Cracking the manager communication conundrum

 Depressing when things go round in circles, isn’t it?

In 2009, Engaging for Success identified managers as one of the enablers of effective employee engagement, with the importance of effective communication very evident. That was hardly the first time the issue had been highlighted, so why are we still hearing so many concerns about managers and communication capabilities? Why, after so many years, have we not ‘cracked it’?

For me, the root of the issue lies in the way we prepare people to become managers. Generally we still promote people based on technical skills rather than people management abilities. And when we do so, we don’t put enough emphasis on developing management capabilities: communication being one of them. Yes, there are occasional courses, either bespoke or ‘off the shelf’, but it’s rarely an area for consistent coaching or support. And it often falls by the wayside in the face of other priorities.

As a result, we never really address the issue, leading to more hand wringing in conversations and conferences across the land. If we could establish a more consistent focus on communication as a core skill for managers, it would surely strengthen culture and bring benefits to employers and employees alike. It would require time, commitment and investment, but perhaps we could finally consign this repetitive conversation to the past.

Let’s not lose the human touch

 

Internal communicators have a lot thank technology for. We have many more tools and platforms than were available even five years ago, giving us more ways of building closer connections with employees. But is tech always the right solution?

I worry that there is so much attention on different tools to seek views or track sentiment that we are losing focus on human interaction. That a new platform can actually increase the distance between employers and employees rather than reduce it.

Rather than reaching for a new tool of some kind (and the ever-growing array of suppliers willing to sell us one), I feel we should be spending more time on helping our leaders and managers reach into our organisations, to connect with colleagues and have open and productive discussions. That will help us strengthen the culture of engagement far more than a shiny new platform alone, however sophisticated that may be.

The more things change, the more they stay the same

There has been quite a bit of commentary following the publication of IC Index 2023 this month. The Institute of Internal Communication and Ipsos Karian and Box have delivered a comprehensive and rigorous report, which contains real insights - but also some reminders of persistent concerns.

Take trust in CEO communication, for example. Worryingly, the report shows that only 54% of employees trust what their CEO communicates. It’s a concern that has echoed through the years. Many leaders and internal communicators are still seeking to resolve it.

Another example: more than half of employees do not see their organisations listening to and acting on feedback. Again, a long-standing issue, on which the dial does not seem to be moving - despite all the options available. This is more about culture than capability: if organisations aren’t really committed to fostering genuine dialogue, no technology can fix it.

The report also shows that many employees want to hear more from managers, yet one in three of those managers feels ill-equipped to lead conversations. Managers clearly need support - but it is a familiar cry for help. It’s frustrating to see such issues persist, nearly 15 years after the MacLeod Review highlighted ‘engaging managers’ as a crucial enabler of employee engagement. Of course, that Review also identified a strong strategic narrative and employee voice as two other drivers...

There is much in this report for communicators to consider in the context of their own organisation. There are important insights, such as the 15 minutes we have to connect with employees each day. There are also some nuggets that challenge received wisdom (for example, the fact that email remains the preferred method for employees to receive news may put a dent in ‘shiny new toy syndrome’). However, it’s disappointing that so many long-standing issues remain unresolved and to see the impact these have on employees.

Surely, now is the time to take action.

Outing the issue of out-of-hours emails

The BBC has reported on an interesting academic study suggesting that efforts to ban employees from accessing work email out of hours – in an effort to curb burnout – could actually increase anxiety for some.

Who would have thought it: one size does not fit all.

This study does speak to me on a personal level, because I am undoubtedly one of those for whom a blanket ban would cause issues. I also think it’s impractical. In a global economy, many of us need to liaise with people in different time zones, all the time. It’s just not possible, or desirable, to work within some allocated hours for such projects. Squeezing the work required into mandated hours would, as the study suggests, inevitably cause more stress.

That’s not to say I don’t appreciate the spirit of the idea. I can absolutely see the risks of an ‘always on’ environment and can understand why there is a search for potential solutions. But, for me, the answer lies not in mandates from outside an organisation, but in enlightened management within it.

If you work in an organisation – or for a manager – that recognizes the demands of your role, and the peaks and troughs of workload, then you may be able to flex your working pattern accordingly.  To take account of the fact you may be working with colleagues on the other side of the world late at night. To get more of a break from “traditional” working hours elsewhere as a result. That understanding, and that flexibility, helps release the pressure that build up (as long as you deliver!).

