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Brittany Walker

Four Tips to Launch an Effective Ambassador Program

You’ve got an important initiative, big organizational change or great new communications channel. Now what? In most cases the next step is to start producing news and information to keep employees informed. Establishing a successful internal communications platform like a well-rounded intranet, newsletter or digital signage is great, but having internal resources throughout the company will keep you on track for success.

Tribe recommends an ambassador program. From gathering and editing content, to providing a face-to-face internal voice and guidance among employees, a team of ambassadors can take your communications efforts to the next level. Here are four of our suggested tips for a successful ambassador program launch.

  1. Recruit the right team. A program of ambassadors positioned throughout the company can be a natural source of support across functional silos, business units or geographically locations. However, the right employee is key. A successful ambassador is often a more junior employee eager to make a name for themselves. Energy level can be more important than experience.
  1. Spread the word. Tribe usually recommends an announcement from management to reveal their team’s new ambassadors. Communicating the news of the new ambassadors will have two purposes: letting employees know who they should go to with their questions, concerns and relevant content, while also giving the ambassador the recognition they deserve.
  1. Provide the tools they need to be successful. Before ambassadors can become successful representatives, they will need some guidance. Introducing training tools like FAQs, conversation starters, and resources for connecting with each other to share best practices will go a long way in the successful launch and longevity of your program.
  1. Emphasize the WIIFM factor. The role of ambassador often adds to the workload, so clearly outlining what’s in it for them is important. Good news for you, becoming an ambassador is a great opportunity for employees. Not only will they have the chance to stretch beyond their current job descriptions, they will be able to connect and learn from some of the people doing the most important work in the company.

Need help getting your ambassador program off the ground? Tribe would love to help.

 

Elizabeth Cogswell Baskin

Using Video to Humanize the Leadership Team: Five Tips to Make It Easy

Video can be a great medium for helping employees feel a human connection with company leadership. We’re not talking about an-hour long presentation on finances. Try 60 to 90 second videos on topics that have some relevance to the culture of the company, like one of the values, or a new sustainability effort. Or maybe try a video that includes all the members of the leadership team answering the same few questions, from the business-related, like: “What’s the coolest project you’re working on right now?” to the personal: “Out of all our products, what’s your favorite?” or even “What was your first job ever?”

To get the most bang for the buck, it’s helpful to plan a series of videos and shoot them together. That might mean shooting six videos that are each a conversation with one member of the leadership team about how their function supports the vision of the company. The CFO will obviously have different answers from the CMO. Or it could mean creating a dozen videos that each include responses from several different members of the management team. Using the examples above, one video could have each one answering the coolest project question. Then the next video might be the one where they each talk about their favorite product. The other 10 videos could cover anything from how they see the values playing out in their everyday work to how each of their functions helps the company be more customer-centric.

Here are a handful of tips to make leadership videos simple and affordable:

1. Prepare carefully. If you plan to produce 10 videos, you might want to develop ideas for 12 or 14, in case one or two don’t pan out. For each video you plan to produce, have the questions prepared ahead of time. Sometimes it helps to give the people you’ll be shooting the questions beforehand so they can begin formulating answers. Think through the edit and create your shot list. Know how you plan to cut the footage together so you make sure to cover everything you’ll need to shoot.

2. Position the interviewer off camera. Rather than a talk-show setup with an on-camera interviewer, keep it simple. Keep the interviewer off camera, and cut that person’s questions out later. The interviewer is there just to prompt the interviewees to cover the desired topics.

3. Use a green screen. Especially if you’ll be shooting leadership in different locations, this allows you to keep the lighting similar and slip in any background you want. Just position the green screen far enough behind the interviewee that the green won’t reflect on their skin.

4. Have a second camera. This can be a locked-down camera on a tripod without a camera operator. The purpose of this footage is to provide cutaway shots, particularly when you’re planning to use just one person in each video.

5. Be efficient with your executives’ time. Even if you’re shooting a dozen videos with six or eight different members of the leadership team, try to get the footage you need in under 30 minutes for each of them. In most cases, it should take less than that.

Interested in producing a series of leadership videos? Tribe can help.

Steve Baskin

It’s Not About the Pizza: Aligning Employee Actions with Organizational Vision

Slice of a Pepperoni Pizza isolated on white background

At Tribe, we work with our clients on events of all types. It didn’t take long for us to learn that food attracts the crowds. It also didn’t take long to learn the importance of not running out of pizza.

Enjoying the work environment is a large part of employee engagement. It’s a lot easier to get out of the car and walk into the office when it’s a fun place to work. When you enjoy being around your colleagues. When you get a chance to laugh during the day.

