通用电气公司的培训课程课件英文版
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Manager’s Communication Toolkit
Purpose of Workshop
Connecting employees to the business vision
• Understand how communication plays a key role in your effectiveness as a leader and in delivering business results
Manager’s Communication Toolkit 5
What is Communication?
Defining Communication
Leaders must view communication as employees do
Communication:
Manager View
Manager’s Communication Toolkit 13
GE’s Communication Model
Employee commitment is earned only after basic needs are met
Basic knowledge needs as employees describe them:
Employee Loyalty
Employee Productivity
Customer Satisfaction/ Customer Loyalty
Revenue Growth
Profitability
Manager’s Communication Toolkit 3
Байду номын сангаас
Communication as a Link
Manager’s Role
Employee commitment is earned only after basic needs are met
• Help team members understand their responsibilities and talk about expectations
Event or Product
Examples:
E-mail Inside GE CEO web cast
Employee View
A Process
Examples:
Performance feedback Market information Team updates
Manager’s Communication Toolkit 7
• Recognize and act on people’s ideas
• Practice common day-to-day courtesies and civilities
Individual needs
Does anyone care?
Source: Roger D’Aprix Manager’s Communication Toolkit 17
What is Communication?
Communication has two core processes: “Sending” and “Listening”
Communication is a process that turns information into understanding
Our Business
Manager’s Communication Toolkit 4
Leadership Development
Capability and Contributions Listening, Learning, Teaching
Several Career/Experience Enhancers
How am I doing?
Source: Roger D’Aprix
Manager’s Communication Toolkit 16
Manager’s Role
Employee commitment is earned only after basic needs are met
• Take time to listen and talk honestly with employees; value and respect them
Job Responsibilities
What is my job?
Source: Roger D’Aprix Manager’s Communication Toolkit 15
Manager’s Role
Employee commitment is earned only after basic needs are met
Commitment 6
How can I help?
1 Job responsibilities
What is my job?
Vision, mission, strategy
5
Where are we headed?
How am I doing?
2 Feedback,
performance review, coaching
Senior Leadership
Team
Managers M M M M
Associates A A A A A A A
Manager’s Communication Toolkit 10
High Say/High Do
Open, honest and direct communication
Manager’s Communication Toolkit 11
Several Leadership Enhancers
• Black Belt, Master Black Belt • Corporate Audit Staff • Multi-Business Experience/Exposure • Unique, Stretch Assignments • Financial Acumen • Global Experience/Cultural Breadth • Functional Depth
• Learn about the communications model and how to apply it within your work team or department
• Create an environment that fosters open and honest communication
• Make feedback a frequent and timely activity
• Learn how to listen effectively and how to coach people so they can improve their performance
Performance feedback
Manager’s Communication Toolkit 9
Communication As Is
GE
Business CEO
We must take responsibility to ensure that our messages are delivered consistently and meaningfully
Employees don’t want MORE communication. . . they want understanding of how key messages relate to their jobs
Source of Information
Facilitator of
Understanding
Message
Sender
Receiver
Feedback
Manager’s Communication Toolkit 8
Checking for Understanding
How to check/listen for understanding
• Ask direct open ended questions • Request an action plan or list of priorities • Solicit feedback on the initiative/project/request
Need to better understand what our employees say and what they do
Employees are the critical link between customers and our business
Our People
Our Customers
Manager’s Role
Managers have the key role in communication
Most of what employees
want to know is how key
messages and marketplace issues affect their jobs
• Set agreed upon priorities and deadlines
• Where possible, involve team members in planning, decisionmaking and implementing changes
• Link team members’ job responsibilities to business strategy and priorities
70%
How key messages and market place issues affect
my job
20%
Business-specific messages
10%
Company messages
Manager’s Communication Toolkit 12
Manager’s Role
Measurements, 4
regular updates from manager
How’s my unit doing?
Does anyone care?
Marketplace-based
3 Listening, recognition
Source: Roger D’Aprix
Manager’s Communication Toolkit 14
Manager’s Role
Employee commitment is earned only after basic needs are met
• Share general business information on a timely basis
• Walk the floor
• Hold staff meetings in which people have the opportunity to express their ideas and concerns
• Solicit feedback about your own leadership style
• Provide feedback (positive and developmental) on performance
• Tell employees what they are doing right as well as wrong
• Discuss mutual actions for performance improvement
• Develop measurable communication action plans that address both business and employee needs
Manager’s Communication Toolkit 2
Service Profit Chain
Employee Satisfaction
• Outstanding Communication Skills • Ability to Attract/Keep/Develop
Great Talent • Passionate Approach • Crisis Leadership • Continuous Learner • Seeks Feedback ... And Acts on It
Purpose of Workshop
Connecting employees to the business vision
• Understand how communication plays a key role in your effectiveness as a leader and in delivering business results
Manager’s Communication Toolkit 5
What is Communication?