The horror stories you hear of people feeling like they always have to be online – on top of their ‘normal’ working hours – emerge from a culture in which expectations are both unhealthy and unrealistic. In such situations, there is no way of releasing the pressure: perhaps a manager insists on you always being ‘present’ and/or imposes rigid working patterns that take no account of the fact you’re essentially working round the clock when others have disconnected. No blanket ban is going to circumvent those cultural issues: the unrealistic expectations will remain, and employees will be expected to keep up through other means. The self-destructive culture will remain in place.

The way to address this issue is, surely, to build rapid and wider understanding about the damage that unrealistic expectations, and rigid working patterns, do to many organisations and the people who work for them. And to showcase alternative ways of working that help keep everyone happy. We have to help organisations, and managers, to have the ‘light bulb moment’ for themselves.

Tick, tock, tick, tock

If I see one more treatise on the importance of - or tips for - engaging millennials, I may well scream. Not just because of the sweeping generalisation it implies, but because this rush to embrace more youthful segments of our workforce seems to ignore the fact we have an ageing one.

This brings to mind a Unum infographic from several years ago, which collated statistics on this issue in the UK. I remember the key ones: by 2020, employees aged over 50 will make up 1/3 of the working population and at least 20% of employees are now not planning to retire until 70+.  

So why is there currently so much emphasis on millennials and scant discussion of strategies for engaging older workers?

The cynic in me suggests that much of the commentary generated around millennials centres on new tools or platforms for which the generalisation provides a convenient sales hook (I know, shame on me). And I do think we’re risking missing out.

We need to take a broader approach – and that doesn’t mean inventing a new label, whatever the equivalent of ‘silver surfer’ might be in a company context. It means building more in-depth understanding of what our employees need. Some of our older workers will shame the most whizzy of technical wizz kidz with their knowledge of tools and platforms, others will be the other end of the spectrum. Funnily enough, the same will apply to millennials. So let’s look deeper than those labels at the needs and issues for the employee groups in our particular audiences. Some sophisticated planning and discussion around how organisations can continue to engage all segments of the workforce.

But at least recognising that we have an issue at one end of the age range, equivalent to (and maybe even greater than) those at the other end of the spectrum, would be a good starting point. 

Employee engagement: “a tool for control, not emancipation”?

One of the things that really attracted me to employee engagement, many years ago, was the prospect of challenging traditional, ‘command and control’ models with a more collective, mutually beneficial approach. But has the field failed to deliver on this promise?

I ask the question following a panel discussion at the launch of The Oxford Handbook of Meaningful Work earlier this week. One of the issues discussed was the role of employee engagement, with one panellist calling it “a tool for control rather than emancipation”.

Is that really what it has become?

I have to say I don’t believe this is anywhere near universally true: I have been privileged enough to see, work with and work for a number of organisations that have recognised the strength of plurality and shaped working practices around it.  

I see the benefits of that collective approach in companies of all types and sizes. It aids the organisation and it aids individuals.

However, based on this week’s discussion, there are clearly organisations in which employee engagement has been adopted – maybe subverted – to reinforce rather than redefine ‘command and control’. Giving it another name, if you will, rather than exploring new ways of working.

Over the years, I’ve heard various reservations leading to reticence on employee engagement. They have included venturing into the unknown, being concerned about ambiguity and/or a fear of “letting go”.

I’ve also talked to leaders and managers who have worked through such concerns with their people and come out the other side, with stronger organisations as a result.

I hope those who are not yet on board with this approach come to understand its benefits and work with their people to grasp them. Employee engagement, in its true sense, opens up many opportunities.

Shaping successful company narratives

One of the fascinating areas in which my colleagues and I are working is the development of company narratives. These are endlessly intriguing, stimulating projects from which the outputs can make a major difference for any organisation, no matter what size or sector. I’ve seen them work wonders in terms of enhancing engagement, alignment and common purpose.

But they are often discussed in articles and commentary in wildly dramatic terms, as if there is some mystic art behind their development and delivery.

There isn’t.

A narrative should be a clear, concise and practical tool for the organisation, forged from the culture of the organisation and used as the foundation for all engagement activities with stakeholders. It should be developed with extensive input from those within the company and embedded across all the organisation’s touchpoints with those groups. There should be at least as much emphasis on embedding its use as there is on its articulation in the first place.

