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For at least fifty years, management literature has acknowledged the merits of “employee involvement” and input in decision making. In
the 1980s and 1990s, employee empowerment became a watchword. Today, most leaders would say they believe in the virtues of including employees, if only indirectly, in the planning process. They also express support of employees coming up with their own ideas and questions. Yet employee surveys conducted by organizations we know continue to document that in reality, employee input for strategy development is not regularly or systematically sought.

To be fair to leadership, employee involvement can be difficult to manage and may deliver uneven results. Employees may lack contextual information and fail to appreciate big-picture erspectives.
They may often seem ambivalent about wanting to be included in the conversation, or they might want to give input to decision-making but not share responsibility for carrying decisions out. Or they simply might not believe speaking their mind is a safe and smart thing to do. In a way, managing such a dialogue is like running a three-legged race with the seven-foot-one NBA star Shaquille O’Neal: Allowances have to be made for the conversation to get anywhere.

Taken from : The Leader As Communicator

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“The quality of information declines as it moves upward through bureaucracies.” —Anonymous

Within the so-called knowledge industries, there is little argument today about the value of employee knowledge and expertise. But employee knowledge and know-how are important in almost any
kind of organization. What people know and how they share it with one another are more than ever critical factors in any organization’s success.

We believe the communication work begins not with topdown talk, but with top-down listening. When you create the habit of listening to your employees, then the people who are closest to the marketplace, customers, suppliers, and partners, can add their unique point of view to your planning and strategy building. Lacking this input, leaders can often find themselves developing strategy in a vacuum or missing critical opportunities to make changes in strategy. By enabling people from all levels of the organization to report their observations and insights, you gain invaluable intelligence about how and where improvements can be made and advantages secured. (We take up the subject of improvement again in the next four chapters when we look at leadership communication
for renewal and innovation.)

Taken from : The Leader As Communicator

“Birds that flock learn faster. So do organizations that encourage flocking behavior.” —Arie De Geus ” The living company

People have to connect not just with their organization but with one another too. Helping them make and keep these connections represents yet another critical communication task for you as a leader. By establishing and supporting clear channels for people to maintain informal as well as informational links, leaders support an enterprise that is efficient; cooperative; and, above all, effective.

This chapter is not about information management per se, so we do not discuss information infrastructures or related systems issues that are more the province of information professionals. Instead, we concentrate on ways that leaders can help employees connect across hierarchical and functional lines. We also explore how you can get the most from staff and team meetings. Finally, we address ways leaders can effectively forge linkages with other stakeholders—customers, suppliers, distributors, et al.—who, though outside the organization, nevertheless have a big influence on the success of the enterprise.

Taken from : The Leader As Communicator

1. Kathryn Troy, Change Management: Communication’s Pivotal Role, Report No. 1122–95-RR (New York: The Conference Board, 1995), 22–23.

2. Nathan D. Ainspan and David Dell, Employee Communication during Mergers, Report No. 1270–00-RR (New York: The Conference Board, 2000), 12.

3. Robert Goldberg, “Talking About Change,” Issues & Observations (Center for Creative Leadership newsletter), nos. 1–2.

4. “The First 100 Days: New Leadership Outlines Its Priorities,” www.sbc.com (May 1998), 4.

5. See Richard Chase and Sriram Dasu, “Want to Perfect Your Company’s Service? Use Behavioral Science,” Harvard Business Review ( June 2001), 79–84.

6. Information taken from “Launch of the Imation Spin-Off,” 1996 PRSA Silver Anvil Award submission. Published material available from Public Relations Society of America (New York).

7. See Robert Mai, “Branding Begins at Home,” Journal of Employee Communication Management (September–October 1999), 31–35.

8. T. J. Larkin and Sandar Larkin, Communicating Change: Winning Employee Support for New Business Goals (New York: McGraw-Hill, 1994), 102.

9. Chase and Dasu, “Want to Perfect Your Company’s Service?”

10. Rosabeth Moss Kanter, The Change Masters: Innovation for Productivity in the American Corporation (New York: Simon & Schuster, 1983), 300.

11. Information taken from “Growth and Opportunity: The SBC-Pacific Telesis Merger,” 1998 PRSA Silver Anvil Award submission. Published material available from Public Relations Society of America (New York).

Taken from : The Leader As Communicator

Inviting employees to take charge of their future is at once an invitation to seize opportunity and to incur risk. To engage in redefining work practices, trying new approaches, and working with
new colleagues can be both an exciting prospect and the cause of anxiety. One way leaders can position this invitation involves talking about the kinds of new responsibilities that they themselves will be undertaking and how they feel about it. Conversations on this subject could include talking points like:

? “I’ve been doing it this way for a long time; now I’ll have to change.”
? “I’m not sure what the changes will actually look like . . .”
? “What I’ll most regret losing is . . .”
? “I don’t think we can go on doing it the way we have because . . .”
? “I’ll be making a commitment to:
? “give up . . .”
? “try a new . . .”
? “take a chance with . . .”

Through all these communications, you will want to sound a consistent note of agency: We are not going to let change happen to us; rather, we want to take charge of change and manage it to serve our best interests.

Taken from : The Leader As Communicator

“The objective is not to get people to support change but to give them responsibility for engendering change, some control over their destiny.” Garry Hamel- Strategy and Revolutions

A key element in launching any major change initiative is to establish an understanding with employees that “we are the agents of our future.” By acting rather than being acted on, organizational members can shape the contours of change to provide greater advantage, both individually and collectively.

Leadership communications can deliver this message both directly and indirectly. Challenging employees at all levels to take responsibility for determining how the work will get done, given changes in objectives, structures, or systems, is a direct invitation to take charge of change. Reminding employees that sitting back and
waiting to see what will happen next is, conversely, a recipe for losing ground.

Helping employees understand the reasons for change can strengthen their willingness to assume responsibilities for managing transitions. But without sufficient levels of “business literacy,” people are at a disadvantage in grasping the business case for change, let alone seeing how change might best take shape at operational levels. To ask them to assume key roles in implementing transition plans, leaders need first to communicate enough background information to provide context for further action.

Taken from : The Leader As Communicator

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SBC leadership identified a clear internal communication objective: Focus employees on the merger’s opportunities and on winning customers in an increasingly competitive environment. The communication strategy centered on a single message: The merger is about “growth and opportunity.”

Strategy implementation started with announcement day, during which the two CEOs met with employees in person and via satellite to set the stage. Powerful slogans and visual symbols were created to communicate key merger messages: “Our Future Is Growing Together” became the banner for both internal and external audiences. A related strategy was to build support from the inside,
among employees, to reassure customers and communities. SBC equipped a legion of employees with talking points and fact sheets to be used with chambers of commerce and other groups.

Announcement day was followed up with “town hall” meetings with Pacific Telesis employees in California. On the day the merger closed, employee events were held across the company, with people receiving a commemorative magazine and other mementos. All supervisors were given a “meeting in a box” with ideas and props to
conduct effective roll-out meetings with their teams. Two years after the merger announcement, employee retention remained high, particularly with key managers. Employee focus groups throughout California showed strong support of SBC management and equally strong understanding of the company’s priorities and growth strategies.

Taken from : The Leader As Communicator