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Connections, Not Cascades:

7 Tips to Prepare Managers to Communicate


Effectively
Linda Dulye, president/founder Dulye & Co. and
The Dulye Leadership Experience at Syracuse University

Whats Ahead: Fundamentals for Success

Designed to help
YOU prepare
managers to:
 be effective key
communicators
 improve connections
with employees
And help you to be
better managers
Focus on human
connections.
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Another Data Source: Dulye Leadership Experience

9th year
with an amazing
network of

107 alumni and


30+ faculty
90% Graduates secure
job or internship within
3 months of DLE
experience
@DLE4SU
www.facebook.com/
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Discussion: Engaging Managers

Whats your biggest


challenge?
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Heres to Boosting Your Role as Coach

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Focus on Critical Success Factors

Attitudes: How
managers think
Actions: What
they do

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Connections, Not Cascades: A Game Plan


1. Carry your own bags
2. Mix and mingle
3. Read the tea leaves
4. Tell simple stories
5. Unlock real feedback
6. Show that you care
7. Own it, together
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1. Carry Your Own Bags

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Beware of Barriersand Be Aware of Them

Be a part of
the team
NOT apart
from the team
A managers best work will come through the
accomplishments of her/his team.
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Attitude Adjustment: Team First!

Leaders
eat last

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Example: Develop Team Mentality

Its all about teamwork. To get you where


you want to go safely and happily requires
thousands of us working together with a
shared purpose.
My co-workers and I will work each and
every day to earn your loyalty.

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Case Study: Fishbowl Factor

Redesign to promote inclusiveness.


Use workplace space to stimulate connections.

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Action Adjustment: Manager as Communicator


 Share and explain important
information in a timely manner
 Facilitate dialogue and learning
within and between work groups
 Respond to and act on feedback
 Be accessible, visible and
accountable
 Care about others
 Motivate and engage team
members
Do your managers have specific responsibilities?
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2. Mix and Mingle

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Case Study: Just How Connected?


Dulye & Co. Research-Client Poll: Results indicate level of agreement.
Employee group
Manager group

3.1

We rely more on
email than on
conversations

2.9

Strongly Disagree

4
Strongly Agree

Yet, in-person conversations most preferred.


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Case Study: Just How Connected?

Manager spends at least 30 mins/day with


employees

73%

Manager responses

Big Disconnect

18%

Employee responses

Dulye & Co. Research

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0%

25%

50%

75%

100%
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Case Study: Mine New Ways to Connect

Staff Chats

Career Check-Ins

Tap fresh perspectives from the front line to promote


face-to-face conversations.
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Have a Communication Plan with Rhythm


Daily
Work Center
Walkaround
Morning Huddle
One-on-Ones
with Directs
Idea Chat
Say Thanks

Weekly

Monthly

Staff Meeting
Update with
Boss
Coffee Chat with
Key Customers
Thank You Notes
and Calls
Listening
Session

Program/ Project
Reviews
Brainstorming
Roundtables
Networking
Coffee Chats
Team
Appreciation
Sessions

Ask your staff for input. Upgrade current routines and


add new practices that improve connections.
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Case Study: Build Purpose into Each Practice


Workplace Walkaround

Outcomes

Format

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Break down barriers


Be seen and accessible
Mutual learning
Get direct feedbackno
filters

20 minutes/daily
Entourage and phone free
Rotate route
Bring note pad & pen

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With Your Time Investment, Comes Rewards

1%

For every
gain in an executives time
spent with at least
one (company) insider,
productivity advances

2.14%.
Harvard Business School Research, What Do CEOs Do?

Over 100% return on investment!


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Value Proposition: Case Study

20 Leaders
+
30 Minutes/Week
=
40 Big Ideas
=
>$1.5 M
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Increase Media Equality

Notes

Face
to
Email
Face
Voice
to
Voice
Dont surrender to convenience. Help managers
understand how channels facilitate real connections.
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3. Read the Tea Leaves

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The 3V Connection Formula

Visual
(Do)

50%
Actions
Body
language
Facial
gestures
Dress

Vocal (Say)

Verbal (Say)

40%

10%

Tone
Inflection
Pace
Projection
Dialect

Message
Vocabulary

International Association of Business Communicators research

A 3V impression is carved within seconds.