Here are a few steps (among many) I would recommend:

1. Understand parameters 
Any narrative project, however wide the commitment to employee involvement, must start with a framework. This must come from conversations with leaders, so you gain a clear understanding – in their words – of the organisation’s purpose, ‘north star’ and strategic themes. Those leaders will also set the cultural tone for the organisation and act as guardians of its core values. Drawing out different leaders’ views on all these areas will give you a framework within which to work.

2. Involve team leaders/supervisors
Sometimes, in these projects, there is a rush to involve front-line employees as quickly as possible. Such involvement is, of course, essential to creating a narrative that is both compelling and credible. But don’t neglect the ‘squeezed middle’: the team leaders and/or supervisors who play a pivotal role in translating strategic aims into day-to-day action. They are a crucial group in their own right, so gain sufficient representation from them and tailor your research guides and materials to seek their input.

3. Craft, test, craft, test 
One great challenge in these projects is to collate and distil key themes emerging from employee involvement into a clear, concise and compelling narrative. But don’t shape it solely behind closed doors and then unveil it to the world. Test it with key stakeholders to help maintain their involvement and assess whether the themes (and words) you’re proposing resonate and inspire. Make it an iterative process.

4. Find the ‘proof points’ 
Any narrative stands or falls on its credibility and, therefore, must be supported by evidence. This can come in several forms, from facts & stats to mini case-studies, all of which should form part of the supporting material on which you can draw for engagement activities. Spend time seeking these ‘proof points’ early on.

5. Work with touchpoint ‘owners’
Every organisation has multiple touchpoints with its stakeholders. These are often managed by many different people, with limited interaction or cross-over: these colleagues’ adoption of the narrative – or otherwise – will mean the difference between a narrative that lives and breathes within the company and a project that withers on the vine. So identify these colleagues and examine how best to connect and communicate with them. Lean on your senior sponsors to help them set expectations. Work with touchpoint ‘owners’ to engage them in the narrative, identify their support needs and flesh out any concerns. Provide a simple toolkit of materials and guidance to help them. Stay in touch and work with them on delivering principles in practice. Be a collaborator, coach, agony aunt and steadfast support.

6. Keep evolving 
A narrative should be a living, practical tool for the organisation. It should not be a set of fine words that sits in a document or is posted on a website and forgotten about. As the company changes, the narrative should evolve with it. Establish a practical and systematic process for reviewing, updating and re-issuing the narrative (and/or supporting ‘proof points’) to touchpoint owners.

There are many other steps to consider, but these are some fundamental pointers that make a big difference, whether you’re an SME or a multinational.

Engagement before induction: the ‘Peacock Principle’

At the Engage for Success conference last month, I was inspired by a tale from serial entrepreneur Sir Eric Peacock regarding one of the practices he follows within his companies.

It’s a simple thing: his companies send a bottle of champagne with a couple of glasses to people about to join them. The message is clear: “we’re looking forward to seeing you”. The aim is to engage the employee before they even walk through the door, to demonstrate that this is an employer that will value them. Of course, there’s a defensive aspect to this – they don’t want the prospective employee to be attracted by a counter-offer from their current company – but there is also a real commitment to engagement and to treating an employee as individual, even before he/she joins.

It’s not the only thing that is sent. There is other material that follows it, including the usual pre-joining stuff you will get in any company. But the celebration comes first: an important signal that sets the context for the connection between employer and employee.

I’ve heard about it before, but I still found it inspiring. Why? Because we don’t do enough of it, in any of our organisations. It doesn’t have to be champagne, that’s not right for everyone, but a gesture that shows we are excited to welcome a new employee and can’t wait to start working with them is a powerful signal of intent. It’s easy to appreciate the warmth that such a gesture creates. So why don’t we do more if it?

To start as we mean to go on, to really connect with people and seek to build engagement, we should be using every opportunity. We should also be creating additional touchpoints to ensure a connection struck during recruitment is maintained and even strengthened rather than falling fallow. The ‘Peacock Principle’ as I shall now be calling this, is one to remember. 

Engaged or 'in here'?

There has been more media discussion this morning on the lingering issue of ‘presenteeism’ and its links – or lack thereof – to productivity.

