“I’ve said this five times!” We often get frustrated with our organizations for “not getting it”. How many times do we have to say the same thing to the same people to get the idea across?

One of the biggest mistakes we make is to let our communication within our organization continue to be a one-way flow — from us to them. Every person interprets information differently and has a different emotional context based on their own life experiences. Without an opportunity to ask questions and to understand, employees and co-workers can become frustrated, angry or excited. These are the emotions that become roadblocks to an organization’s productivity during times of extreme change. In a stressful or changing work environment a person’s ability to process information decreases as their need to process their emotions increases. I call this overwhelmed state of mind, “the brain on change.” The trick is to acknowledge this reality and to alter the way that you communicate.

1. “Listen no matter what”.
It may seem funny that the first step to getting people to listen to you is to listen to them! Build both one-way and two-way communication vehicles to help people build their trust and understanding. You need to invest some weekly planned time to build connections and constituencies in the company.

2. “Take visible action”.
Great job listening. Now demonstrate that you’ve heard your coworkers. You need to show your coworkers that what they say and do does have impact. Choose two requests or recommendations that have been made of you and implement them immediately. Don’t let more than two weeks go by. Communicate the action to those impacted and give them credit. Now watch the “rumormill” work for you!

3. “Do it!”.
Stop talking about what you want and start showing folks what you mean. Time constraints often force us to shortcut new behaviors and it is the fastest path to failure. Build casual “appearances” into your plan and ensure that they are in your schedule. Do not cancel them.

4. “It’s not all about you!”
Reach out and introduce yourself to new people at all levels in your organization. They may not know who you are and you can make yourself more approachable by creating an instant positive connection. Now there is one more person who will automatically listen for your messages. You can’t afford to stand quietly in the elevator, walk by someone in the hallway without smiling, or pump yourself up by acting removed from the corporate culture because it is socially easier for you.

Last Thursday, I was honored to lead the Northeast Human Resources Association (NEHRA) Breakfast discussion regarding how to move an organization forward after a Reduction In Force (RIF). The audience was full of experienced HR professionals who openly shared their practices. One of the most interesting topics was that of pre-RIF communication strategy. Specifically, we discussed the strategy of the “strategic leak” about the RIF before a formal announcement was made. That is, actually planning the informal message (usually through conversation) that change is coming and that most likely, there would be a layoff. From an organizational development perspective, the organization is leveraging the informal communication or “water cooler talk/rumor mill” to facilitate the organization’s change agenda.

The idea is that by having leadership purposefully “leak” the information, it will give people a “heads up” and reduce the amount of potential emotional shock felt when the formal announcement is made. Participants had mixed thoughts on this because some folks had successfully experienced the implementation of this strategy and others thought that the concept was not honest or truthful.

In the presentation, I raised the importance and power of the trust between a company and its employees, and its impact on a company’s future employment brand/talent acquisition abilities. Participants agreed that the contract between the company and its employees is paramount during these uncertain times. We spoke about how companies are now, more than ever, cutting into their core capabilities with their need to reduce costs using RIFs. Positive employer-employee relations are critical for an organization that will need to rehire some of its “permanently virtual” knowledge/skill base in the near-term.

A key aspect of deploying the “strategic leak” is how long an organization is planning (or not planning) to let the “water cooler talk” froth with negative emotion. In some cases, the cultural temperature may already be too high to withstand an extended period of ambiguity. In fact, this dynamic can actually raise the level of change resistance to a point that increases the amount of change management attention needed prior to the actual occurrence of the RIF. At this point, productivity is so low that people can’t cope with the stress and desperately need concrete information to re-engage with their work.

Another aspect is the level of commitment that a company has to “walk the talk” with its values. Demonstrating honesty, integrity, and commitment to excellence in a troubling situation can be a powerful opportunity for an organization to build respect instead of losing connectivity with its employees.

The bottom line is that an organization must take the time to define its priorities and desired outcomes for the post-RIF work environment:

• What does the leadership of the organization want the post-RIF work environment to look like the first week after the announcement? First month? Third month?
• What do the leaders want the people impacted by the RIF to experience pre-, during, and post-RIF?
• Where are the communication opportunities to build trust with employees as the organization moves through a RIF?
• Which RIF strategies will absolutely not work for the organization’s current culture?
• How does the leadership want this situation to be remembered in the company’s lore?

