Nick Miller

Employee Engagement: Engraining recognition into your corporate culture

Communicating appreciation in the workplace, both top-down and peer-to-peer, is critical to building engagement. A simple “thank you” or “job well done” can often hold the same value to an employee as a monetary reward. Creating a culture of appreciation will let your employees feel valued and know that their efforts are appreciated, but it is something that happens over time and involves all levels of employees.

It starts at the top. Regardless of the type of culture a company is trying to create, leadership sets the tone for the entire organization. Culture cascades through the organization just like tangible communications, so appreciative behavior is likely to be mimicked as employees observe their managers. From there, they set the example for the next level of employees and this trickledown effect permeates throughout all employee groups.

Change how employees view recognition. Many companies make the mistake of treating recognition programs as a box to check without considering the requirements of keeping the program fresh, effective and sustainable. Launching a recognition initiative should be strategic in order to ensure that associates aren’t jaded by “just another program” that falls by the wayside. You might tie recognition to the company values or other objectives that you want to reinforce over the long haul.

Consider using perks to encourage recognition. Intranets and microsites are great solutions to track who is being recognized and why. We at Tribe promote gamification of your recognition program, such as points-based systems that can translate into giveaways or drawings. Engagement for programs like these are often higher – as it’s hard to beat free stuff.

Publicize recognition to the whole company. Part of fostering recognition within your corporate culture is to communicate it to everyone. Take specific examples and print them on posters, post them on digital signage or include them in your newsletter. Employees value seeing their peers recognized on a broad scale and will use the indirect appreciation as motivation to be the next one. Make sure to spotlight all levels of employees – down to the part-time, hourly workers. In doing so, you’re promoting equality and inclusion, key aspects of an appreciative culture.

Interested in showing your employees how much they mean to your company? 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.

Nick Miller

Be the source of information your workforce can trust


The world experienced a global erosion of trust in their traditional sources of information in 2016.
The rise of fake news, alternative facts, and echo chambers, whether it be partisan press or social media, has hindered factual information from being treated as such.

The consequences of a workforce that is, by default, skeptical of information has wide ranging implications to your company. Ensuring your internal communications are excluded from such doubt of validity could be a difficult, but necessary, undertaking.

The good news is that, as an employer, you already have a foundation of trust to build upon. The 2017 Edelman Trust Barometer, an annual analysis of global trust in organizations, paints a positive picture for the influence of business. Business, as an institution, experienced the least significant degradation in trust by percentage, over government, media, and NGOs. According to Edelman’s study, three out of four people agree that a company “can take specific actions that can both increase profits and improve the economic and social conditions in the community where it operates.”

But business is not entirely in the clear, and must act in order to retain their favorable position. Globalization and wildly unbalanced financial gain of executives are common sources of fear and distrust among the workforce. Edelman’s study has also uncovered a corrosion of trust in experts, regardless of field, with CEO credibility decreasing the most in the past year, dropping to an all-time low. Peer-to-peer communication is considered most credible as people seem to be most comfortable with a spokesperson that is akin to themselves.

A number of conclusions can be drawn for internal communications. One of Tribe’s takeaways is that, now more than ever, corporate communications are most effective when it is communicated in a manner that makes all employees feel like they have the most accurate and current information about the company. That means giving the business reasons behind a major organizational change, for instance. It also means sharing numbers, whether you’re discussing the engagement survey or financial results.

Interested in maintaining the credibility of your internal communications? Tribe can 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.

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.

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.

Brittany Walker

Three easy ways to improve your intranet

Your company’s intranet should be a reflection of its culture. Culture is not only about your mission, vision, values, logo and formal rituals, but it also includes employee beliefs about the company, myths and ancillary symbols that develop over time. Reviewing your intranet should shed some light on the intangible areas of your company’s culture. Analyzing your site doesn’t need to be a formal process, but by taking some time and reviewing a few basic elements, you will also gain a better understanding of your culture.

1. Site design should be reflective of your external brand and your desired internal culture.  Look at the design element of your internet and intranet.  Are they of the same quality? Do they look similar?  Does it appear that the company invested in both? Does your intranet reflect your desired culture in terms of being fun or potentially a more formal culture? If the answer to some of these questions is no, it may be a good time to improve the design.

2. If work/life balance is something your company values, give employees the opportunity to share information about their personality on the site. Rich employee profiles are a great way for employees to connect on a more personal level and improve their working relationships with co-workers. The underlying message that employees will receive is that the company cares about them as individuals, not just for the skill set they bring to the company.

3. Review your values, culture attributes and other brand elements to see if they are reflected in the site. Your intranet is a great tool to communicate and sustain elements of your brand, which in turn help develop your culture.  Look for interactive ways such as spotlighting employees that live your values or promoting events on the site that help build camaraderie.

Do you have other ideas of how to analyze your intranet for insights on your culture?  Tribe can help.

Steve Baskin

Communicating Vision and Values: Give Your Employees Something to Do

Businessman opening hands

Tribe does a great deal of work communicating corporate vision and values. Quite often, the vision includes a grand statement about becoming the biggest, the best, the safest, the broadest, the fastest, the most caring company in the business. And while we’re becoming the “est”, let’s have integrity, passion and be innovative. That’s all fine. We all want to be the best at what we do and exude expected values while we’re doing it.

