Thanks to the onslaught of technology and our need to constantly rush through everything, our grammar has gotten worse. Emails, text messages and other corporate communications are being sent without a thorough and professional proofreading, and using poor grammar in the workplace can have some negative impacts on your business.
It causes confusion.
If you use poor grammar in the workplace, you could end up confusing those people who need to read what you write or listen to what you say. Causing confusion will negatively impact your company’s productivity and require additional communications to clear up the confusion.
It makes you look unprofessional.
Poor grammar makes you look unprofessional. Nobody wants to do business with the company that has spelling and grammatical errors in their marketing materials, and no client wants to do business with the representative who doesn’t know the difference between their, there and they’re.
It hinders productivity.
Read full article on Every Marketing Thing
Emails are key to communication in the office. Yet, as a rule, they are badly written. So by consistently sending sharp, well-composed electronic messages, you will make yourself stand out from the crowd. Take careful note of the following:
1. Hone your subject line
Try to be more specific. Instead of giving your email the name ‘Byrne project’, call it ‘Byrne project: new deadline for phase 2’. Your email is already more interesting than most.2. Don’t bury the lead
If you want to annoy people, make them read three paragraphs before you get to the point. If you want to rise in the company, state your purpose in the first sentence or two and then get to the why and how of the matter.3. Request further action
End emails with a suggestion or a request for action. An example would be: ‘I will call you on Monday at 10am to discuss this’ or ‘When can we get this done?’. Otherwise, nothing is likely to happen.PLUS: 10 Best One-Liners
4. Be human
People who would never dream of being cold and abrupt in person, often come across that way in their emails. Being businesslike doesn’t mean being impersonal. Try to remember that the recipient, like you, is a human being.5. Proof your email
Just one misspelling, grammatical error or typo can make a sender look careless and disrespectful. Sending ‘clean’ emails lifts you above the sloppy crowd.
Experts have defined engagement as a persistent state of work fulfillment. This fulfillment translates into enthusiasm and passion, higher than average levels of concentration and focus, and an irresistible boost of energy. Indeed, passion, focus, and energy are key components of engagement. Take away any of these factors and engagement suffers.
The potential positive impact of engagement on the organization’s bottom line is substantial. In 2002, the Journal of Applied Psychology released a meta-analysis of 7,939 business units in 36 companies that related engagement to improvements in customer satisfaction, productivity, profits, turnover, and safety records. More recently, a 2006 study in the Journal of Managerial Psychology connected engagement to employee satisfaction and commitment.
Moderation governs employees’ energy. Simply put, workers cannot feel exhausted and be engaged at the same time. Interestingly, the 2003 study “Recovery, Work Engagement, and Proactive Behaviour” in the Journal of Applied Psychology connected regular repose and engagement. Moderation reminds us that people need to recharge their batteries.
Manager represents empowerment. Employees seem more engaged when they have some decision-making power and a greater sense of control over their jobs.
Moon symbolizes learning. In general, people are more engaged when activities tax their energy and intellect. This factor feeds employees’ confidence and sense of accomplishment, adding meaning to the job.
Read about the other eight M’s in this article in Training & Development, Jan 2008
Today is March 4 and you know what that means. It’s National Grammar Day! Here are ten ways to celebrate.
1. Send someone you love a Grammar Day e-card from the Grammar Girl site.
2. Peruse the online Chicago Manual of Style.
3. Challenge your skills by taking the Newsroom 101 writing tests.
4. Buy yourself a grammar t-shirt.
5. Set up an RSS feed for the Society for the Promotion of Good Grammar blog.
6. Ridicule people who put their bad grammar on display.
7. Have fun with number six and continue ridiculing people who put their bad grammar on display.
8. Read about what drives real grammar and spelling snobs.
9. Join the Facebook Group Knowing the Difference Between “Their”, “There” and “They’re”.
10. Leave a comment chastising me for all the grammar mistakes I’ve made in my life.
Barbara Govednik launched 423 Communication in 2001 to helps its clients tell their stories through freelance writing services, coaching and editing services, and employee communication consulting and implementation. Read Barbara’s Being Well Said Blog.
Sometimes it’s darkest just before the light. Here are 11 great articles to assess the times we’re in, and plan for better days.
Five C’s for Communicating in this Crunch
We’ve developed a gut-check list of “Five C’s” to help guide communications on dire economic subjects, from news releases to corporate Web sites to internal communications.
10 Tips for a Challenging Economic Environment
9. Communicate authentically. Strong leaders acknowledge the challenges they struggle with and, by doing so, build trust among followers. Rather than being a sign of weakness, it’s a sign of strength.
Marketing and PR tactics, budgets likely to change during recession
What companies don’t realize is their marketing budget will go a lot further and create much more buzz in a down market. As your competition pulls back, you should become much more aggressive. When you do, you will achieve top-of-mind status and grab market share as the economy stabilizes and will be able to remain on top during the next upswing in the economy.
Are You a Media Savvy Leader? How Agency Heads Can Boost Results in a Tight Economy
I think the inability of the PR business to really comprehend what Web 2.0 is about is shocking. So, real leaders get in there and they take a look at the trends in media and online and get active there. For example, if you’re going to offer a CEO blog, you have to be prepared to spend an hour a day doing it—not every other day. Also important is understanding and respecting the online world’s mindset of sharing—it’s all about developing conversations with constituents.
Your website can thrive in a recession
It is 14 times cheaper to allow a customer to complete a task on a website than to have the customer complete the same task over the phone. The Web is 35 times cheaper for completing such a task than a face-to-face interaction. Isn’t that a compelling business case for a website during a recession?
The range of possible futures confronting business is great. Companies that nurture flexibility, awareness, and resiliency are more likely to survive the crisis, and even to prosper.