It is amazing that we are still debating such issues. Commentators have been discussing the need for managers to look upon flexible working more favourably, rather than having to see the whites of someone’s eyes in order to manage them effectively. Haven’t we been having such debates for 20+ years? Why are we still floundering around the issue rather than identifying methods and models that make flexible working an accepted and effective element of the modern workplace?

If some leaders and managers are yet to be convinced, maybe they need to see more overt proof of the impact. So why aren’t the various bodies involved in these debates doing more to identify and share lessons from organisations who have really made flexibility work, for employer and employee? We need less discussion over ‘why’ and more focus on ‘how’ if we are going to move the debate on.  

As one commentator this morning has put it, in a knowledge-based economy, whether someone is physically at their desk is increasingly irrelevant. Nor is engagement location-specific. There is so much employers can do to build effective relationships with their people – and enhance productivity – whether or not those individuals are physically in front of them. We should be focusing on how to make that happen, not whether it should take place.  

Culture starts and ends with each of us

I’ve seen a rush of recent articles and blog posts on elements of ‘cultural transformation’. Model after model on how to mould an organisation’s culture around the way you want things done. Isn’t this the wrong way of looking at things?

No model or process is going to ‘make’ people do things differently, willingly and enthusiastically, in a way that re-shapes the organisation. No employees take an edict from on-high and embrace it to the extent that they love and follow it as their own.

What anyone eager to change the way an organisation works must do is articulate a vision of the future and engage them in the benefits of that change. Don’t lay down, in minute detail, every element you want to re-shape, but engage people in the ‘whats’ and the ‘whys’ and allow them to connect, interpret and change working practices to align. Set the parameters, in other words, and support teams and individuals to respond.

You can’t forcefeed colleagues with culture change. Instead, engage and empower them to take on your goals as their own, and make their own changes to support the vision you’ve outlined. I feel that’s a big difference between ‘transformation efforts’ that become embedded into the organisation and those that simply wither on the vine. 

A manager’s magic dust

If you’ve ever been in any doubt as to the importance of a manager’s words and motivation, take a look at the England football team’s performance on Monday night.

In the first half, I’d say performance was good but not spectacular. In the second, the team fell apart. What happened in between? A team talk from the manager and his coaches. What should have been a chance to regroup, ensure clarity over roles and build confidence for the second half seems to have had exactly the opposite effect. Team members looked unsure, made individual errors and began to lose collective composure. The result…well, you’ll have seen it (watching through your fingers, if you’re anything like me).

The events just show how pivotal a manager can be to performance. Giving team members clear objectives. Helping them understand what is expected of them in their roles. Building their self-belief and inspiring increasing collaboration. Helping individuals gel to become more than the sum of their parts: in other words, an effective team.  

And yet we still fail to prepare managers for this aspect of their roles. We continue to promote people on technical merit rather than their ability to inspire, challenge and support team members. We don’t put enough focus on training, guidance or support (in whatever form this takes) and we seem to hope managers pick it up as they go along. Individuals, teams and organisations suffer as a result.

I’ve never seen any team shrink in quite the same way as we witnessed on Monday night, but I’ve seen many smaller-scale meltdowns triggered by ill-equipped managers, who have simply not been prepared for possibly the most important aspect of their role. I fervently hope we can address this issue within our organisations and industries in the months ahead. If we don’t, we’ll keep undermining our own performance and the prospects for achieving our goals.  

A fresh perspective for 2016

The end of the year often brings relief and reflection in equal measure. We look back at what’s gone well and vow to change what hasn’t. But when we’re back at our desks in the New Year, this commitment often wanes and we slip back into the way we’ve always done things (with predictable results).

In the world more widely, surveys often proclaim employee engagement to be a priority for leaders in the following year. But time passes, and little changes. And the same surveys will be saying the same thing the next time round.

But what if, this year, we really do keep our resolutions? What if we have a fresh look at employee engagement and change what we do, if only in small ways, to help us succeed?

With this in mind, we offer some thoughts on how to make more of engagement in 2016.

1. Be smart about goals

Obvious, but often overlooked. We’ve all got to understand where our organisations are heading (whether we’re in them or consulting for them) so we can define how better engagement can help. We’ve got to be ever more informed to help us interpret opportunities and deliver the value that our organisations want and deserve from us.