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Continuous Calibration that Managers Can Own


 Set as a monthly
practice
 Enlist a team member
and a colleague to
shadow, record, report
 Prioritize and act on
improvement ideas

Important data to help managers succeed.


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4. Tell Simple Stories


Dulye & Co. Research-Client Poll: How informed do you feel about the
big picture for your company? (Senior Manager responses)

How
informed
are you?

Great extent

8%

Somewhat

56%

Very little

31%

Not at all

5%
0%

50%

100%

Communication engagement is impossible if mental


engagement is lacking.
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Evaluate and Expand Information Sources


Do managers stay
informed about?
 The organization
 My department
 Other departments
 Customers
 Competitors
 The industry
Direct correlation between informed managers and
informed employees.
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Create a Blended Supply of Learning Sources

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Connection Tool: Three Things


Rank

Topic

Message

We are taking steps to reduce operating


Financial
costs by 10% in response to the current
Performance economic downturn.
We have launched a new marketing program
with our customers that showcases our dayto-day work efforts to go green.

Customers

Our Continuous Improvement initiative is


Operational paying off, with significant quality gains
Performance achieved through cross-functional work team
projects at six sites.

Pinpoint and prioritize key messages each week.


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Connection Tool: Story Telling Guide

Create a clear story line that


personalizes and provides context

Why is this
important to
you?

Why is this
important to
our work
group?

Why is this
important to
our
company/
division?

Why is this
important to
our
customers?

Knowledge matters
but not if you cant translate and transfer it.
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Example: Simple Story Telling


Message: Our team missed a critical deadline
on Project X.
INDIVIDUAL:
Your
career
advancement
will be
negatively
affected if coworkers feel
they cant
count on you
to deliver

TEAM:
Our reputation
as a team
will suffer
due to our
poor
performance
in meeting
deadlines

DEPARTMENT:
The project
schedule will be
pushed back
which will have
negative
consequences
for other teams

CUSTOMERS:
Our
customers
will lose
confidence
in our
companys
ability to deliver

Start with ME, expand to WE!


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For Better, For Worse: Honesty Matters


Dulye & Co. 2012 Research-Lying in the Workplace Poll: Compared to
5 years ago, the prevalence of lying in the workplace has:
Increased

Stayed the same

Decreased

 inability of manager
to deliver the truth

9%
49%
42%

Total: 244
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 managers do not
know how to
effectively
communicate
change, good or
bad
 leader sugarcoats
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Nail Your
5.4.
Unlock
RealMessage
Feedback

Dubbed Amazon Connections, the


internal system poses questions daily
to employees to collect responses on
topics such as job satisfaction,
leadership and training opportunities
The confidential feedback is assessed
by a team in Seattle and Prague that
compiles the answers in daily reports
shared with the company...
Source: Bloomberg, 11/9/15-Amazon Wants to Know How Its Employees
Feel Every Day

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Stop, Stop, Stop Cascades


CORE 4 Model

OUTGOING
(message)

Connection

Revise attitudes and


actions to become
feedback dependent.
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INCOMING
(feedback)
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Case Study: Readiness for Feedback


Dulye & Co. Client Research: When it comes to listening to feedback
that is considered negative or contrary in tone or content, how
comfortable are:
Very Uncomfortable

Somewhat Uncomfortable

Senior Leaders

Managers / Supervisors

Employees

14%

29%

11%

36%

7%

0%
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Somewhat Comfortable

25%

32%

25%

29%

36%

39%

25%

Very Comfortable

50%

18%

75%

100%
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Build Time in For Receiving Feedback


Dulye & Co. Research-Listening Poll: Manager spends > 50% of
communication time listening to employee feedback.

Manager Responses

64%

Yikes!

Employee Responses

24%

0%

25%

50%

75%

100%

% of Yes Responses

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Build in Platforms for Real-Time Collection

Create real-time,
multimedia feedback
opportunities.

