Elizabeth Cogswell Baskin

Successful Change Management Starts with Respect for Employees

Having employees embrace or accept change depends a great deal on whether they feel they’re being treated with respect.Overcome Resistance to Change with Two Conversations,” a fantastic article in the Harvard Business Review by two thought leaders from the Kellogg School of Management, suggests that feeling a lack of respect is one of three reasons behind those who resist organizational change. (The other two they discuss are disagreement and feeling rushed.)

Can their excellent strategies for one-on-one conversations be applied to internal communications? Yes and no. They’re correct that email and webcasts can’t accomplish what a face-to-face dialogue can. But those engineering a major change in large companies with thousands or tens of thousands of employees obviously can’t sit down with every single person the change will impact.

Still, the change communications can start from a place of respect for employees. The inevitable email, town hall, intranet articles and/or webcasts can all frame the transition in ways that acknowledge the difficulties of the change and communicate honestly about the downsides  — as well as the ways the change will benefit the company and its employees in the long run.

In addition, Tribe would recommend three key elements to the change communications:

  1. Have the CEO announce the change: In Tribe’s national research with employees of large companies, respondents said they wanted to hear about a big change first from the top brass. They want their leadership to be straightforward about bad news and not sugarcoat it or spin it. And they want to know the business reasons behind the change.
  2. Prep managers to answer questions: Employees in our research said they would likely follow up with their direct managers to ask questions, so help your managers be prepared with talking points, FAQs and possibly communication training on this particular change. You want each manager to be sharing the same messaging as the CEO — and as the other managers out there, so employees aren’t hearing different versions of the story depending on who they talk to.
  3. Give employees a feedback loop: Two-way communication is particularly important in times of major change. Give employees a way to ask questions and share concerns, and be sure they get responses in a timely way.

Interesting in improving acceptance of a major change at your company? Tribe can help.

 

 

Elizabeth Cogswell Baskin

15 Years of Internal Communications: What’s Changed and What Hasn’t

Tribe was founded as a creative branding boutique 15 years ago yesterday. And while our original focus was on traditional advertising, from the very beginning we were asked to take on internal communications projects for large companies. The industry has changed in many ways since 2002, and in others ways, it’s still exactly the same. Here are three observations:

  1. It starts in the C-suite: When CEOs believe communication with employees is important, they’ll create the budget to make it happen. Often we find some major organizational change — from the acquisition of another company to a shift in strategic priorities — will provide the trigger for stepping up internal communications. This is something we see more often now than we did 15 years ago. What hasn’t changed is the way an individual CEO will drive communications about vision and values — or not. If it’s not important at the top, it’s generally not seen as an important topic for the rest of the company.
  2. Technology has elevated our field. The advent of intranets was a major game changer, but the intranet game itself has changed dramatically over the years. Back in the day, UPS was our first client with an intranet (although they called it a portal and it was really just a collection of links). Then for years SharePoint was the only way to go and we used it for every site we built, from Porsche to PVH. Now, SaaS platforms make it much easier and more affordable — not to mention faster. We’ve been able to pull off sites in less than a month, without impacting the workload of the clients’ IT team.
  3. Print publications never died. Although digital communications fill the lion’s share of our clients’ communication channels nowadays, there’s still a place for print. In our early years at Tribe, we published a printed internal newsletter every month for Porsche. In black and white, because color was way too expensive. Today we do digital newsletters and magazines more often than print, but when there’s a large percentage of employees without dedicated computers, we still recommend printing. For one client, those printed magazines are mailed to each employee’s home. Expensive, yes, but it’s the only channel that goes directly from corporate to the folks in the manufacturing facilities.

One of the most interesting things about the internal communications field is that it’s changing all the time. New platforms, apps and technology provide nearly endless new possibilities for ways the company can communicate with employees. However, the most important element remains, whether you’re typing it up in black and white or shooting 3-D HD scented video to digital watches: it’s just human beings talking to human beings. Authenticity counts, regardless of the medium.

Interested in communicating more authentically to your employees? Tribe can help.

 

 

 

Elizabeth Cogswell Baskin

Will Direct Mail Work On Millennials? The USPS Says So

The USPS is making a marketing push to convince advertisers that Millennials will respond to direct mail. Will they?

The first voice I hear in my head, in response to that question, is our son’s. He is very quick to point out that you can’t make gross generalizations about an entire generation and that people, regardless of their generation, must be seen as individuals. I’ve heard Millennial employees say the same.