Time to Reboot: What to Expect in Politics, Policy and PR in 2009
For those in consumer PR, this will be a tough year as product-side clients retrench. But if you are engaged in advocacy PR, public affairs or crisis communications, 2009 may be a robust year for your business, especially if you can hitch things to the “change” agenda in Washington and on Wall Street.
Social Media Begins Forcing the Totally Transparent Layoff
The combination of social media technology such as Twitter—where people post updates about themselves online at Twitter.com—and a cultural shift toward greater personal disclosure means more and more employees will document details of their dismissal, said Jennifer Benz, a communications consultant based in San Francisco.
Give Data a Human Touch to Weather the Economic Storm
The key, say many experts, is to use customer data and analytics for its original purpose: forging stronger customer relationships.
Market Smarter in 2009: Make the Right Choices
Remember two words: frequency, consistency. Even with finite resources, it’s vital to maintain a level of frequency and consistency. It is crucial to stay in front of your customers and prospects. You should never disappear for stretches at a time. If that means you need to focus marketing efforts on a few of your strongest market sectors, do it.
5 Lessons on Marketing for the Recession
Lesson: Keep hiring channels open and be pickier than ever. For anyone who hasn’t read Hard Times or any of the Studs Terkel interview compilations, they are an incredible insight into people’s attitudes and behaviors throughout history. I highly recommend
INTEL
Always pause and think before posting. That said, reply to comments in a timely manner, when a response is appropriate. But if it gives you pause, pause. If you’re about to publish something that makes you even the slightest bit uncomfortable, don’t shrug it off and hit ‘send.’ Take a minute to review these guidelines and try to figure out what’s bothering you, then fix it. If you’re still unsure, you might want to discuss it with your manager or legal representative. Ultimately, what you publish is yours – as is the responsibility. So be sure.
Perception is reality. In online social networks, the lines between public and private, personal and professional are blurred. Just by identifying yourself as an Intel employee, you are creating perceptions about your expertise and about Intel by our shareholders, customers, and the general public-and perceptions about you by your colleagues and managers. Do us all proud. Be sure that all content associated with you is consistent with your work and with Intel’s values and professional standards.
It’s a conversation. Talk to your readers like you would talk to real people in professional situations. In other words, avoid overly pedantic or “composed” language. Don’t be afraid to bring in your own personality and say what’s on your mind. Consider content that’s open-ended and invites response. Encourage comments. You can also broaden the conversation by citing others who are blogging about the same topic and allowing your content to be shared or syndicated.
How should employees behave as company representatives on social media platforms?
- Transparency. Should employees acting as company agents identify themselves? Should they use their own names? Should they list their job title? Should there be specific rules that apply their use of photographs or avatars?
- Confidentiality. What information are employees allowed to disclose? Is this information already public? If not, does it require specific approvals? Who gives permission for release of non-public information? Is the information of competitive value?
- Financials. How should employees discuss corporate results or financial situation? This is particularly important for publically traded companies where regulatory agencies are involved.
- Copyright. How are intellectual property (aka IP) issues to be handled? What are the internal procedures? To whom should employees address their questions?
- Competitors. Since social media forums tend to be open to the public, how should employees treat competitors and their representatives? Are there specific procedures that they should follow?
You must decide – as an organization and as an individual team leader – what spirit you intend to convey with the participation of your employees in social media.
If your intention is for them to be simply mechanical amplification vehicles for a very carefully crafted marketing message, that can work. You’ll likely see some results in terms of absolute reach and volume of short-term message resonance. You will sacrifice a degree of credibility on behalf of your individual representatives and personality and genuineness on behalf of your brand in favor of a consistent, safe(-r) message. You will also likely sacrifice culturally, since your employees will realize they’re part of a marketing machine, not someone who is entrusted to help build and shape a brand.
If your intention is for employees to become individual voices for your organization and unique representatives of your company’s values, personality and diversity, that can work too. You’ll likely see results in terms of trust and affinity for your brand as well as better identification of your advocates, both internal and external. You will sacrifice a certain amount of stability and potential consistency of message in favor of communications that are more unique and individual. You’ll also sacrifice some predictability around outcomes and need to rely on strong education and culture initiatives to guide your teams and hone their own sense of good judgment.
The bottom line: governance and guidance is important. But it’s a means to more scalable social media, not the end.
We’ve said many times here — and will continue to — that social business transformation is far more cultural than it is operational. Getting your employees involved is no different, and your policies and guidelines need to consider not just what you don’t want to happen, but instead what values, vision and intent you want your teams’ social media participation to convey.
You must decide – as an organization and as an individual team leader – what spirit you intend to convey with the participation of your employees in social media.
If your intention is for them to be simply mechanical amplification vehicles for a very carefully crafted marketing message, that can work. You’ll likely see some results in terms of absolute reach and volume of short-term message resonance. You will sacrifice a degree of credibility on behalf of your individual representatives and personality and genuineness on behalf of your brand in favor of a consistent, safe(-r) message. You will also likely sacrifice culturally, since your employees will realize they’re part of a marketing machine, not someone who is entrusted to help build and shape a brand.
If your intention is for employees to become individual voices for your organization and unique representatives of your company’s values, personality and diversity, that can work too. You’ll likely see results in terms of trust and affinity for your brand as well as better identification of your advocates, both internal and external. You will sacrifice a certain amount of stability and potential consistency of message in favor of communications that are more unique and individual. You’ll also sacrifice some predictability around outcomes and need to rely on strong education and culture initiatives to guide your teams and hone their own sense of good judgment.
The bottom line: governance and guidance is important. But it’s a means to more scalable social media, not the end.
