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  • Marzipan and Permafrost P: Beyond Blaming Line Managers To Building Line Communication Capability G P y

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    This document discusses improving internal communication challenges by asking the right questions, identifying what can be executed internally, and pushing for changes in other practices. It suggests asking managers and frontline employees the right questions about communication preferences. Tools that can be executed internally include communication toolkits, manager training, and reengineering processes. It also discusses identifying what functions like HR must execute, such as making internal communication an intelligence source for leaders and contributing to initiatives with long-term feedback channels in mind.

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    Aviva_LineManagerCommsCapability

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    This document discusses improving internal communication challenges by asking the right questions, identifying what can be executed internally, and pushing for changes in other practices. It suggests asking managers and frontline employees the right questions about communication preferences. Tools that can be executed internally include communication toolkits, manager training, and reengineering processes. It also discusses identifying what functions like HR must execute, such as making internal communication an intelligence source for leaders and contributing to initiatives with long-term feedback channels in mind.

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    Attribution Non-Commercial (BY-NC)
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    19 views13 pages

    Marzipan and Permafrost P: Beyond Blaming Line Managers To Building Line Communication Capability G P y

    Uploaded by

    mrhibbert
    This document discusses improving internal communication challenges by asking the right questions, identifying what can be executed internally, and pushing for changes in other practices. It suggests asking managers and frontline employees the right questions about communication preferences. Tools that can be executed internally include communication toolkits, manager training, and reengineering processes. It also discusses identifying what functions like HR must execute, such as making internal communication an intelligence source for leaders and contributing to initiatives with long-term feedback channels in mind.

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    of 13

    Marzipan

    p and Permafrost
    Beyond blaming line managers to
    building
    g line communication capability
    p y

    Lynne Gray group internal communications director


    Adam Hibbert group communications manager
    What’s the problem?
    p

    Yo r senior stakeholders are fr


    Your frustrated.
    strated
    From where they sit, the strategic, visionary decisions they took,
    months ago,g , all seemed to be going
    g g well according g to their direct
    reports ... but they’ve suddenly discovered they’re actually bogged
    down, in a quagmire of what feels like middle manager resistance.
    Mobilisation of the frontline has barely begun.
    Do you have a communication problem?
    What we’re covering today

    1. Asking the right questions

    2. Identifying what we can execute and deliver, within IC

    3 Pushing for change in other people’s


    3. people s practices

    Presentation title here 00.00.00 page 3


    1. Asking the right questions
    What you’re shooting for determines the kind of ammo you need.

    ????? Cli t surveys:


    Climate

    ???
    “Tell us everything that concerns you, so we can ignore you more
    comprehensively next year.”

    Internal Communication surveys:


    A chance to focus on what drives good/bad responses
    1. Asking the right questions
    (and asking the right people)

    channel preference ...


    Source
    timeliness ...
    salience ...
    Manager
    g Manager
    g
    #1 #1

    Manager Manager
    #2 #2
    the picture
    was immediately,
    overwhelmingly clear
    clear, Manager Manager Manager
    #3 #3 #3
    and consistent ... all our
    employees would be thrilled
    with communication if only our line
    Frontline Frontline
    managers would get on with the cascade.
    1. Asking the right questions
    (and listening to the right people)

    Salience ... Timeliness ... channel preference:


    the picture was immediately, overwhelmingly clear, and consistent ...
    all our employees would be thrilled with communication
    if only our line managers would get with the program.

    Presentation title here 00.00.00 page 6


    1. Keep asking the right questions
    so what do managers do, again?

    Source Manager #1 Manager #2 Manager #3

    Yes! Yes! Yes!

    ? ? ?
    Yes! Yes!

    ? ?
    Yes!

    Frontline
    2. What we can execute
    (a) Tools and toolkits

    Print assets to
    Manager advice to share at manager
    build a ‘team-led’ training etc,
    comms plan in 1hour. reinforcing online
    messages.

    Site with
    accessible
    resources,
    organised
    On-demand into ‘Listening
    Listening
    presentation – Writing -
    (brainshark) Talking.
    2. What we can execute
    (b) Team leader training
    2. What we can execute
    (c) Re-engineering IC processes

    Source Source #1 Source #2 Source #3

    #1 #2
    #3

    Fixed date, prioritised

    Frontline Manager #3
    4. Identifying what others must execute

    5 4 3

    Source Manager #1 Manager #2 Manager #3

    Yes! Yes! Yes!

    ? ? ?
    Yes! Yes! 2
    ? ?
    Yes!

    ?
    1

    Frontline
    4. So, what does that involve?

    Changing our advice to the Influencing others to integrate this


    stakeholders we support: approach into their own work:
    • IC becomes an ‘intelligence source’
    for leaders – we should be the gateway
    drug that gets our execs hooked on
    employee feedback
    feedback.
    • We contribute to functional initiatives
    (esp HR) with our own big picture in
    mind designing each tactical step (eg
    mind,
    ‘team-led comms planning’) both to
    meet a short-term need, and to install
    the building blocks for feedback
    channels.
    h l
    Thanks
    & questions?

    Lynne Gray group internal communications director


    Adam Hibbert group communications manager

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