Yeah, yeah, of course. But still, the world that surrounds any generation during their growing up and early adult years will have an impact on forming them as individuals. Boomers didn’t grow up with iPhones — or even the internet. Millennials are different in their experiences of communication.

The second voice I hear is that of my inner creative director. Too often, in my opinion, communicators embrace or eliminate a channel based on past success or the lack thereof. But you can’t dismiss television advertising as ineffective if you’ve only run bad TV spots. You can’t assume an employee magazine won’t work in your company if the ones you’ve done before were poorly written and badly designed.

It’s a matter of content. If you do beautifully designed and smartly written direct mail that engages Millennials on a topic that’s relevant to them, then sure, direct mail could be an excellent channel.

However, Millennials as a group tend to have an ability to sniff out anything inauthentic. For instance, our high-school junior (same son) has been getting a flood of direct mail from colleges in the past year or so. It took him about five minutes to figure out that the same direct mail agency was writing most of them, with similar schticks repeated for college after college.

Now even the direct mail from Harvard and Stanford lies unopened on the kitchen counter. The good news, for the post office,  perhaps, is that he doesn’t click on a lot of their digital ads either. He reads a lot online about the colleges he’s interested in, but seems to skip anything he views as marketing.

When he was about four, he was gazing out the window on a car trip and remarked, “Outdoor advertising doesn’t work for me.” (Yes, he said outdoor advertising instead of billboards because he’s the child of ad people.) I asked him why not and he shrugged. “I can’t read,” he said.

Interested in improving the content in your communication channels? Tribe can help.

 

Nick Miller

Employee Engagement: Communicating corporate values

Start by identifying values that are easy to understand and remember. It is a formidable task to take a leader’s vision for the company and narrow it down to a few words employees should use to guide their efforts. On the flip side, if you want employees to truly adopt the company’s values, they need to be able to remember them and easily discuss their meanings. At Tribe, we recommend no more than three to five values written in language a third grader would understand.

Target recurring occasions and communications to acquaint and connect your workforce to your values. Values shouldn’t live exclusively on the poster on the break room wall. When planning any communications calendar, think of opportunities to incorporate the values into existing internal communication pieces, company events or programs. Rotate your values as the themes of your newsletter content or publish value-focused blogs and leadership videos. We especially like desktop tchotchkes such as Legos that reinforce values while also giving employees something to tinker with while working. The more instances your workforce happens upon corporate values, the better.

Designate values champions throughout the organization. Review your organization chart and identify middle-level managers in each department who have a passion for and exemplify the values. Charge them with ensuring the values are included in internal communication pieces, events and programs. Ask them to recognize other employees who are using or living the values and highlight those associates as heroes of the business. Involve your champions in the gap evaluation process of the values and reward them for the extra work and commitment they are giving to the company.

Integrate the values into your hiring and employee evaluation process. It is easy to say that your values are integral to your company’s success but to show employees the true importance you place on them, they should be included in the hiring and evaluation process. Include values-based questions during the interview as well as a checklist for hiring managers to use to ensure a prospect exemplifies them. A pre-boarding package that introduces values prior to an employee’s start date allows them to feel familiar with the values before their first hour is logged. It can also communicate that company values are of equal importance as other included elements, such as corporate policy. Incorporating your values into your evaluation process will both fortify the significance of values and offer supervisors the opportunity to coach an individual on how they can better employ those values within their work.

Looking to communicate corporate values to your employees? Tribe can help.

Elizabeth Cogswell Baskin

Is it the channel that’s not working — or the content you’re pushing through it?

Before you decide that employees don’t ever open emails, read the monthly newsletter or pay attention to digital signage, take a good hard look at your content. If you compare the caliber of design, writing and messaging to the brand communications your company does for consumers, how does it stack up?

Emails continue to rank highly as a preferred method of communications in most of the employee surveys we’ve been involved in. Yet actual open rates are often quite low. Maybe what employees mean is that they like the channel of email but are not inclined to open things that look like junk mail.

The same notion applies to newsletters and employee magazines. Whether digital or printed, these publications can be highly visual and engaging. They can be an excellent way to keep employees in the loop; to share leadership views on the vision, values and important business developments; and to make heroes of the employees by featuring them in articles. But if it looks boring and sounds boring, chances are employees will take a pass.