We’ve said many times here — and will continue to — that social business transformation is far more cultural than it is operational. Getting your employees involved is no different, and your policies and guidelines need to consider not just what you don’t want to happen, but instead what values, vision and intent you want your teams’ social media participation to convey.
Read full article via sideraworks.com
- Strategic communications help a business achieve its objectives. That is their purpose.
- Effective communications are those that produce measurable results and they can be a competitive differentiator.
- There are costs associated with communicating, but there can be costs associated with not communicating as well. Internal communications seek cost-effective and creative solutions to solve complex communications challenges.
- Employees are drowning in information, but starving for understanding. Our job is to make the important interesting.
- Credibility is the foundation upon which effective communication is built. Unless it is believed, a message has no worth.
- Face-to-face communication is the most desirable form of communication because it is immediate, personal and interactive. Most employees say their immediate supervisor is their preferred and most credible source of information about the business.
- Communication is, by definition, a two-way process. Feedback mechanisms must be part of every employee communication.
- Communication is a management responsibility. Internal Communications supports leaders by serving as consultants, facilitators and resource partners.
- As in any effective strategy, form should follow function. The medium is the message.
Face it every writer has days when they sit down to write and the words just don’t flow onto the page. You write one sentence and check how many words you just added in hopes it will miraculously be sufficient. The problem writers have is, when their heart isn’t in their writing, it shows. (Here’s how to overcome your writing demons).
To help you get your writing on track, here are twenty-one tips to prevent you from getting to the point where you have what I affectionately call blank-screen-syndrome.
- Create a list of articles you want to write but don’t have the time. I find that it’s easy to get inspired to write pieces about other topics when the pressure’s on to write a specific topic. There’s nothing like a deadline to make anything else seem exciting.
- Feed your mind. Read a book and/or other sources of insight such as blogs and news sites to get ideas. This isn’t an excuse to get a snack or other indulgence.
- Develop a story around a trending topic, even if it’s not in your area of focus. The objective is to stretch yourself to find a way to write about the hot topics. This can be useful for bloggers and company content where you need to keep your content relevant.
- Keep a swipe file. Sign up for a wide range of newsletters focused on your main topics to see what other writers and bloggers are covering. Save those articles that provide new insights or a different format for inspiration. This doesn’t mean you should simply copy someone else’s ideas or articles.
- Collect relevant questions you and others have on your main subject area.Think like you’re writing an endless FAQ. A list of questions gives you a hook to build your content around. This is particularly useful for blogs and company content.
- Get a jump before you quit. Before you quit a writing session, write down the ideas you have for the next session; form them into an outline added to the current document to make it easy to pick up where you left off.
- Close your digital door to remove distractions. This means close your social media sites, chat and email. To this end, it’s useful to have a dedicated space for writing.
- Make an appointment to write. Set your timer or alarm for a specific time and that’s when you have to start writing.
- Change writing environments. If you always write at your kitchen table, and you’re now stuck for new ideas, try writing at a coffee shop or local library.
- Seek inspiration. Do something that provides you with a muse. Go to a play, or museum.
A lot of organizations think they know what information employees want. Unfortunately, many seem to get the answers wrong. When employees don’t get what they need to know, they don’t buy-in. They don’t feel a sense of connection with the organization, and they don’t understand the business.
That’s interesting on a lot of levels, not the least because employees want to know many of the same things that senior managers want to know. According to our research representing more than 500,000 employees, here’s some inside information about what employees really want to know about their companies:
1. The business direction.
Where is the organization heading? This is essential to an employee’s career self-analysis. Organizations that have strong values and a compelling vision are more appealing than those which do not. High performing employees understand the business direction and how they fit in to the whole.
2. What is changing, when it will change and what needs to change.
Change may not be constant, but it is frequent. It’s critical that employees think in terms of what changes and improvements they need to make in their own work. To do so, they must understand the changes occurring or planned within the world around them.
3. The reasons behind decisions.
Organizations leave the reasons out of their communication far too frequently. When employees doesn’t know the reasons, they speculate and often assume a far more negative reason than reality. Understanding reasons leads to buy-in and commitment. Plus, sharing the reasons behind decisions demonstrates trust, which is in increasingly short supply these days.
4. An open, two-way environment.
No one aspires to a closed, one-way environment. But the best and brightest take openness for granted. It’s a given that they will be able to freely share their input throughout the organization. For many managers, that’s threatening, and they respond by shutting off the flow of information. Organizations still struggling with open dialogue will be challenged to retain their top employees.
5. How changes will affect them and their colleagues.
At the very least, employees need to know that someone is considering the effect on them and those close to them. Managers sometimes leave out the effects because they are “negative.” But employees can handle bad news; what they cannot handle is not knowing. Also, determining the effect doesn’t have to be left to the manager he or she can engage the employee in dialogue about the potential effect. That increases the perception that the organization cares about the employee.
These five things can contribute to better manager-employee relationships, to the work environment and to retention. It’s our job as communicators to help our management understand these five items so that every time they speak with employees, this is what comes out of their mouths.
And then after they mention these items, the next best thing for management to do is shut up and listen to what employees have to say.
But that’s for another article.
William Lee and Rick Patrick are the co-creators of “Talkingstick,” a performance series that is part of the increasingly popular storytelling movement where people stand up before a live audience and tell stories. I know Master Lee (his stage name) and Mr. Patrick because we play poker together, and I’ve noticed something interesting about them: As experienced storytellers, they are so familiar with spotting exaggeration and lies that they can quickly identify a bluff in a poker game.
It is well established that being a good storyteller is a useful skill in careers (and not just for journalists and poker players). We need to tell stories all the time — to position ourselves in the job market, to pitch a new business idea to investors, to explain why a failure was actually a success, and so on.