2. Understand interaction

Please let’s stop talking about audiences. The ‘fourth wall’ in organisations has well and truly crumbled: we’re all swimming in a sea of interaction with each other and the outside world. Let’s explore and understand what this really means and take action to nurture the type of culture that makes best use of a world in which we’re all connected, all of the time.

3. Be an activist

Let’s make this the year in which we become real activists within our organisations. People who question, challenge and critique the world around us, acting as advocates for employees and the litmus test for our leaders. Let’s be more proactive, and frankly more of a nuisance, than we’ve ever been before. If we do it well, we’ll add increasing value to those we work with and build our own credibility as a result.

4. Make more of managers

We all know that managers are the missing link in employee engagement: we can have the most inspirational leaders but their efforts will fall flat if managers lack the spirit and skills to spark and sustain engagement with their teams. We know this is a major issue, but we’ve still not managed to crack it. So let’s put in the effort required to resolve it and increase both competence and confidence among managers.

5. Let’s be creative

Creativity isn’t all about campaigns (although we’d all love to see more exciting activity, rather than the same old ‘stuff’). There are many different ways of being creative in the aim of achieving engagement, from the way we plan programmes to the tactics we use. It’s about a mindset, rather than money or team size. Let’s challenge ourselves to think differently in 2016.

6. Prioritise the personal

We all know the personal touch goes a long way. Where possible, face-to-face communication remains the most valued and credible way of striking and sustaining engagement. But when it’s not possible to do this physically, there are many different ways of doing so virtually. They’re increasingly easy and cheap, but sometimes neglected. There’s really no reason for ignoring them, not matter how big and complex an organisation is, so we hope they are harnessed more and more in 2016.

7. Don’t be dazzled by technology

Embrace new technology but use it wisely. In the rush to embrace what’s possible, what’s really relevant sometimes gets missed. Any technology, however clever it is, only helps if it fulfils a defined role. Too many times, we see technology retro-fitted to support a strategy, rather than being seen as the right solution for an identified need. Start with the need, not the kit, and go from there.

8. Evaluate every day

Finally, the thorny topic of evaluation. Only we think it’s more straightforward than others make it seem. Our industry still sees measurement as an end-point exercise, rather than a day-today process. We think assessing progress little-by-little, rather than focusing all effort on an annual evaluation jamboree, provides more insight on what’s happening and more chance to address issues. As the reliance on set-piece surveys ebbs away make this the year when measurement becomes part of ‘business as usual’.

In the end…

That’s it. They are simple steps to help bring a fresh perspective – and maybe new vigour – to employee engagement in the year ahead. It’s not an exhaustive list, we know that: we could probably all keep adding to it until this time next year. But we hope it’s some food for thought, and maybe a prompt, as you seek to spark and sustain effective engagement in 2016. Good luck!

If you could do with a fresh pair of eyes on employee engagement, if only for a chat over coffee, then do get in touch. We’re specialists, we have extensive experience, and we can help.

GUEST BLOG: Five Ways To Run a Great Town Hall Event

Town Hall meetings have become a calendar fixture at many large companies. Although originally based on the idea of New England citizens voicing their thoughts, the term Town Hall is often just another name for traditional, top-down presentations by senior management.

So how can you make your town hall event work better? Here are five ways to get it right.

As presentation experts, we always recommend people to remember A.I.M.

1.    The A in AIM is to know your audience. A big mistake we see is when senior management address employees as if they were investors or customers. These are very different groups that need talking to in different ways. To get it right speak to the condition, interests and concerns of your employees.

2.    What is your Intention? What do you want to get out of the event? Is it a rag-bag collection of parish notices, or is there something specific you want to achieve, for example to launch a new sale drive. If that’s the purpose of the meeting, make sure that your audience knows it and you theme the entire event around it.

3.    Next, you need to decide on your Message (the M in AIM) and make sure that it is the “red thread” running through everything that you say. Be ruthless and get rid of anything from your speech that obscures that message.

Don’t forget that acronym: AIM. Two other recommendations:

4.    Remember that you are there to talk to your colleagues, not to deliver a presentation. Use slides - if you must have them - as visual aids to reinforce your key points. But cut down the words on the screen. If your audience is reading your slides they aren’t listening to you. Perhaps using an image could sum up what you want to say better.