But it’s not about the pizza. The pizza, the games, the entertainment are simply lures that help attract the crowd and make it more fun to learn the things that leadership believes are important for employees to know.

We constantly look for interesting opportunities and venues that promote internal communications. But the underlying purpose is always in helping employees understand the organizational goals and how their day-to-day actions help the company get there. For us, this is the real purpose of company events and meetings. The communications subjects might be more tactical than strategic – open enrollment, introducing the new intranet or learning a new process. But aligning corporate communications with organizational goals is what Tribe preaches every day.

For Tribe, the creative process is about business. It’s not fluff. We spend time working with our clients to clearly understand their business goals and communications needs. Then we work hard at staging those communications in interesting and unique environments and in fun and engaging ways. Then we figure out a way to measure the activity to see if achieved our goals.

We love to have fun at the office. But we believe that true engagement happens when employees understand where the company is headed and their individual role in getting there.

 Interested in events that align employees with company goals? Tribe can help.

Elizabeth Cogswell Baskin

Eliminating Ineffective Channels: Send Out Less Stuff, and Employees May Pay More Attention

Sometimes the best thing to do is to stop doing something. As you add more and more channels to your internal communications program, whether that’s updating the intranet to a more social platform or developing communications toolkits for managers to cascade messaging, you can reach a tipping point where too much is, well, just too much.

Stop and make an assessment of what’s working and what’s not. Are there six different newsletters from various division and regions? Maybe you could retire a few, or at least use a more targeted list of who gets what. Do employees have several different sites serving various functions of an intranet? Maybe you could shut one of those down, or migrate the content that’s actually being used to another internal site that gets more traffic.

Also consider the Use By date on communications meant for a specific time window. If you ship posters to all locations and ask them to put them up in the break room, do you also let them know when it’s time to take those posters down? When open enrollment is over, when the United Way campaign is complete, removing those posters leaves visual (and mental) space for other messages.

But don’t throw the baby out with the bath water. If a channel doesn’t seem to be working very well, consider updating what flows through that channel. That digital newsletter that nobody reads might be a winner with an updated design and improved content.

How do you know what’s working and what’s not? The best way is to do a communications audit, using any metrics you have plus an additional employee survey and possibly even some employee focus groups. When Tribe conducts such an audit, the resulting recommendations usually include some combination of 1) channels to keep because they’re working great as is; 2) channels to tweak because they need more strategic thought and/or more engaging content; and 3) channels that have served their time and are ready to retire.

The conundrum is this: there’s always the risk that you’re communicating too much. Just as there’s always the possibility that you’re not communicating enough. If this stuff was easy, it wouldn’t be so hard.

Interested in giving your portfolio of communication channels the once over? Tribe can help.

 

 

 

Nick Miller

Internal Communications: How to encourage your workforce to have more productive meetings

The late John Kenneth Galbraith, an acclaimed economist, wrote in 1969, “Meetings are a great trap. …they are indispensable when you don’t want to do anything.”

While we at Tribe are not quite that anti-meeting, we find that a handful of tips can reform these hour long escapes from doing actual work into sessions of decision and progress. Here are a couple pieces of advice for communicating good meeting habits to your employees:

  1. Communicate the importance of an agenda

Conducting a meeting without a list of points to cover can equate to herding cats. Simply by spelling out what will be covered during the meeting significantly increases the likelihood that attendees of a meeting will walk away with a clear plan of action. We suggest one is sent out before the meeting so that all involved have an understanding of the objective and are prepared with their input.

But telling your employees to use an agenda won’t change their bad habits overnight, so use subtle clues to encourage them. By installing an “Agenda” and “Desired Objective” section on your meeting room whiteboards or leaving blank agenda sheets on meeting tables, you are leaving a constant reminder to conduct meetings in a predetermined and organized fashion.

  1. Let employees know it’s okay to decline

It is important that associates understand that their time is their own to manage, and communicating to them that they are not required to accept every invite that comes their way will free up windows that are best spent elsewhere. Let them know that they have other options should they determine that their attendance is unnecessary. Communicate how it is acceptable to provide the input you may have on the subject by email prior to the meeting or send a substitute with similar proficiency. This is a point that can be emphasized during the onboarding process since new employees are more likely to feel discomfort declining meeting invites.

  1. Advise on how to limit wasting time in meetings

Periodic communications to associates about how to have more efficient meetings serves your workforce a benefit since most don’t know they need it. These can be in the form of dedicated communications or included in established communications such as a newsletter. Examples include:

“Try standing during meetings instead of sitting, so you are more likely to stay on schedule.”

or

“Recommend only one person conducts each meeting in order to avoid dysfunction.” 

Looking to communicate better meeting habits to your employees? Tribe can help.

