication and I am sharing the complete set of responses to the interview. Keen to hear your views.

i)  Employee support can make or break turning a vision into a reality. How difficult is it aligning employees with the corporate vision?

Gaining the commitment of employees is essential for the success of any organizational initiative. Not just the company vision, any programme – small or large will need the organization to explain the rationale and the ‘what’s in it for me’ to employees. Organizations who involve employees at the start of any initiative and are open and transparent about taking on board the ‘voice’ of employees will find it a lot easier. Employees also ‘watch’ their leaders’ actions and when they see them ‘walk the talk’ is when they believe the vision is credible and there is support to see it through. The role of internal communication is therefore crucial to get employees on board with the vision. How the leaders articulate the vision, how closely embedded it is part of the company’s programming, the role employees can play to make the vision come to life and the consistent approach to talking about the vision all matter to the success of the initiative.

ii)    How do employees get their sources of information on corporate strategy, benefits news etc? And, how important is the ‘grapevine’?

Employees should ideally get their corporate information from their managers, organizational channels of communication and their leadership. The role each group plays in assimilating the information and sharing it with employees as important as the content itself. This means, when leaders take the time to meet employees face to face the richness of that interactions makes the information credible and trustworthy. When managers discuss the company updates with their colleagues in team meetings they must encourage dialogue and conversations and help improve understanding. When organizational channels serve this information it must be consistent and shared in a format that is accessible, direct, and clear. Grapevine exists in all organizations and in different forms and shapes but it becomes less reliable and available when the company information is timely, relevant and consistent. It becomes ‘important’ when employees don’t get what they need or lose faith in the culture, leadership or communication, especially in times of crisis or when business isn’t faring well. In such cases, having more face to face interactions and open conversations can overcome the gaps in information availability.

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iii)  How are corporate values being conveyed to employees, with the objective of making them communication ambassadors?

Every employee is expected to be an ambassador of the brand – as they go about their life at work or outside. The opportunities to engage each employee through the life cycle are immense – at orientation, during work scenarios, as they progress through their development journey and when they become an alumni of the organization. Helping employees to appreciate ‘how’ and ‘why’ they need to participate is important in gaining their commitment. By inviting their ideas and suggestions, involving them on communication assignments, recognizing their contributions, empowering them to learn and teach each other we can make every employee a communication ambassador. AtTesco Bengaluru, our communication philosophy considers these aspects. We run periodic surveys and focus groups on our communication quality and impact, have councils (design, editorial, audio-visual, social media) that involve colleagues to co-create content, run campaigns which put the colleague at the heart of our communication (Yammer chats, Facebox – Tesco Bengaluru’s anchors, Reflections, our newsletter is colleague-curated), CSR (where colleagues shape the company’s agenda) and engagement (Talent Showcase – where colleagues entertain each other in an internal platform).

iv) Communicating with millennials are ushering in change today. They are a driving force in the workplace. They’ve pushed boundaries in the workplace, including championing for flexible schedules, better benefits, improved parental leave and fostering the idea that work should feel meaningful. What is the reality in your work environment?

Our workplace also has a sizable number of millennials and we actively understand their needs to improve engagement and involve them in the company’s priorities. Engagement is a two-way street and while the organization can raise awareness about how their work adds value to our goals there is an equal expectation that the millennials will also step up and take ownership for making the organization successful. As mentioned in the previous question we provide numerous opportunities for every colleague to join the conversations, influence how we make an impact internally and externally and we encourage everyone to participate.

v) How do you measure employment engagement, like do you have Employee Satisfaction Index?

We conduct periodic surveys to gauge not just our colleagues’ engagement but also a host of other aspects such as alignment and understanding of our core purpose/values, the benefits, policies, the workplace environment, manager effectiveness etc. The surveys are run by independent third party research agencies and therefore the responses are confidential. This apart we have regular face to face interactions with all colleagues across the business to share updates and take questions. We receive feedback that guides our thinking and approach to colleague engagement.

Participate in the 2016 Intraskope Internal Communications Survey. Receive a FREE High Level Summary Report!


Take Intraskope’s 2016 Internal Communications Survey now and provide audit inputs that will improve the value and impact of your organization’s internal communication practices. All respondents who take the survey will receive a FREE copy of the high level summary.

How do leaders, managers and the culture of the organization fare with internal communications? Here is your chance to participate and audit key aspects of your organization helping improve the understanding of this important function.

This is the 6th edition of the survey. Look up the earlier survey results on www.intraskope.wordpress.com
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Get your organization’s internal communication audited

If you an internal communication professional and are looking for an audit report about your organization’s internal communication ‘fitness’ invite your employees to complete this quick survey. You will receive a copy of your organization’s report via e-mail. All you have to do is request your participating employees to mention the company name while completing the survey.

Responses to this survey are anonymous and participants’ information will not be shared with anyone. The survey ends on October 31, 2016.

For any questions on the survey please write to intraskope@yahoo.com