Some of these questions may seem like a luxury given the angst that most leaders experience as they move into and out of a RIF, however, I recommend that you keep your choices open. Take the time to think through the questions above, even if it is only a brief time with all of the decision-makers in the room.

As far as organizational renewal goes, I used the presentation time to discuss specific practices and techniques available to help pull an organization forward into its new future. I would be happy to share this presentation and speak with you about how to build an Organizational Renewal and Revitalization Approach for your company.  Contact me at 617-267-6480 at any time.   You can also check out Reinvigorate Your Organization after a Reduction-In-Force at CanChange.

Group work is a big component of the program.  At least twice a semester I was thrown together with 5-6 other students to design, develop and deliver a major presentation or paper for a class.  Each group had a mix of genders, nationalities (35% of the class was international) and backgrounds.  Additionally, because all of us were students, there was no designated “boss” or leader.  We were all equally responsible for the outcome.  This created quite a bit of tension because the entire group received the same grade regardless of each members contributions.

Does this kind of situation sound familiar?  I would bet it does and I know from experience both at Babson and with my clients that it isn’t easy.  The amount of effort expended to keep the team working can actually exceed the effort put into delivering the work!  I have found that simply the recognition that a team like this requires work in and of itself helps my clients work more effectively.

The second thought I had about Babson has to do with the case study method for teaching.  Popularized by Harvard, it is common in most MBA programs.  Babson has a unique take on it through their team teaching model.  At Babson, at group of professors with expertise in different disciplines - accounting/finance, marketing, operations, organizational design - teach one case from multiple viewpoints.  It was not uncommon for the class to start down a path towards a solution - a marketing plan, for example - only to see that solution blow up when viewed through a financial lens.

This is what happens when cross-fuctional teams work together.  It becomes easy to sit in a “functional silo” offering opinions and criticisms without regard to the perspective of others.  One of the keys to getting a cross-functional team to operate smoothly is to break down these silos and to get everyone focused on the goal of the overall team.

Thanks for sticking with my stories about Babson.  This presentation on Leading Cross-Functional Teams is a short summary of some actions and tips that you can take to help your cross-functional teams run more smoothly.  Enjoy.

Lead Cross-Functional Teams: Advice & Tips

However, doing great work is the chip that gets you in the game.  Building and developing your own brand means more.  It means becoming “Mission Critical” to your organization or your clients.  Think of it this way.   Are you the insurance policy that smart leaders put into place when failure is not an option?  Does your job define you or do your personality, your capabilities and your knowledge set you apart?

If you need to work on your brand (don’t we all!), thenc heck out the presentation below to learn about 6 techniques you can use to increase your business value. It is a favorite of my clients and I think you will enjoy it.

CanChange - Build Your Personal Brand

P.S.  The presentation above will give you some perspective and some ideas to work off of.  However, if you really want to jumpstart your Personal Brand building, check out Become a Mission Critical Resource at CanChange.

Note:  I’ve selected my favorites.  Which are yours??

Grand Prize

* Give wisdom away; it returns tenfold. (Charlie Hawkins)

Advice to Speakers

First Place
* Stand up, be great, sit down. (Margaret McDonald) - A Terri Favorite

Second Place
* Check zipper. Open heart. Walk on. (Max Dixon)

Honorable Mention (in no particular order)
* Speak eloquently, be funny, get paid (Doc Blakely)
* Tell a better story: inspire change. (Rachel Prosser)
* Explain persuasive visuals, don’t read slides (Dave Paradi)
* Inspire me to listen to you (Patti Wood)
* Quit adding value, start having impact. (Tim Durkin)
* Be different or nobody remembers you (Jeff Hornstein)
* Make us laugh - we’ll remember you. (Pamela Alexandra)
* Tell me a story, I’ll listen. (Pamela Alexandra)
* Want to work? Make ‘em laugh (Victoria Maxwell)
* Stories add poetry to your prose. (Kathy Reiffenstein)
* Reading from PowerPoint slides brings snores. (Pamela Alexandra)
* A speech without humor breeds boredom. (Pamela Alexandra)