I recently attended a “Talkingstick” show and sat down with Master Lee and Mr. Patrick to learn some of the techniques they use to tell good stories. Here’s what I learned:
1. Keep it simple. The brain gets overwhelmed when trying to process too much information.
2. Openings and closings are very important. When Master Lee and Mr. Patrick organize their shows, they make sure to begin and end the evenings with their strongest material since this is often what stays with the listener. That is the same reason skilled public speakers often memorize the beginning and ending of a speech but allow themselves to improvise more in the middle.
3. Be mindful of your story’s spine. If your story has six parts, all six parts must be essential. Beware of tangents: if something goes too far astray, you will probably lose your audience’s attention.
Read full article in New York Times
First, you need to identify your audience. There are several methods to identify your audience, such as determining keywords that are bringing users to your website, creating user personae and more. Once you’ve identified your audience, you should create content that speaks to each user persona. Do not stray from this concept, because you will lose readers or followers. Readers are finicky at the beginning of any article or post. If you don’t capture their attention with the title, the remainder of the content might as well be in a language they don’t understand.
For example, let’s say you operate a blog about the exam for certified public accounts. Who is your audience? There are a few user personae we can identify without doing much detailed analysis. You can easily create personae for your audience in the same manner.
- Students: those in their early 20s who are working on an accounting bachelor’s or master’s degree, with the intent of taking the CPA exam eventually.
- Entry-level professionals: early- to mid-20s professionals working full time at a public accounting firm, after attaining a bachelor’s or master’s degree. This group is most likely to be actively involved in accounting practices or preparing to become a CPA.
- Career changers: adults looking to change careers or re-enter the workforce.
- Educators: accounting professors who might need to discuss CPA exam content with their students.
- Professionals: licensed CPAs who are concerned about the future of the profession.
Let’s say we want to target entry-level professionals, because this is likely the largest of the five personae we have identified. Many of these individuals have probably taken entry-level jobs as an accountant but have not yet sat for the CPA exam. One of the greater stresses about this exam is finding out one’s score for each section. Though the exam is largely computerized, it can take a few months for scores to be reported to the appropriate governing body. So “CPA exam score release” is a hot topic and sure to draw attention from entry-level professionals because this demographic would be interested in knowing exam scores.
This would be a perfect theme or title to create your content around. When reading this blog for the first time, readers will immediately be locked in because the content pertains to their situation — not their past, not their future, but what they are actively involved in at the moment. Most readers and discussion groups talk about what’s happening now. What’s buzzing? By focusing your title and content on “the now” of your target audience, you have a much better chance of each reader reading your article or post from beginning to end, which is the goal of any writer.
When selecting a topic, there are a few tips to keep in mind.
- Pick one that relates to at least one of your user personae. This drives at least one group of users to your content and is sure to relate to them.
- Topics should be useful or answer a question. This encourages social sharing, allowing your content to reach beyond its page.
- Pick a controversial or trendy topic. Readers usually show initial interest in current topics and trends compared with those of the past. That is, unless you are comparing a “now” topic with a past topic.
- Limit the sales and marketing aspect of your content. If you’re only trying to sell a product or service, you will probably fail. No one likes to feel as though he or she has been sold, but everyone likes to buy.
First, you need to identify your audience. There are several methods to identify your audience, such as determining keywords that are bringing users to your website, creating user personae and more. Once you’ve identified your audience, you should create content that speaks to each user persona. Do not stray from this concept, because you will lose readers or followers. Readers are finicky at the beginning of any article or post. If you don’t capture their attention with the title, the remainder of the content might as well be in a language they don’t understand.
For example, let’s say you operate a blog about the exam for certified public accounts. Who is your audience? There are a few user personae we can identify without doing much detailed analysis. You can easily create personae for your audience in the same manner.
- Students: those in their early 20s who are working on an accounting bachelor’s or master’s degree, with the intent of taking the CPA exam eventually.
- Entry-level professionals: early- to mid-20s professionals working full time at a public accounting firm, after attaining a bachelor’s or master’s degree. This group is most likely to be actively involved in accounting practices or preparing to become a CPA.
- Career changers: adults looking to change careers or re-enter the workforce.
- Educators: accounting professors who might need to discuss CPA exam content with their students.
- Professionals: licensed CPAs who are concerned about the future of the profession.
Let’s say we want to target entry-level professionals, because this is likely the largest of the five personae we have identified. Many of these individuals have probably taken entry-level jobs as an accountant but have not yet sat for the CPA exam. One of the greater stresses about this exam is finding out one’s score for each section. Though the exam is largely computerized, it can take a few months for scores to be reported to the appropriate governing body. So “CPA exam score release” is a hot topic and sure to draw attention from entry-level professionals because this demographic would be interested in knowing exam scores.
This would be a perfect theme or title to create your content around. When reading this blog for the first time, readers will immediately be locked in because the content pertains to their situation — not their past, not their future, but what they are actively involved in at the moment. Most readers and discussion groups talk about what’s happening now. What’s buzzing? By focusing your title and content on “the now” of your target audience, you have a much better chance of each reader reading your article or post from beginning to end, which is the goal of any writer.
When selecting a topic, there are a few tips to keep in mind.
- Pick one that relates to at least one of your user personae. This drives at least one group of users to your content and is sure to relate to them.
- Topics should be useful or answer a question. This encourages social sharing, allowing your content to reach beyond its page.
- Pick a controversial or trendy topic. Readers usually show initial interest in current topics and trends compared with those of the past. That is, unless you are comparing a “now” topic with a past topic.
- Limit the sales and marketing aspect of your content. If you’re only trying to sell a product or service, you will probably fail. No one likes to feel as though he or she has been sold, but everyone likes to buy.