5.    And if you want to get into a dialogue with employees, create an environment for doing that. Any audience in the hundreds doesn’t normally ask many questions. An audience of 20 just might. Would you be better off organising a programme of internal focus groups – or break the session into smaller tables with an interactive element.

Finally, don’t think about Town Hall meetings only as physical events: you can run them just as effectively through virtual means by putting the same principles into practice. In any context, a Town Hall can be a powerful mechanism as part of your wider plans for engaging and equipping employees to play their part in your business. 

Paul Farrow

Partner, Benjamin Ball Associates Ltd

paul@benjaminball.com

www.benjaminball.com  

Why are we still speaking about 'soft skills'?

The campaign launched last week to promote ‘soft skills’ in the workplace is a laudable initiative. But it’s disappointing that we seem to need it. 

We all know, intuitively, how important such attributes are within teams. If we’re lucky, we’ve been part of groups with respect, integrity, warmth and openness at their core. We’ve experienced – and aided – the communication and collaboration evolving from this blend. We’ve been more engaged, committed and productive as individuals and teams as a result.

On the flip-side, we may have experienced teams where a lack of ‘soft skills’ led to friction, distrust and even open hostility. The impact can be destructive for everyone (and the organisation) involved.

We can all see the importance. So why do we need a campaign to explore and promote such skills? Why aren’t they already valued and cherished?

Well, there are no doubt several factors at play. For a start, the collective name has never been helpful. ‘Soft skills’ suggests these attributes and behaviours are all a bit flaky, a bit touchy-feely, rather than core and crucial aspects of day-to-day business. I think anyone who still holds this view should contact someone who has been involved in the type of destructive environment outlined above to discuss.

A second is that it’s difficult to quantify the precise and direct impact of such skills on performance. And this flies in the face of the apparently unquenchable thirst for measurement within business. If we can’t measure, we can’t prove value. And to circle back to nomenclature, ‘soft skills’ pale in comparison with ‘hard data’.

The new campaign has sought to address these issues head-on by releasing research saying ‘soft skills’ are worth £88 billion to the UK economy (a value that is rising every year). They are seeking to quantify the effect that such skills have on organisations and, by extension, the economy as a while. It will be interesting to see if the campaign seeks to maintain this emphasis on quantification moving forward.

In my view, there must be a balance. We do need to demonstrate impact – of course we do – and we need more rigour than perhaps we have had in the past. My own field of employee engagement is a good example; the range of metrics now being employed is helping practitioners both to identify strengths and weaknesses in methodologies and to make the case for further investment. But in engagement, as with ‘soft skills’ more widely, we must be wary of trying to force out statistics that don’t make sense. It’s not always possible to describe the precise effect of human interaction (or the skills that inform this) on performance in terms of numbers or percentage points. Some degree of assessment and reasoned interpretation will always be required.  And the fact that we can’t create a numerical causal link doesn’t mean ‘soft skills’ don’t have a major impact. 

So I hope the campaign goes well and that as many of us as possible contribute to its consultation. I hope it identifies new ways of nurturing such skills and that, through the ideas it uncovers, the whole area attracts greater and more consistent acclaim. I just believe metrics should be an element of the discussion, not the substance.

Santa, can you help employee engagement?

Dear Santa,

My kids have been crafting their Christmas lists for weeks so I thought I’d send you mine too. It’s just a handful of things I’d love to change about the profession I’m part of. Can you help us achieve the following?

1.     Stop trying to define what we do – unless your elves can create a universally-accepted explanation, in which case please feel free to drop it down the chimney. Currently, the time we spend discussing what we do hinders us from getting on and doing it.

2.     Focus increasingly on business need – we’re getting better at this, but we must ensure everything we plan and do is rooted in – not just related to – business goals. We’ve got to articulate a clear, strong and measurable link at all times.

3.     We end talk of ‘adding value’ – I hate the phrase. It may be a personal thing, but I can’t believe people will be clamouring to keep it. Let’s just show how we plan to make a difference and get on with doing it.

4.     We accept surveys for what they are – they have a role: they’re not perfect, but let’s recognise that, take what we need from them and move on. 

5.      We give managers more attention – we know managers need more support to build communication skills and confidence. We’ve talked about it a lot, but not done enough about it. Let’s work with colleagues in areas like HR to make this a priority in 2015.