About Speaking & Training

First Place
* Model what you seek to teach. (Max Dixon)

Second Place
* Don’t speak unless you improve silence (Jesus Nebot) - A Terri Favorite

Honorable Mention (in no particular order)
* Whoever tells the stories shapes society (Plato) (Gayl Murphy)
* Presentations are verbal and visual ballets. (Kathy Reiffenstein)
* It’s a joy watching people blossom. (Robert and Rande Davis Gedaliah)
* Hungry old dogs learn new tricks (Dick Larkin)

About Life

First Place
* Measure your life in lives touched. (Mark Black)

Second Place
* We are each experiments in possibility (Rob Swineford)

Honorable Mention (in no particular order)
* If exercise is fun, it’s done. (Rita Makana Risser)
* Rewards received equate to risks taken. (Douglas Rice)
* Gave up security; having more fun! (Milo Shapiro)
* Life is a gift, cherish it! (Clark Roberts)
* Life is a conversation with yourself. (Marvin Marshall)

Motivation

First Place
* Change your thoughts, change your life! (Victoria Carvalho)

Second Place
* Predict your future by designing it (Sharon Worsley)

Honorable Mention (in no particular order)
* Don’t settle for less than wonderful. (Barbara Niven)
* Everybody has the power of choice (Glenn Brandon Burke)
* No more excuses. Make better choices. (Sam Silverstein)
* Larry Winget: You’re broke, I’m not. Listen up (David Newman)

Writing & Communication

First Place
* Never underestimate the power of words (Victoria Maxwell)

Second Place
* Words are tools, be a technician (Joe Liss) - A Terri Favorite

Honorable Mention (in no particular order)
* Listening takes place between the ears. (Al Borowski)
* One-way communication is an oxymoron. (Helen Wilkie) - A Terri Favorite
* Good business writing requires great editing. (Al Borowski)

Success

First Place
* Daily discipline will determine your destiny (Lisa Ford)

Second Place
* You’re in control of your choices. (Pat Altvater)

Honorable Mention (in no particular order)
* Big ideas usually start out small. (Dave Balch)
* Recession redemption…live simply, give generously. (Elaine Froese)
* Wasted time can never be recycled (Cathy Emma)
* Written goals are your treasure chest (Leanne Hoagland-Smith)
* Believing in yourself leads to success. (Pamela Alexandra)
* For success, make others feel important. (Bob Shaff)
* Have higher standards, get higher results. (Jeffrey Scott)

Leadership

First Place
* Employee appreciation isn’t a special event (Donna Cutting)

Second Place
* True leaders share their lessons learned. (Shawna Schuh)

Honorable Mention (in no particular order)
* Most disengaged workers were once engaged. (Terri Kabachnick)
* Seek counsel, but decide for yourself. (Douglas Rice)
* Pick a strategy, stick to it. (Douglas Rice)

Other

First Place
* Give wisdom away; it returns tenfold. (Charlie Hawkins)

Second Place
* Hope is not an investment strategy. (Douglas Rice)

Third Place
* Net worth and self worth differ. (Douglas Rice) - A Terri Favorite

Honorable Mention (in no particular order)
* Customer loyalty is fleeting and subjective (Lisa Ford)
* Exceptional service is no longer optional. (Laurie Brown)
* Pamper your clients. Confound the competition. (Mitch Carnell)
* Repeat customers are the most profitable (Dick Larkin)
* Referred prospects make the best customers (Dick Larkin)
* Social networking - come tweet with me. (Jim Carrillo)
* No stress with three deep breaths. (Rita Makana Risser)
* Stop whining. It hurts my ears! (Susanne Gaddis)
* A closed mouth doesn’t get fed. (Peggy Duncan)
* Only the visible get known. Really! (Roberta Guise)
* Investing in the future is history (Doc Blakely)
* Read people from the outside in. (Patti Wood)
* Wear your jammies while educating people (Joe Liss)
* Use brains before you use brawn (Bob Mittelsdorf)
* The opposite of harassment is respect. (Rita Makana Risser)
* Wrap your work around your lifestyle. (Cher Holton)
* Your children will lead the world (Brian J. Donley)