Here are six rules of thumb that will help you write a sales message that actually helps you move an opportunity forward. I’ve got a few examples below, too, so you can see how to turn a bad message into a better one.
1. Write like you talk.
Sales messages are meant to be spoken. Even when somebody reads the message, you want readers to feel like you’re talking to them personally. Therefore, whenever you write a sales message, ask yourself: “Does this sound like something I’d actually say to a real person?” If not, your message won’t work well.
Before: “Engineers efficiently evaluate and improve their designs using our software tools. We are dedicated to building the most advanced vehicle system simulation tools.”
After: “Engines designed with our simulation software are more fuel-efficient than those that aren’t.”
2. Use common words rather than biz-blab.
Unfortunately, when most business folks sit down to write something, they turn into Dilbert’s pointy-haired boss and start writing in gibberish, stuffing sentences full of important-sounding terminology that means little or nothing. The cure is to use simple nouns and verbs that have a precise meaning.
Before: “We provide ‘one stop shopping’ for all of your HR needs. Through a single relationship, you have access to HR services for the continuum of the employment life cycle.”
After: “We help our clients with hiring, compensation, compliance, and training, so that they can spend more time running their business and less time and hassle dealing with HR details.”
3. State facts rather than promises.
Promises are only meaningful to people who already trust you, and that list probably doesn’t include prospects who aren’t yet customers. In fact, most people view a promise from a stranger with skepticism if not outright suspicion.
It’s more effective to provide a quantitative, verifiable fact that creates credibility.
Before: “You’ll love our dedicated account managers, comprehensive inventory, reliable delivery and competitive pricing.”
After: “Our customers save as much as $100,000 a year when they purchase directly from our account managers.”
Having worked in internal communication in a variety of organizations since 1997, I’ve seen and heard a lot of myths and aphorisms about “good communication” which, alas, are either untrue or deeply overstated.
Here are eight of the real doozies—I’m sure there are others; if you know of any, pile into the comments below:
Social Media is new
This one is an absolute classic—the idea that employees talk with each other informally and that those informal conversations are important is one that is as old as any organization. The only thing that’s new about social media is the technology—and how it makes this process easier. Word of mouth is timeless.
Treat employees like customers
One of the true “doh” ideas on employee communication, even if it did spawn the “internal marketing” industry in the ‘90s.
Workplace relationships are far richer than the ones employees have with their cereals and even their cars. Workplaces are where employees hold most of their personal relationships, exert much of their personal efforts and energies, and are where they derive most of the resources for the other aspects of their lives.
Employees are much more like citizens than like customers.
Good communication is free
I remember seeing this howler recently on some HR blog somewhere. It somehow places no value on the time involved with preparing, delivering and understanding any message—assuming that employees don’t work for free either. And some good communication really does cost money too.
Employees can’t say no
One of the big myths of internal communication is the assumption that, at the end of the day, the employee is not free to disagree with or resist the messages he or she is being given. I’ve found this particularly prevalent in American companies, who take a directive tone in their communication much more frequently than do European companies. The downside of presenting something as fact to staff who disagree is that can act as a charter for sabotage or at least reinforce resistance. And, despite the best efforts of corporations, resistance has hardly been eliminated from corporate cultures.
Use the disembodied “we”
Nothing smells of bad communication—not to mention resistance to individual accountability—like the use of the disembodied “we” to communicate an organization’s policies, stances, or changes in official behavior. Such use of the “royal ‘We’” can also be highly disempowering and even feed resentment among those who don’t see themselves as part of that “we”. My core writing principle—no quote, no story.
Good communication is all about recognition
Recognition is important—sometimes even critical to employee retention and morale. But that doesn’t necessarily mean that every bit of employee communication needs to be larded up with 25-year service awards for staff at far-away cafeterias. An over-emphasis on recognition in internal communication can get in the way of urgent and strategic messaging. Where possible, keep the recognition machine ring-fenced from more pressing communication activities.
It’s all about the bosses
One online conversation I saw recently discussed the extent to which an over-emphasis on quoting CEOs and senior executives was driving down readership for a certain tool—to the point where the editors stopped quoting senior management entirely. I personally think there needs to be a balance—CEOs and senior executives are effective at setting parameters and policies, but stories from the field are far better at bringing those things to life.
Line Management Cascades are the best form of communication
To many in corporations, the only “real” form of internal communication is the line management cascade—the formal presentation of authorized corporate information by the line manager to his/her staff, to be repeated step by step until the presentation reaches the shop floor unscathed.
But while cascades do an excellent job of reminding people “who’s the boss”, cascades fail on many other grounds. For one thing, they move with bovine velocity, with long gaps between delivery by a boss and by his/her direct reports, magnified over geography and hierarchy.
Secondly, the further they move, the more corrupted their tone and content become—particular when managers omit sections for time reasons (or perhaps, darker motives), or when they add in inappropriate inflections or gestures (air quotes for a new bit of terminology, for instance). Third—while less prevalent perhaps most damning—they inevitably omit information or smooth over gaps or rationales, which then prompt a surge of back-channel communication to get clarifications or seek to clarify through the distribution of rumors.
While, as my colleague Liam Fitzpatrick would say, “internal communication is not rocket science”, I would also argue that it’s neither voodoo nor witchcraft either. Being able to take on clients and bosses who seek to play “communication strategist” and overspecify tools and tactics is one way to help ensure your own effectiveness in these interesting times.
It’s rare these days to find a rational manager who doesn’t have at least a modest appreciation for the value of effective employee engagement. It’s more a question of degree. How much of it do you want … how much do you appreciate its impact on business outcomes … how far will you go to get it?