6.     We tame technology – new tools and platforms offer us major opportunities to improve the way we engage with employees, but we’re in danger of being dazzled by them. Let’s be clear on the engagement needs in our different organisations and find the right tool(s) to meet them (rather than approaching things the other way round).

7.     We get better at measurement – yes, I know I asked for this last year, but we need to go even further in the next twelve months. We need to be clearer, more consistent and more sophisticated in the way we evaluate progress, identify issues and demonstrate the difference we deliver.  

I could go on, but you’re a busy man (and having seen what my kids have written, I doubt you’ll have time to consider the rest of us). Any help with these areas would really benefit me, my colleagues and the organisations we work in or with. And I won’t have to hassle the Easter Bunny in a few months’ time.

Thanks in advance

Paul

Six steps to engaging managers

One of my regular topics in recent months has been the way in which we engage and equip our managers to communicate with people in their teams. We know (and have known for years) that we don’t prepare them as well as we could, yet there still seems little consensus on how to improve this. So I‘d like to offer some suggestions on steps that any organisation can take to make progress.

1.      Define what you need – different organisations have different priorities. Some need to work on skills for sharing information, whilst others need to spend more time on how to build dialogue. Most need a focus on both areas to some degree, addressing the points and issues most pertinent to them. So don’t just pick an off-the-shelf development package for managers and hope it will fit: identify the key issues for your organisation, and the people with in it, before sourcing or designing a solution.  

2.      Identify people (and potential) – once you have articulated what you need, consider whom you might need it from: not only current managers, but also those with the potential to progress. The earlier you can identify and start to prepare these people, the more you can help them evolve into the type of managers you need.  

3.      Target employee ‘touchpoints’ – identify the various ways in which you currently connect (or could connect) with the people you have identified. Consider how you can use these touchpoints to convey and reinforce key messages about the behaviours you want to see. Don’t rely on training alone: seek and harness all the other channels and tools you have available.  

4.      Develop your training – training always plays an important part, but don’t rely on generic materials or exercises: they will seem a world away from day-to-day experience for your people. Root your training in familiar scenarios, with specific examples relevant to your organisation’s operations and ways of working. You are far more likely to gain the traction and inspire the behaviour change you need if participants don’t have to work to grasp the relevance.  

5.      Engage managers as people – throughout this process, help your people understand what’s in it for them: not just as company managers, but also as individuals. Help them see how more effective communication could aid their own enjoyment of, and well-being at, work. And give them the same support you would for anyone involved in change: the chance to ask questions, discuss issues and raise concerns. Don’t just give them materials or a training session and expect them to immediately deliver.

6.      Hard-wire behaviours – finally, make sure desired behaviours are reflected in objective-setting, recognition and performance management processes.

 

These are just a handful of steps to help any organisation engage and equip current and prospective managers with skills that they and the organisation will need. 

Helping the ‘squeezed middle’ support social

In a post last week, I highlighted the lack of focus on managers in discussions around enterprise social networks (ESNs). I’d like to follow that post by offering some thoughts on how organisations can address the issue.

Managers form the ‘squeezed middle’ in any organisation. They need to deal with twin – and potentially conflicting – pressures: expectations from leaders that they will deliver business plans in practice and expectations from employees that, whatever the corporate demands, their manager will look after their particular needs and interests. It is, to put it mildly, a tough gig.

But it’s a pivotal one, particularly when an organisation is seeking to introduce new ways of working. And this is, in many cases, exactly what the advent of an ESN is intended to achieve. The aims usually include breaking down silos and inspiring collaborating outside traditional role descriptions. This carries major implications for managers who, in many structures and cultures, have hitherto focused on a confined team, with defined roles and related objectives/performance management processes. Suddenly, employees are being encouraged to look beyond their traditional team(s), to contribute their time and expertise to questions and challenges faced by people in different parts of the company, whom they may never meet nor directly work with. If such collaboration is to become part of day-to-day life, managers need to understand and encourage it, embracing the opportunities rather than fighting against the implications. Yet we may not be doing all we can to engage and equip them for this change.  