Defining Communication
Leaders must view communication as employees do
Communication:
Manager View
Manager’s Communication Toolkit 13
GE’s Communication Model
Employee commitment is earned only after basic needs are met
Basic knowledge needs as employees describe them:
Employee Loyalty
Employee Productivity
Customer Satisfaction/ Customer Loyalty
Revenue Growth
Profitability
Manager’s Communication Toolkit 3
Байду номын сангаас
Communication as a Link
Manager’s Role
Employee commitment is earned only after basic needs are met
• Help team members understand their responsibilities and talk about expectations
Event or Product
Examples:
E-mail Inside GE CEO web cast
Employee View
A Process
Examples:
Performance feedback Market information Team updates
Manager’s Communication Toolkit 7
• Recognize and act on people’s ideas
• Practice common day-to-day courtesies and civilities
Individual needs
Does anyone care?
Source: Roger D’Aprix Manager’s Communication Toolkit 17
What is Communication?
Communication has two core processes: “Sending” and “Listening”
Communication is a process that turns information into understanding
Our Business
Manager’s Communication Toolkit 4
Leadership Development
Capability and Contributions Listening, Learning, Teaching
Several Career/Experience Enhancers
How am I doing?
Source: Roger D’Aprix
Manager’s Communication Toolkit 16
Manager’s Role
Employee commitment is earned only after basic needs are met
• Take time to listen and talk honestly with employees; value and respect them
Job Responsibilities
What is my job?
Source: Roger D’Aprix Manager’s Communication Toolkit 15
Manager’s Role
Employee commitment is earned only after basic needs are met
Commitment 6
How can I help?
1 Job responsibilities
What is my job?
Vision, mission, strategy
5
Where are we headed?
How am I doing?
2 Feedback,
performance review, coaching
Senior Leadership
Team
Managers M M M M
Associates A A A A A A A
Manager’s Communication Toolkit 10
High Say/High Do
Open, honest and direct communication
Manager’s Communication Toolkit 11
Several Leadership Enhancers
• Black Belt, Master Black Belt • Corporate Audit Staff • Multi-Business Experience/Exposure • Unique, Stretch Assignments • Financial Acumen • Global Experience/Cultural Breadth • Functional Depth
• Learn about the communications model and how to apply it within your work team or department
• Create an environment that fosters open and honest communication
• Make feedback a frequent and timely activity
• Learn how to listen effectively and how to coach people so they can improve their performance
Performance feedback
Manager’s Communication Toolkit 9
Communication As Is
GE
Business CEO
We must take responsibility to ensure that our messages are delivered consistently and meaningfully
Employees don’t want MORE communication. . . they want understanding of how key messages relate to their jobs
Source of Information
Facilitator of
Understanding
Message
Sender
Receiver
Feedback
Manager’s Communication Toolkit 8
Checking for Understanding
How to check/listen for understanding
• Ask direct open ended questions • Request an action plan or list of priorities • Solicit feedback on the initiative/project/request
Need to better understand what our employees say and what they do
Employees are the critical link between customers and our business
Our People
Our Customers
Manager’s Role
Managers have the key role in communication
Most of what employees
want to know is how key
messages and marketplace issues affect their jobs
• Set agreed upon priorities and deadlines
• Where possible, involve team members in planning, decisionmaking and implementing changes
• Link team members’ job responsibilities to business strategy and priorities
70%
How key messages and market place issues affect
my job
20%
Business-specific messages
10%
Company messages
Manager’s Communication Toolkit 12
Manager’s Role
Measurements, 4
regular updates from manager
How’s my unit doing?
Does anyone care?
Marketplace-based
3 Listening, recognition
Source: Roger D’Aprix
Manager’s Communication Toolkit 14
Manager’s Role
Employee commitment is earned only after basic needs are met
• Share general business information on a timely basis
• Walk the floor
• Hold staff meetings in which people have the opportunity to express their ideas and concerns
• Solicit feedback about your own leadership style
• Provide feedback (positive and developmental) on performance
• Tell employees what they are doing right as well as wrong
• Discuss mutual actions for performance improvement
• Develop measurable communication action plans that address both business and employee needs
Manager’s Communication Toolkit 2
Service Profit Chain
Employee Satisfaction
• Outstanding Communication Skills • Ability to Attract/Keep/Develop
Great Talent • Passionate Approach • Crisis Leadership • Continuous Learner • Seeks Feedback ... And Acts on It