The problem with these broad goals and statements is that it doesn’t tell your employees what it has to do with them. If we’re communicating with employees and want them to engage in the conversation, we have to give them something to do.

Employee communications should provide instructions on what employees can do to contribute to the goal. When we talk about becoming the best in our industry, we take the ball out of employees’ hands since they can’t control what the competition is doing. When we can’t control or change the outcome with our actions, we’ll tend to ignore the communication and assume that it’s someone else’s responsibility.

Achieving broader company goals – or the company vision – doesn’t magically happen. It’s typically the result of the successful execution of internal business strategies. So when we’re communicating with employees, it’s important to be as specific as possible about what they’re supposed to do. They should be able to internalize the communication to understand how their actions should change after seeing/reading the communication.

Therefore, when we’re communicating corporate vision and values, it’s not enough to print a poster with the vision or send an email from the CEO that states the values. It’s a start, but we also have to provide context of how we’re going to achieve the vision or examples of how the values show up within the company.

Need help communicating Vision and Values inside your organization? Tribe can help.

Elizabeth Cogswell Baskin

Authentic CEO Communications That Are Super Easy On the CEO’s Calendar

tCEOs are busy. They don’t always have the time, or the inclination, to pen their own material for employee communications. Having a leadership blog or letter to employees ghost-written by someone else, whether an internal communications professional or an agency, is a commonly accepted solution to that challenge.

But employees can smell fake a mile away. I was once in an elevator in a large corporation with the CEO’s latest blog posted on the wall. It was a nicely designed piece, with a photo of the smiling executive. Two employees who happened to be sharing the same elevator were chuckling at the ruse. “Oh yeah, like he really wrote that.” I glanced at the copy, and agreed with them. It read like a press release that had been revised by committee.

Yet it’s important to employees to know what the CEO is thinking. They want to know that he or she has a vision, that there’s a plan for the company’s future, that the work that they’re doing in their individual jobs contributes to some greater plan for success.

At Tribe, we’ve found a few ways around this conundrum. They all can be achieved with a very small chunk of time in the CEO’s calendar and result in authentic communications employees can trust. They also don’t require huge budgets.

1. The Q&A: This is the simplest possible solution. Rather than guessing what the CEO is thinking, just ask. Tribe has used this method for several clients on a quarterly basis. Here’s just how easy it is to do:

  1. Book 20-30 minutes on the CEO’s calendar once a quarter for a phone call
  2. Prepare a handful of questions related to the company vision, one of the values, a current business challenge or strategic objective
  3. Have a nice conversation with the CEO and record it (We usually use an iPhone and the Voice Memos app)
  4. Have the conversation transcribed (We use a professional transcriber, but any intern could handle it)
  5. Construct a Q&A column using quotes from the transcript (Most CEOs appreciate you cleaning up any stumbles or grammar faux pas)
  6. Have the CEO review it, make any minor tweaks, and you’re done

2. Leadership Video: Tribe recently shot a year’s worth of monthly videos in one day, requiring about 20 minutes per member of the leadership team. The CEO was interviewed on all 12 subjects, but that took only about an hour of his time. We covered everything from the Vision and Values to building a customer-centric culture to the balance between people and technology. That gave us enough material for more than a dozen ninety-second videos, each featuring the CEO and several other members of the leadership team commenting on the same theme. (We have a Tribe person off camera doing the interviewing, and then of course delete all that in the edit.)

3. Podcasts: If you don’t have the budget to shoot video, or if your CEO is shy about being on camera, use the same process above to record audio rather than video. Edit into short podcasts you can post on your intranet or email to employees.

Interested in trying some new forms of leadership communications? Tribe can help.

 

Elizabeth Cogswell Baskin

Connect Employees to Something Bigger by Telling the Company Story

Do your employees feel like they’re helping to write the story of the company? Perhaps the most important goal of internal communications is to help employees see how their individual roles connect to the big picture. They need to connect the dots between the work they do every single day and the success of the company.

The company story can be an invitation for employees and prospects to join the experience. Make the story relevant for corporate employees but also those in the manufacturing facilities, distribution centers and other production jobs. People on the factory floor should know that they’re creating a product that provides people with something that makes their lives better in some way.

Look for the golden thread of purpose that has always run throughout the company’s history. Although business strategies and even the organization of the business may have changed dramatically since the beginning, there’s likely a perennial purpose that’s been there year after year. For instance, an IT company may be using entirely different technology and providing new sorts of services than it was even a few years ago. But look for the reason why the company exists, the need it fills for its clients. In that example, maybe the company purpose is and was to help clients’ technology work flawlessly so they can focus on their own business instead.

What channels would you use to tell the company story? Tribe often creates what we call vision books for clients, in which we help the company articulate the vision and values of the company. This is an ideal tool for telling the company story, for a variety of reasons.

The company narrative can also be told in almost any other channel. Tell it in the employee magazine, on the intranet, as part of a company anniversary event. We’ve even incorporated colorful gems of company history in digital signage.

The importance of the story is that it connects employees to something larger than themselves. Being an integral part of the whole makes work more meaningful, and more meaningful work builds employee engagement.

Interested in telling your company’s story? Tribe can help.