One company, OTTO, has set a standard that’s hard to beat. What’s more, they’ve proven the kind of results it can produce on the bottom line. Based in Carpentersville, Illinois, near Chicago, OTTO is a highly successful manufacturer of high-precision electrical controls and communication components.
Just how far has OTTO gone to engage people – inside and outside the company – to create that success?
Beginning with Basics
For starters, they offer employees an array of development opportunities including instruction in blueprint reading, math skills, GED preparation, English-as-a-second-language courses and more. They’ve also created a culture of idea generation among employees that produces a constant flow of product innovations. For a lot progressive companies like OTTO, though, that’s just table stakes.
Investing with Vision
Several years ago, the company did something extraordinary that raises engagement to a whole new level. President, Tom Roeser, decided to invest in the housing and commercial real estate market – not as a speculator, but as a visionary. His goal was to produce a three-pronged benefit for the business, for employees and for the community at large. He saw an opportunity with the flood of foreclosures on the market, and the company purchased 80 homes and town houses. Then they gut-renovated the houses and put them up for sale – many for their own employees. Making it even easier for people, they also provide short-term financing, working with Kane County which provides interest-free loans up to $20,000 to help new homeowners get started.
Committing to Community
Aside from making housing affordable for employees and others in the community, the initiative has stabilized neighborhoods and eliminated gangs that were squatting in abandoned houses. But there’s more. Roeser also led an extensive effort to renovate the historic buildings where the company houses its manufacturing operations. He made that decision even though he could’ve torn them down and put up a new factory for half the money. Then he took it a step further and renovated other historic structures near the downtown district.
Benefiting Business
Just a nice guy with a big heart bent on making people happy? Maybe a little. But the main reason he does it is because it’s good business. The company is marking its 50th anniversary this year, and they’ve got plenty to celebrate. With a workforce of 530 employees, company sales this year will be near $100 million. What’s more, they’ve been profitable 49 of their 50 years in business. The future looks just as bright as their storied past with longtime blue-chip customers lined up like Deere, Motorola, Caterpillar, the Secret Service and others.
Call it a coincidence, but to me it all adds up to one clear conclusion. If you want people inside and outside the company to go the extra mile for your business, you need to take the lead by doing extraordinary things for them. Or to put it another way, what goes around comes around – usually many times over.
Les Landes, Landes & Associates
Buy Les’s webinar replay: Getting to the Heart of Employee Engagement
The value of this Business Plan process is the thinking that it forces you to do about your business, your products and services, your goals and the actions you’ll take to achieve your goals. Even if no one but you ever sees the plan, you will have given purposeful and logical thought to the purpose and direction of your business. This process helps ensure that the many activities you squeeze into your limited hours are time well spent – focused on moving your business forward in an aggressive yet realistic way.
Part 1: Analysis
Core Services
- List the core services (or products) you offer
- Be as specific as possible, but put similar items in a group (e.g., “Editorial Services” includes writing, editing, etc.)
Target Markets
- List the market segments you serve
- Be realistic; if you realistically cannot serve large corporations, for example, then don’t include them
- Be as specific as possible, but put similar items in a group unless there is a compelling reason to list them separately (e.g., “School Groups” could include secondary schools and colleges, but these segments might have different needs)
Competition Analysis
- List your competitors and a brief description of them
- Unless a specific competitor presents unique challenges to your business, it is OK to list them in groups (e.g., “Independent Practitioners” or “Small Agencies”)
- The purpose is to provide yourself a picture of what your business is up against as you market your core service
Vision and Mission Statements
- It is useful to have Vision and Mission statements that keep you focused on what is important to you
- Vision Statement should describe the “ideal state” of your business; it should be achievable, but also something to strive for
- Mission Statement succinctly states what your business is about, its purpose, the role it plays in the market
Part 2: Assumptions
Business Principles
- It is useful to develop a set of Business Principles that guide how you will conduct your business
- These principles have a direct bearing on your relationships with customers and clients
- The reason to include it under “Assumptions” is because your Business Principles are conditions under which your business operates; as you will see further in this section, you will list other conditions under which your business operates as well
Economic Assumptions
- List things you know about the economy (local, state, regional, national, international – whatever you believe affects your business)
- Include relevant historical facts (e.g., “the U.S. economy fell into recession in 2001”) and how they affect your ability to do business
- Note the impact of past, current, or anticipated economic conditions on your business and the products/services you provide
Financial Assumptions
- List things you know about your personal and/or business financial situation that affect your ability to do business and to grow your business
- Include things like cash flow issues, savings programs, the financial picture as a result of actions or conditions (a recession, recent investments, loan approvals, etc.)
- Reflect financial “realities” about your business (e.g., the need to control expenses, taxes owed, upcoming capital expenditures, expanding payroll, etc.)
Technological Assumptions
- Since so many businesses – large and small – depend on technology (web, e-mail, phone, etc.) today, it is useful to think about how these issues affect your business’s ability to succeed
- Think about upgrades of hardware and software, the impact of growth and expansion on your technological needs, training that will be necessary, etc.
Part 3: Strategic Summary
SWOT Analysis
- List all the Strengths, Weaknesses, Opportunities and Threats about your business
- Be honest with yourself; don’t hold anything back or ignore realities
Key Success Factors
- Out of your SWOT Analysis, what are the key factors that will affect the ability of your business to succeed?
- Examples: strong reputation, broad client base, repeat business, unique provider, etc.
Competitive Advantages / Disadvantages
- Create lists of your competitive advantages and disadvantages based on your analysis of everything else up to this point
- What unique advantages does your business have in the marketplace?
- What distinct disadvantages does your business have?