Digital signage can be an incredibly useful touchpoint, because it takes so little effort on the part of employees. As they’re waiting for the elevator or walking to a meeting, they can absorb quick messages ranging from company vision and financial updates to wellness and HR housekeeping issues. We’re seeing these monitors in more and more companies, but they’re not always used as well as they could be.

Channels are merely vessels; it’s what you fill them with that matters most. This applies to all channels, whether they’re the newest technology or a poster in the break room.

Employees deserve the same caliber of communications as your customers. If they’re not engaging with one or more of your internal communications channels, don’t assume it’s the channel that’s not working. Maybe all you need is better content.

Interested in improving your content? Tribe can help.

Elizabeth Cogswell Baskin

Thread the vision and values through all your internal communications

Communicating the company vision is one of the most important roles of internal communications. We often recommend a vision and values book and/or a vision and values event to put a stake in the ground to launch or reinforce these cultural underpinnings.

But that’s only the beginning. Just because you’ve told employees once, doesn’t mean the job is done. In fact, the job of communicating the vision and values is never done. To truly embed those things in an organization, to have employees internalize them so that they use the vision and values as guidance for the actions they take and decisions they make in their day-to-day work, will require an ongoing effort.

It also requires using more than one channel. Or even more than one facet of each channel. The goal is to thread the vision and values through everything you do.

We recommend a simultaneous top and bottom approach.
Look for channels for leadership to communicate these topics in an authentic way. That might be through video, magazine articles, intranet updates, town halls and/or any other available channel.

At the same time, find ways to showcase employees using the vision and values. That could be through a recognition program. It could be employee spotlights on the intranet or in your employee publication. It might be digital signage, video, blogs, social media or any other channel at your disposal.

You can also look for ways to tie topics back to the vision and values. When you’re communicating news about the volunteer program, frame it with one of the corporate values such as teamwork or community. When you introduce a massive IT overhaul, maybe you can link it to the value of innovation or efficiency. In an article on two different manufacturing plants working together to revamp the order system, point to the value of collaboration.

We often calendarize the stream of communications to reflect the vision and values. Each issue of a quarterly magazine, or each video in a monthly series, for instance, might be themed with one element of that messaging. Not only does this help thread the vision and values through multiple channels over a quarter or a year, it also allows for a closer look at one element at a time and drives more interesting content.

Interested in incorporating the vision and values into more of your communications?
Tribe can help.

Elizabeth Cogswell Baskin

Four channels for CEO communications

Don’t assume a blog is the answer. If your CEO wants to commit to writing his or her own blog on a consistent basis over the long term, say weekly or at least monthly, that’s great. If not, look at other options — but not the option of having someone else write a blog under the CEO’s name.

A ghostwritten CEO blog is worse than no blog at all. Employees smell fake a mile away. Fake is the enemy of authentic, and authentic is what you want in leadership communications.

There are of course, a few rare exceptions. If the ghostwriter works extremely closely with the CEO and has heard him or her talk on the relevant topics often enough to nearly parrot the wording, that can work. But otherwise, ghostwriting you can undermine any equity you’ve built in authentic communications.

The goal of leadership communications is two-fold. The first is to share important messaging and information with employees in a way that keeps them in the loop on where the company is heading. The second is to build a human connection with the CEO and create trust in company management.

So what do you do if your CEO doesn’t have time to write his or her own blog?
There are plenty of other ways to share with employees what the CEO is thinking without a huge chunk of time out of that executive calendar.

1. Article based on a CEO interview: We regularly write employee newsletter and magazine articles based on short telephone interviews with CEOs. We generally book no more than 20 minutes for the call and try to keep it under that. Some CEOs prefer to have prepared questions they can review ahead of time; others are comfortable talking on the fly.

How is this different from a blog? It’s written in the third person, with quotes from the CEO peppered throughout the article. It’s about a conversation with the CEO, rather than pretending it was written by the CEO.

2. Video of the CEO: The most efficient way to pull this off, especially from the CEO’s point of view, is to shoot a number of videos in one session. It also helps to include more members of the leadership team, so that the CEO doesn’t have to do all the talking. Plus the viewers get the benefit of a watching several people rather than one talking head.

Material for eight or ten videos can be shot in one day, if you can plan content that far in advance. We generally ask for 45 minutes on the CEO’s calendar and maybe 20 or 30 minutes with other members of the executive team.