With this in mind, I’d like to suggest some simple steps that any organisation can take to better prepare their managers for an ESN:

1.    Engage them – the first step must be to engage managers as a group in themselves. This isn’t an issue associated solely with an ESN, because greater recognition of the need to communicate directly with managers as a discrete group would enhance engagement in many contexts. But in this case, it’s important to help them understand the aims, benefits and implications of an ESN so they can engage with and process what it would mean for themselves and their team(s). This isn’t just about sharing information, it’s also about  seeking their questions, identifying and addressing their concerns, and identifying what additional support (if any) they may need to play their part. This is vital groundwork if you want new ways of working to take root within day-to-day business.

2.     Involve them – as you develop a tool to help spark new ways of working, involve managers to help you identify and address potential issues (for example, desired functionality, or implications for management systems beyond the new tool). Taking some simple and structured soundings at key points in the process could elicit valuable insights that you can use to develop or tailor the changes you’re intending to introduce.

3.    Train them – the way we train (or don’t train) managers has been an issue for years. We all know it (and it’s worth hearing the words on this topic from Peter Cheese, CEO of CIPD, in his recent interview with Engage for Success). Yet we still promote many people based on their technical prowess without giving them a grounding in the communication or engagement skills they’ll need to succeed.  And the introduction of an ESN only exacerbates that need.  Every organisation should be considering what training and support managers will need to aid the introduction and embedding of the tool and its associated ways of working.

4.     Engage with them (again) – you’ve got to keep connecting and communicating with managers to help them play their part. Continue to share information on progress. Invite and respond to further questions or concerns. Celebrate what the new tool and associated ways of working have helped to achieve. This can help you create an informed and engaged group that forms the bedrock for a stronger and more collaborative community across the organisation as a whole

5.     Help them  – the most enthusiastic managers will struggle if their organisation’s systems don’t align with the aims of an ESN. For example, if you are expecting people to collaborate across traditional team boundaries, you have to recognise that desired company behaviours and performance management processes should reflect this. In essence, such systems must show managers they should encourage rather than hold back such activity, and to participate in it themselves.

 

6.       Show them – last but not least, managers need to see role models, particularly leaders who eagerly embrace and participate in the ESN and associated ways of working. If all the other stars are aligned, but leaders suggest indifference, the changes you are seeking may still simply impact on the surface of corporate culture, rather than taking root within it.

I am sure there are many others, and would love to hear your views or suggestions. But these steps are crucial to helping to engage and equip managers to play their part. Without sufficient focus on them, an organisation only undermines the investment it makes in any new tool and associated ways of working.

Under new management: why enterprise social networks require a different approach

With all the fervour over the power and potential of enterprise social networks (ESNs) to improve the way we work and engage with each other, one important issue has been given less attention. What is the impact on managers?

As we empower people more and more to connect with peers in different parts of the organisation, enabling them to develop ideas and resolve issues together, we’re breaking down all kinds of silos but we’re also unpicking more traditional modes of management. Stowe Boyd talks about ‘leanership’: his vision of a situation in which teams organise and manage themselves, with everyone demonstrating elements of leadership on a day-to-day basis. Whilst that might seem a long way off for many organisations, the direction of travel is clear and we should be considering the implications for the way we prepare and support managers to play a changing role.

The issue is particularly acute because we haven’t caught up with the needs of today, let alone tomorrow. The ever-growing canon of literature and commentary regarding employee engagement highlights just how important a more involving and empowering approach to management is within organisations. We know that people will give more if they feel part of their team and their organisation, that they have a voice in it, that they are not just recipients of instructions. Yet survey after survey bemoans the state of our management skills, suggesting we are not equipping or supporting managers to fulfil this role.  And now we want managers to change even more?

Make no mistake about it, if we’re going to make the most of ESNs, we need managers at all levels to grasp and help catalyse change. We need them to re-think what constitutes day-to-day work for their people. We need them to liberate employees to connect and communicate with others in very different areas. We need them to reshape the way they organise people and to nurture behaviours that bust silos for the greater good.  And we will need them to consider implications for the way they evaluate and recognise individual contribution and performance.

This is a big change for managers – and for the organisation as a whole. Leaders will set the tone, and colleagues in Communications or IT will introduce the tools, but managers will hold the key to whether ESNs really change the way companies work or simply impact on the surface of corporate culture. Yet in my view there has not been nearly enough discussion or emphasis on how we can engage and equip them to play their part.

A theme I shall return to in future posts!