- Be honest and don’t hold back because you will develop strategies based largely on this informatio
Strategic Goals
- Develop two or three broad Strategic Goals for your business in the next year or the next 3-5 years, depending on the scope of your plan
- Strategic Goals should be “big picture” goals, but they should also be specific enough that you can measure them
- Under each goal, list one to three specific, measurable components
- Example of a Strategic Goal: “Grow Client Base”
- Example of specific, measurable component: “Add at least X new clients by X date”
- Make your goals SMART: Specific, Measurable, Attainable, Realistic, Time-driven
Tactical Actions
- Out of your Strategic Goals, list specific actions you will take that will help you achieve them
- Examples: Meet with two new prospective clients per month; Join a professional association to expand my network
- Create a calendar that plots when each tactical activity will occur so you don’t forget to do them
Most leaders agree that effective collaboration is more important than ever in today’s turbulent business environment. In a “do-more-with-less” reality, it takes ongoing teamwork to produce innovative, cost effective and targeted products and services. In fact, a company’s very survival may depend on how well it can combine the potential of its people and the quality of the information they possess with their ability (and willingness) to share that knowledge throughout the organization.
But here’s the problem . . .
The collaboration that is so critical to organizations is being blocked by knowledge-hoarding silo structures and the accompanying “silo mentality” that has become synonymous with power struggles, lack of cooperation, and loss of productivity.
So what’s to be done? Here, from A to Z, are my most successful strategies, based on 25 years of helping clients around the world tear down silos, reduce conflicts, and increase collaboration.
A. Find ways to ACKNOWLEDGE collaborative contributors. Recognize and promote people who learn, teach and share. And penalize those who do not. In all best-practices companies, those hoarding knowledge and failing to build on ideas of others face visible and serious career consequences. In those top companies, employees who share knowledge, teach, mentor, and work across departmental boundaries are recognized and rewarded.
B. Watch your BODY LANGUAGE. All leaders express enthusiasm, warmth, and confidence — as well as arrogance, indifference, and displeasure through their expressions, gestures, touch, and use of space. If leaders want to be perceived as credible and collaborative, they need to make sure that their verbal messages are supported (not sabotaged) by their nonverbal signals.
C. Focus on the CUSTOMER. Nothing is more important in an organization – whether it’s a for-profit company or a non-profit group – than staying close to the end user of the service or product you offer and encouraging feedback and 2-way dialogue. When you build collaborative relationships with your customers, you give them power and investment in your organization’s success.
D. DIVERSITY is crucial to harnessing the full power of collaboration. Experiments at the University of Michigan found that, when challenged with a difficult problem, groups composed of highly adept members performed worse than groups whose members had varying levels of skill and knowledge. The reason for this seemingly odd outcome has to do with the power of diverse thinking. Group members who think alike or are trained in similar disciplines with similar knowledge bases run the risk of becoming insular in their ideas. Instead of exploring alternatives, a confirmation bias takes over and members tend to reinforce one another’s predisposition. Diversity causes people to consider perspectives and possibilities that would otherwise be ignored.
E. ELIMINATE the barriers to a free flow of ideas. Everyone has knowledge that is important to someone else, and you never know whose input is going to become an essential part of the solution. When insights and opinions are ridiculed, criticized or ignored, people feel threatened and “punished” for contributing. They typically react by withdrawing from the conversation. Conversely, when people are free to ask “dumb” questions, challenge the status quo, and offer novel–even bizarre–suggestions, then sharing knowledge becomes a collaborative process of blending diverse opinion, expertise and perspectives.
F. To enhance collaboration, analyze and learn from FAILURE. Leading innovators like Apple see their failures as being as insightful as their successes. The goal is not to eliminate all errors, but to analyze mistakes in order to create systems that more quickly detect and correct mistakes before they become fatal.
G. Collaboration takes GUIDANCE by managers who know how to harness the energies and talents of others while keeping their own egos in check. Successful organizations require leaders at all levels who manage through positive influence and inclusion rather than by position.
H. Eliminate HOARDING by challenging the “knowledge is power” attitude. Knowledge is no longer a commodity like gold, which holds (or increases) it’s worth over time. It’s more like milk – fluid, evolving, and stamped with an expiration date. And, by the way, there is nothing less powerful than hanging on to knowledge whose time has expired.
I. Focus on INNOVATION. Creativity is triggered by a cross-pollination of ideas. It is in the combination and collision of ideas that creative breakthroughs most often occur. When an organization focuses on innovation, it does so by bringing together people with different backgrounds, perspectives, and expertise – breaking down barriers and silos in the process.
J. JOIN the social media revolution and utilize Web 2.0 technologies – tools and processes that allow people to share opinions, insights, experiences, and perspectives in order to collaborate and to self-organize.
K. Realize that there are two kinds of KNOWLEDGE in your organization: Explicit knowledge can be transferred in a document or entered in a database. Tacit knowledge needs a conversation, a story, a relationship. Make sure you are developing strategies to capture both.
L. LEADERS at all levels of an organization can nurture collaboration within their own work group or staff. And the most successful of these leaders do so by taking the time and effort necessary to make people feel safe and valued. They emphasize people’s strengths while encouraging the sharing of mistakes and lessons learned. They set clear expectations for outcomes and clarify individual roles. They help all members recognize what each of them brings to the team. They model openness, vulnerability and honesty. They tell stories of group successes and personal challenges. And most of all, they encourage and respect everyone’s contribution.
M. MIX it up by rotating personnel in various jobs and departments around the organization, by creating cross-functional teams, and by inviting managers from other areas of the organization to attend (or lead) your team meetings.
N. Employees with multiple NETWORKS throughout the organization facilitate collaboration. You can accelerate the flow of knowledge and information across boundaries by encouraging workplace relationships and communities. Use a tool like Social Network Analysis (SNA) to create a visual model of current networks so you can reinforce the connections and help fill the gaps.