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Release Questions from the Safety Zone

Make it safe to speak


up by using probing
questions.
Learn FROM and
ABOUT others.

Whats one thing that you would change?


How effective is the new initiative?
What doesnt Joe know that he should know?

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Connection Tool: The Question Quad

Successes

Stumbles

Whats going well?

Whats not going


well?

Suggestions

SOS

What ideas do
you have?

What help do you


need?

Open-ended questions eliminate Spectator dynamics.


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6. Show That You Care

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The Measurable Impact of Genuine Appreciation

Employees who say they have


more supportive supervisors
are
1.3 times as likely
to stay with the
organization and
67% more engaged.
-New York Times, Why You Hate Work, 5/30/14

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Motivating Others: The Value of Words


Dulye & Co. Research: What motivates you on the job?

Verbal recognition from


my boss

40%

Monetary recognition
(compensation)

20%

Access to senior
leadership

13%

Additional responsibilities

27%
0%

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50%

100%

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SUV Connections: Budget Not Necessary


1. Remember names
2. Recognize birthdays and significant events
3. Make direct eye contact, full presence
4. Provide timely follow-up to questions, requests, ideas
5. Be on time for meetings
6. Share an article of interest
7. Invitation to an important meeting
8. Give additional responsibilities
9. Return voice messages promptly
10. Say Thank You!
11. Pen a note of appreciation
SUV Factor: Make it real and real-time!
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Case Study: Idea Exchanges

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Case Study: VIP Tours

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7. Own It, Together

Create a shared partnership for success.


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Get Executives Invested First

This is a business priority!


1 in 10 people have the talent to
manage!
Few have the talent needed to
naturally engage team
members and help a team
achieve excellence.
research
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Use Data to Change Attitudes and Actions

5 Most Important Competencies for Managers


Today

20 Years ago

Self-Motivation/Discipline

44% Technical Mastery

53%

Effective Communication

40% Self-Motivation/Discipline

46%

Learning Agility

29% Confidence

32%

Self-awareness

26% Effective Communication

31%

Adaptability/Versatility

22% Resourcefulness

20%

Most likely NOT what many of your managers


were hired for.
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Use Role Models to Build Awareness and Ownership

95% of my

assets drive out of the


front gate every night, and

its my job to make


sure they come back the
next day. SAS CEO Jim Goodnight
Start with external leaders who get it, then showcase
internal managers who do it.
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Week
4

Week
3

Week
2

Workplace Walk-around
Participating Managers

Week
1

Case Study: Introduce Accountability Measures

Mary Barron
Tom Miller
Marion Jones
Michael Phillips
Chris Arielini
Chip Copeland
John Bulson
Kitt Potter
Peter Nakasian
Aaron Stein

Red = Incomplete

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Yellow = Late complete

Green = Complete

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Connection Tool: Manager / Employee Quick Polls


 Gauge managers on
their progress, needs,
questions, concerns
 Poll employees on
whats happening,
whats working and
whats not
 Be prepared to share
and act on data

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Make Poll Results Easy to Read and Share


Dulye & Co. Client Research: Compared to a year ago, how have your
work relationships changed in the following areas:

With staff in other


Departments/Programs

With co-workers in your


Department/Program

Results
indicate
change for
the better

With senior leaders

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Wrap-Up: Connections, Not Cascades

NOW WHAT?
1. Identify a key internal
customer and meet
with him / her

1. Carry your own bags


2. Mix and mingle

3. Read the tea leaves


2. Share what youve
learned and
emphasize the benefits 4. Tell simple stories

3. Create a customized
CONNECTION game
plan
4. Track, measure and
coach with data
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5. Unlock real feedback


6. Show that you care
7. Own it, together
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Helpful Resources
 Corner Office The New
York Times (Sunday
Business Section)
 SmartBrief on Leadership
 Harvard Business Review
Daily Alert
 Linda Dulyes SpectatorFree Workplace Blogs at
www.dulye.com

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Questions?

Linda Dulye
ldulye@dulye.com
201 532 0118

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