Elizabeth Cogswell Baskin

Three Reasons to Shoot Your Employees

Stock photography is cheap and easy, but it’s not always a great idea. In certain situations, of course, it can be a good solution. When you want to communicate a concept, like collaboration or growth, you might use symbolic or metaphorical photography. If you want a simple visual to illustrate a topic like the 401K, you can find tons of nice shots of piggy banks or gold coins or other relevant objects.

But don’t use stock to represent your employees. It instantly communicates inauthenticity, but even more important, it’s forgoing a fantastic opportunity to build engagement.

Let’s start with the inauthentic part. People can spot a model a mile away. When you use stock in employee communications — to represent real employees — you’re not fooling anyone. Everybody knows those aren’t really employees on the intranet or in the brochure or wherever you’re using stock photos.

Then consider what happens when you photograph actual employees. All three of the following benefits make it worth considering the effort and expense of original photography.

1. Making heroes of your employees: Our culture is fascinated with celebrities, and when you use photographs of real employees, some of that show biz stardust falls on each of those individuals. But like a pebble in a pond, a heroic shot of one employee also creates a sense of pride for all those other employees out there who can look at that photo and say, “Hey, that person is just like me.”

2. Connecting employees across silos: One of the best ways to break down silos is to help employees develop human connections with the people in other silos. When you can put a face on a colleague, whether that person is down the hall or across the globe, you humanize them. Besides, employees love looking at photos of each other. Employee photos consistently get positive responses in all sorts of internal communications. If you’re creating a library of employee photography, or shooting numerous photos for a large project like a vision book, try to include as many silos as possible. Try also to cover a diversity of job function, seniority levels, ethnic backgrounds, age and gender.

3. The shoot itself builds engagement. When you have a professional photographer in the building — along with the accompanying lights, cameras and makeup stylists — it creates excitement. Employees want to know what’s going on, they want to be involved, and they will tell everybody they know about the shoot at work. Create more assets to use in internal comms with “behind the scenes” photos of the shoot in progress. Get shots of employees in the makeup chair, the photographer working with his subjects, the glamour of a working set. Those BTS photos are sometimes even more engaging than the professional shots by the real photographer.

Interested in the possibilities of employee photography in your organization?Tribe can help.

 

Brittany Walker

3 Tips for a Successful Culture Magazine

Culture magazines are a great resource for communicating across a multitude of functions and geography. Internal magazines are opportunities to bridge silos, create shared pride and boost recognition, all of which contribute to higher employee engagement.

At Tribe, we’ve created culture magazines for clients across industries ranging from consumer products to aviation to fashion. Especially in manufacturing, retail and other non-desk populations, magazines enable the company to make these frontline employees visible and even recognized as heroes throughout the organization.

Often produced as a quarterly publication, culture magazines don’t have to be a daunting or budget-busting. Here are three simple tips to keep your magazine on track.

  1. Develop an editorial plan. Establishing reoccurring topics and themes for each issue will take a load off the planning process at the beginning of each issue. Think through your messaging and communication goals for the publication, and be sure to work each of them into the plan. Allow for flexibility by including a feature story, but we would recommend at least three basics, like employee spotlights, leadership Q&A or wellness and volunteerism updates.
  1. Appoint an editorial board. This simple task has been a life-saver in ongoing magazines Tribe has produced in the past. At the start of each new issue, gather your established team composed of people from across different segments of the organization. All it takes is one organized conference call to discuss potential stories and features for the upcoming issue. By the time the call ends, you should have your identified editorial plan for the next issue, and the correct contacts to start producing the content.
  1. Keep revisions to a minimum. For best, and most efficient results, collaborate on the front end of the magazine, not the back end. A large part of this helpful hint is cutting down on the number of reviewers themselves. Once the articles are written and the issue is put into design, keep the circle as tight as possible. Multiple rounds of revisions can do damage to your timeline, and as a result, impact the budget.

Interested in developing a culture magazine? Tribe can help.

Elizabeth Cogswell Baskin

Letter from the CEO: Tips to Get Employees to Actually Read It

Having the CEO or another leadership team member write a letter or email to employees is a huge opportunity to build engagement. But only if it’s done well. A 500-word missive that’s one long stuffy sentence after another is not engaging and will bore employees long before they get to that final paragraph. Here are a few tips to keep in mind when your communications plan includes leadership communications of that sort:

