Professional Documents
Culture Documents
Open book management is the purest communication philosophy I’ve worked with. It’s grounded in the notion of creating
businesses of people who think and act like business owners. People in open book companies are steeped in business
literacy, work daily to improve the financials and have huge amounts of financial information available to them.
I taught a young communication professional about open book management a few years ago. She and I built a new
communication system in an important piece of her company. We taught employees open book concepts.
In only five months, the people had taken performance to heights that surprised even them.
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It enables them to think and act in ways that improve business results.
They gain skills and knowledge so they can teach others in the organization about the financial and operational
aspects of the business.
They can more easily translate external and internal factors and their impact on the business strategy.
Successes create pull from other leaders for value-added services.
It builds credibility as business professionals, not “just” communicators.
They can bring a broader set of competencies to problems.
They’re able to influence a larger number of critical areas of the business.
First, they want someone to make a positive impact on their business. One communication department we worked with
improved sales by 23 percent while generating a 1,440 percent ROI.
Clients want to work with people who understand their business. They want help developing strategies, leading their
thinking about the future, joining them for brainstorming sessions and helping them understand how they compare to
others within and outside their industries.
The strategic adviser/client relationship must be based on trust. Trust is formed when you listen, build a shared agenda,
ask great questions, take firm points of view and regularly ask for feedback.
When clients trust you, they’ll continue asking for your advice, act on your recommendations, involve you on more
strategic issues, respect you and refer you.
Change management
A director of internal communication helped reduce damage in a distribution center by 65 percent while increasing
productivity by 16 percent. That’s an example of a communication professional managing a change process with leaders
and front-line employees.
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Broad change management typically requires knowledge and skills that cross organizational boundaries. Executed well,
change management is a systematic approach to transitioning people, teams and organizations from where they are now
to where they need to be. It includes tools, techniques, processes and time-tested theories.
The traditional role of the communication practitioner has been to communicate about change.
Communicating about change focuses on explaining why the organization needs to change, what’s been done to change,
and what people need to do to make the effort a success. It’s a reactive approach to communication management.
Managing communication to change is a proactive approach. It correctly assumes that communication breakdowns cause
underperformance and eliminating those communication breakdowns improves performance.
It also is likely to address multiple communication sources—what leaders say and do. It includes organizational
processes and systems including work processes, measurement, rewards, recognition and learning processes—all of
which communicate.
Leadership development
I’ve consulted to many of the so-called leadership engines, companies that focus hard on building strong l systems that
churn out great leaders. They include IBM, 3M, Procter & Gamble, Toyota, FedEx and Dow Chemical.
These companies nurture their leadership development system. The system includes the formal and informal
communication that tells leaders what’s expected of them, how they’re doing and what they need to start, stop and/or
continue doing to succeed. It includes their goals, incentives and feedback they receive or don’t receive.
There’s a consistent way these companies build and sustain their leadership engines. Here’s a typical process.
Explain to senior leaders what impact they have on the communication system so they understand how to use
it.Explaining the three communication sources (leaders, systems and processes, and formal channels). Leaders
have the biggest impact.
Create clear communication expectations among the leadership team.Translate words into actions using a process
I call “When we say this, it means we will do this.”
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Conduct a 360-degree leadership assessment to establish a baseline and to create leadership development plans.
Build and implement a development plan that closes gaps between leadership communication expectations and
the assessment results.
Align the reward system to expectations.Connect rewards and incentives to performance.
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