O. Insist on OPEN and transparent communication. In an organization, the way information is handled determines whether it becomes an obstacle to or an enabler of collaboration. Employees today need access to information at any time. From any place.
P. Collaboration is a PARTNERSHIP. As one savvy leader put it, “To make collaboration work, you’ve got to treat people the way you want to be treated. It’s pretty simple, really. Treat all employees as your partners. Because they are.”
Q. Ask the right QUESTIONS. At the beginning of a project, ask: What information/knowledge do we need? Who are the experts? Who in the organization has done this before – do we have this on a database? Who else will need to know what we learn? How do we plan to share/hand off what we learn?
R. The success of any organization or team – its creativity, productivity, and effectiveness – hinges on the strength of the RELATIONSHIPS of its members. Collaboration is enhanced when employees get to know one another as individuals. So when you hold offsite retreats, organization-wide celebrations, or workplace events, be sure to provide opportunities for “social” time and personal relationships. Taking time to build this “social capital” at the beginning of a project will also increase the effectiveness of a team later on.
S. Collaboration is communicated best through STORIES – of successes, failures, opportunities, challenges, and knowledge accumulated through experience. Find those stories throughout your organization. Record them. Share them.
T. TRUST is the foundation for collaboration. It is the conduit through which knowledge flows. Without trust, an organization loses its emotional “glue.” In a culture of suspicion people withhold information, hide behind psychological walls, and withdraw from participation. If you want to create a networked organization, the first and most crucial step is to build a culture of trust.
U. Combating silo mentality requires UNIFYING goals. Business unit leaders must understand the overarching goals of the total organization and the importance of working in concert with other areas to achieve those crucial strategic objectives.
V. The incentive to collaborate is the VALUE of the exchange to both the organization and the individual. When the assets and benefits of productive collaboration are made visible, silos begin to break down.
W. Your WORKPLACE layout encourages or impedes the way the organization communicates. To facilitate knowledge sharing, you need to create environments that stimulate both arranged and chance encounters. Attractive break-out areas, coffee bars, comfortable cafeteria chairs, even wide landings on staircases – all of these increase the likelihood that employees will meet and linger to talk.
X. Take a tip from XEROX. It discovered that real learning doesn’t take place in the classroom – or in any formal setting. In fact, people were found to learn more from comparing experiences in the hallways than from reading the company’s official manuals, going online to a knowledge repository, or attending training sessions.
Y. Collaboration is crucial for YOUR success. We’re witnessing the death of “The Lone Ranger” leadership model, where one person comes in with all the answers to save the day. We now know that no leader, regardless of how brilliant and talented, is smarter than the collective genius of the workforce.
Z. Forget about reaching the ZENITH. Collaborative cultures are learning cultures – and knowledge sharing is an ongoing process, not an end point.
Carol Kinsey Goman, Ph.D. is the author of nine books including CREATIVITY IN BUSINESS and “THIS ISN’T THE COMPANY I JOINED” — How to Lead in a Business Turned Upside Down. She delivers keynote speeches and seminars to association and business audiences around the world. For more information or to book Carol as a speaker at one of your events, please call: 510-526-1727, email: CGoman@CKG.com, or visit her website: http://www.CKG.com.
The other day, I found myself thinking about all the ways we use words. Scratch “all!” Let me start over: The other day, I found myself thinking about the ways we use words.
Is the word “all” necessary?
Consider:
How do I love thee? Let me count all the ways.
How do I love thee? Let me count the ways.
Would we find Elizabeth Barrett Browning’s poem as memorable with “all” in the first line?
Consider these:
Arrest all people who break laws.
Arrest people who break laws.
Color in all the blank squares below.
Color in the blank squares below.
All people have their good and bad sides.
People have their good and bad sides.
The above sentences without “all” are stronger and more respectful of the reader. Their attitude is calmer, less preachy and more appealing because they’re missing one little word. Notice I chose not to write “all because.”
Look: There may be a place for “all,” for example, when you’re giving instructions and you want to make certain the person understands: Color in all the blank squares below. However, if I wanted to be emphatic, I would write, Color in the blank squares below. Check your work and make sure you don’t miss any. I think it’s far more respectful when you use a separate sentence to express that thought.
Getting even with “even.”
Even you have faults.
You have faults.
Everyone is trying harder. Even he is.
He is trying harder, just like everyone else.
He collects everything, even pennies.
He collects everything, including pennies.
Even when Jim applied himself, his output was average.
When Jim applied himself, his output was average.
Even if you’re extremely lucky, your chances are not very good.
If you’re extremely lucky, your chances are not very good.
My point? “Even” is another one of those words that act as the moral equivalent of a blinking neon sign. Yes, it can be used to express surprise about an unlikely event; however, invariably, I prefer alternative sentences that avoid using the word.
Delete “just”
I want just the facts!
I want the facts!
Just because you’re intelligent doesn’t mean you shouldn’t try hard.
You’re intelligent. Does that mean you shouldn’t try hard?
We got there just in time.
We got there in time.
You get the point.
Write without “that”
I think that you’re intelligent.
I think you’re intelligent.
I say that a person is only human.
I say a person is only human.
I believe that all men are created equal.
I believe all men are created equal.
This is the gift that we give each other, the gift of love.
This is the gift we give each other, the gift of love.
Some sentences require the word “that;” however, it is often unnecessary. When it is, leave it out!
“All,” “even,” “just” and “that:” I am not suggesting you never use those words. I am suggesting that each time you want to use them, you see if you like the sentence better after you rewrite it without that word. Give it a try!
It’s just better writing.
Scratch that. It’s better writing!