  1. Don’t ghostwrite it: Or at least don’t make it sound like someone ghostwrote it. If the exec doesn’t have the time or inclination to write the piece for himself or herself, do whatever you can to channel his or her voice. What are the words and phrases this person uses frequently? If they like something, are they more likely to describe it as really cool, awesome, outstanding, fabulous or terrific? Is there a word or phrase they use frequently to reinforce an idea,  like “absolutely” or “no doubt?” If you don’t have frequent contact with this particular leader, search online for videos of interviews or speaking engagements to pick up details of how they speak. Even better, get five minutes of their time to talk about what they want employees to get out of this communication.
  2. Show some personality: Tribe’s national research with employees indicates that they want a personal connection with their leadership teams. They want to feel like they know something beyond business facts about the person behind the title. Some more introverted leaders resist talking about themselves because they think it comes off as self-centered or bragging. Explain that it’s humanizing rather than hubris. If the big boss is training for a marathon or writing a detective novel on the side, that’s the kind of personal detail employees are craving.
  3. Cut roughly 20% of what you wrote: Or even 30%. Take a look at what you think is the final draft and figure out how to make it shorter. If it’s a letter, absolutely do not let it be more than one page, and try not to fill that page with ink. If it’s an email, three or four brief paragraphs is probably about as much as employees will read. For a blog, you can go a little longer, but still, short and sweet is more likely to be read.

Interested in improving your leadership communications? Tribe can help.

 

Steve Baskin

Engaging Financial Communications: Include Employees in the Story

Business chart with glowing arrows and world mapHow do we get employees engaged in corporate earnings announcements? The quarterly hand-wringing is loud enough to be heard outside just about every Fortune 500 company.

Short of learning if they’re more likely to get a bonus or get laid off, there’s very limited interest from the average employee without a C or VP in their job title. The language and terminology used when reporting financials to employees tends to be the same language that companies use when they’re reporting to shareholders and analysts. The trends and numbers that are reported tend to be high-level or global numbers that can be very hard for someone down in the business to understand or relate to.

Connection to the vision. Quarterly financial reporting is an opportunity to highlight progress toward company goals. If your company has a well-documented vision or business strategy, this is a great time to help employees connect the dots between the vision or strategy and financial performance.

We tend to be fans of teams. Professional baseball fans understand that their team is part of Major League Baseball, and they’re always happy to hear that the league is doing well. But they get animated about their team’s performance. Did they win last night? Will they make the playoffs? Will they finally get to the world series? Are they trading for the pitcher or batter that’s going to get them over the hump?

Companies are all about teams. Look for creative ways to bring the financial conversation down from corporate or global level to the team level. By segmenting the financial reports toward divisions or departments – smaller teams – within the organization, it becomes easier for employees to relate to the results. That can help them cheer on good news or to dig in and work harder if results were less than expected.

Connecting high-level financials to team or individual performance requires both creativity and a pretty deep understanding of company goals and departmental contributions. This doesn’t have to be an exact science. It’s simply a mindset of connecting actions and contributions of employees and team members to financial results. When you include employees in the financial conversation in more relevant ways, they’ll inevitably begin to care more deeply about the results.

Interested in connecting employee actions to financial results in your organization? Tribe can help.

Elizabeth Cogswell Baskin

Balancing Collaboration and Efficiency

A premium is placed on collaboration in many, if not most, large companies. As knowledge and expertise become increasingly specialized, collaboration across functional areas becomes even more critical for successful business results.

At the same time, efficiency is also a priority. Companies feel the pressure of delivering improved speed to market, quick response to changing business factors and the ever-increasing demand to be faster than before.

The challenge is that collaboration and efficiency work against each other. To collaborate requires rounding up people in diverse roles across the company, and usually across geography. Coordinating the schedules of everyone in the group for an in-person meeting or conference call is no easy feat. It’s not always going to happen this week, or even this month.

It’s much faster for one functional unit to make decisions and move on. In Tribe’s national study on collaboration, many respondents cited this time drag as a reason why they often skip the step of getting input from other areas in the company.

But are the right decisions being made? There are no doubt insights the sales team can share about what customers are really looking for; that the programmers can clarify in regards to what the software can really do; or that one division of the company can offer regarding a key customer they share with another division.

This tension between collaboration and speed isn’t necessarily a bad thing. It forces people to set priorities, to weigh the need for one over the other. In most corporate cultures, the pendulum will swing towards one over the other.

One principle for maintaining a balance between the two is to separate the two functions of collaborating and making decisions. When people come together to collaborate, it should be for the purpose of providing their unique expertise, input and feedback. The collaborative meeting is not the place to make decisions. Trying to reach consensus on a decision is not only difficult, it’s unlikely to result in the best decision.

Give everybody a voice, but not a vote. The happy medium – or the Middle Way, as the Buddhists would say – is to invite many different perspectives but not give away the power to make the final determination. The responsibility for decision-making should remain with those who own the project or initiative under discussion.

Interested in balancing collaboration and speed in your company? Tribe can help.