3. Audio: Some people are just not comfortable on camera, and if that’s the case for your CEO, don’t push it. You could suggest a podcast, for instance, to be housed on your intranet. There are also platforms with which the CEO could record a message for employees that they can hear by dialing a toll-free number. At the end of the CEO’s comments, there’s an option for them to leave their own comments or questions, so it becomes a format for two-way communication.

4. Quotations: This one seems almost too easy, but sometimes less really is more. The format can be digital signage, email, an internet feature or any other visual channel. Use a photo of the CEO and a one-sentence quote. We often pull these quotes from interviews for articles or from videos, but you also can ask your CEO to create quotes specifically for this channel. For instance, if there’s a new initiative underway, you might ask for a comment on why it’s so important to the business. If there’s an internal push for a more customer-centric approach, or more innovation, or increased collaboration, or even reduced spending, perhaps the CEO can give you a one-sentence blurb on that.

Interested in finding the right channel for your CEO communications?
Tribe can help.

Elizabeth Cogswell Baskin

4 Methods for Reaching Employees Without Computers

How does your company communicate with employees on the frontline, the retail floor or the factory line? Many companies leave all internal communications with non-desk workers to their immediate supervisors. Tribe’s national study with the non-desk employee population* indicates this is a missed opportunity to build engagement. What’s more, those employees who never hear from top management interpret that as a lack of respect for them and their contributions to the company’s success.

But how do you reach employees who are in stores, distribution centers, restaurants and out driving trucks all day? There’s no one-size-fits-all answer, as you must consider the physical realities of their days and think creatively to identify potential touch points. Generally, Tribe recommends a combination of high-tech and low-tech solutions to build channels from corporate to the front lines.

For starters, Tribe also recommends the following four approaches:

1.    LOOP THEM IN: Commit to at least one channel through which non-desk employees will hear from management. This could be a town-hall meeting via video for manufacturing employees, a recorded message accessed through an 800 number, or even a quarterly letter from the CEO mailed to employees’ homes.

2.    ASK THEM WHAT THEY THINK: Having corporate management talk to this audience is a good step, but you also need to create opportunities for these employees to share their comments and views. Two-way communication methods — from the ability to comment on changes in the company, to soliciting ideas for improving systems and processes — demonstrate management’s respect and the desire to understand the realities of these employees’ jobs.

3.    MAKE THEM HEROES: Spotlight frontline and field workers and celebrate their contributions, through regular bio pieces in a company publication, recognition programs or contests that highlight employee performance.

4.    TAKE THE CEO TO THE PEOPLE: Again, there’s no substitute for giving employees a chance to meet face-to-face with top management, and it’s particularly meaningful to non-desk employees. Look for opportunities to have members of your leadership team visit stores, plants and other facilities so they can rub elbows with the people doing the most important work of your company.

Interested in improving communications with your offline employees? Tribe can help.

Elizabeth Cogswell Baskin

3 Ways to Survey Employees Without Computers

How do you survey non-desk workers? Online surveys are great for employee populations sitting in front of computers, but they aren’t very good at capturing responses from all those on the manufacturing line, in retail stores and in other non-desk positions.

Some companies ask non-desk workers to visit a shared computer in a break room or at a kiosk. Without some serious motivation, hourly employees are not going to be lining up on their break time to answer a company survey.

As in most non-desk employee communications, you need to be a little more creative. Here are three ways to make surveys more accessible to employees without dedicated computers:

  1. Scannable paper surveys:  How did they do surveys before online surveys? Right. On paper. You print the survey; make it available to employees at a time and place that’s convenient for them; and establish a process for collecting those surveys. For scanning, you can contract with a vendor for scannable surveys, or use software that allows you to scan responses in house.
  2. 800 number: Here’s a low-tech solution that’s non-desk friendly, although you’d want to keep the number of questions limited. Employees call a toll-free number, respond to multiple choice questions by pressing a number and to open-ended ones by recording their response.
  3. Text surveys: In many non-desk employee populations, more people own smart phones than home computers. If you offer employees the chance to opt in to text surveys, many of them will likely be willing to answer one to three question surveys at regular intervals.

One caveat to all the above: respect the limits of the non-exempt employee’s workday. You’ll probably want to make it very clear that employees are not expected to answer these surveys on their own time, and to construct a way for them to participate while they’re on the clock.

Interested in finding ways to reach your non-desk employees? Tribe can help.