Elizabeth Cogswell Baskin

Use Storytelling to Educate Employees on Cyber Security

Do your employees know what to do in case of a security breach? According to Deloitte Australia (as reported on CIO.com), employees of 43 percent of the country’s top brands don’t even know if their company has a procedure to follow in case of a data breach.

Perhaps even more importantly, do your employees know to avoid behavior that could lead to a major security breach? The recent Deloitte Global report titled “Cultivating a Cyber-Risk-Aware Culture” describes a hypothetical spear phishing attack that plenty of intelligent and worldly employees might fall for — if good cyber hygiene is not top of mind.

In this phishing scheme, an employee receives an email promising a gift card in return for answering a survey. The employee was not maliciously sharing sensitive company information. It looked like the email was sent by someone inside the company. And who doesn’t want a gift card?

Talking about cyber-awareness isn’t enough. To many of us, the term cyber sounds dated and vaguely humorous. Like when people joke about the World Wide Net or the InterWeb.

Bring it to life by telling the story. Employees need concrete examples of what risky behavior looks like, so paint the picture of a potential scenario. What sort of information would cyber attackers be looking for? What are some of the common techniques used by cyber-attackers? What are some of the potentially disastrous outcomes? Beyond just saying “Be careful,” we need to give employees a clear picture of what being careful looks like — and what it doesn’t.

Use internal communications to tell that story in ways that are engaging and interesting, not patronizing or scolding. Rare is the employee who would intentionally do harm to the company. But innocent mistakes can do real damage. And employees can’t sidestep a security risk if they don’t recognize the situation as risky.

Interested in engaging your employees in cyber-awareness? Tribe can help.

 

Elizabeth Cogswell Baskin

Change Management Communications: What’s the Worst That Can Happen?

What’s the biggest mistake you could possibly make in communicating change? The absolute worst would be to tell employees something that would make them feel better, but might not be true. For instance, saying there will be no layoffs with an impending merger, before management knows for certain that there won’t be. In the midst of change, there are many moving parts, and some early assumptions may be revised as more details and numbers are fleshed out.

On the other hand, it’s also a  mistake is to say nothing because the details haven’t yet been finalized. Employees can accept the fact that you can’t tell them everything right now. What causes them more stress is the sneaking suspicion that something’s afoot and management isn’t telling them anything. We advise clients that it’s perfectly fine to say, “We don’t know yet, but we’ll tell you when we do,” or “We can’t share that information, but what I can tell you is such and such.” In any case, you certainly want to avoid having your employees hear the news from someone outside the company, whether it’s a neighbor who’s related to top management or the business section of the newspaper.

You can also minimize stress for employees by acknowledging what we call the Two Big Fears. In the face of any major change in the workplace, employees worry about two major questions: “Will I lose my job?” If the answer to that is no, then the next concern is “Will this make my job more difficult?” Acknowledging those two issues can take some of the heat off them.

It’s human nature to imagine the worst. So in the absence of communication regarding the change, employees’ imaginations will fill in the gaps and rumours will begin seeping through your organization. Setting realistic expectations can be a relief. Most people would rather know what to expect, even if it’s not good news, than to be left in the dark.

The most important key to successfully communicating change is to begin with a foundation of respect for the employees. That means treating employees like the intelligent adults they are, as well as putting yourself in their shoes. We often talk about the Golden Rule of Change: If you were an employee impacted by this change, how would you want to be treated?

Interested in communicating change more effectively at your company? Tribe can help.

Elizabeth Cogswell Baskin

Should Your Internal Brand Guidelines Be a Mirror Image of the External Brand?

There’s a wide range in how various brands answer this question. A few companies Tribe works with use the exact same brand guidelines internally and externally. Once in a while we’ll work with a company that has a very different look internally than externally.

Our guidance is to see the internal brand as an in-the-family version of the external brand. While the external brand is how we represent the brand to consumers and the rest of the world, the internal brand is like having a conversation with your family members. It’s how we speak to each other, human to human, inside the company.

The external brand and the internal brand are two sides of the same coin. When a company makes a brand promise, the people inside the company are the ones charged with keeping that promise. Whether the brand promise is about delivering speed or quality or courtesy or anything else, the employees need to be steeped in communications that prepare them to deliver on that. In the same sense, the way those internal communications look and feel should reflect the external brand.

So when we’re building an employee brand, we start with the existing brand standards. But then we might add a few elements to make it convey a little more familiarity, in the sense that we’re talking amongst ourselves in the family rather than to the outside world. We might introduce a brighter, friendlier color palette. We might recommend including an additional font that’s more casual. We will lobby for photography of employees, so that the internal communications reflect the faces not just of leadership but also of people working in various parts of the organization. (We don’t ever advocate using stock photography to represent real employees.)

The tone of voice and choice of language might also be different for the internal brand. Of course, the vocabulary you use with consumers or clients regarding your products and services, the industry and your business should be mirrored internally. But when you’re speaking to employees, it’s more like sitting across the kitchen table than it might be for the rest of the world. The internal tone of voice might be a bit more casual, maybe even include a little more humor.

One important point that marketing folks sometimes don’t get at first is that an internal brand needs more range than the external brand. That’s an issue of context. Think about seeing a TV spot, magazine ad or online advertising for your company. It will be seen in the context of lots of other brands.

But imagine walking by the digital signage in your company. Although there may be a few dozen different slides, they’re all representing one brand. Without giving art directors some range in the brand design, those slides will all look very much the same — and won’t be very engaging.

Another example might be the employee magazine. If every article looks exactly like the others, it becomes a sales brochure. To keep employees’ attention from article to article, and to signal readers that the content is editorial rather than advertising, the brand has to allow for slightly different treatments of photography, illustration, fonts, color and maybe even icons.

That’s not to say we recommend that anything goes for the internal brand. Quite the opposite. We believe in setting internal brand standards, but having those standards include a range of options — all of which are on brand.

Interested in establishing internal brand standards? Tribe can help.

Elizabeth Cogswell Baskin

5 Ways to Recognize the Employees Who Do the Real Work of the Company

Photo credit: Chris Davis Photography

Giving visibility to leadership is important. People want to see the faces and know the humans behind the titles at the top of the org chart.

But it can be even more powerful to give visibility to the people in the rest of the organization. Unwittingly, internal communications often focus on the folks at the top and don’t give much coverage to the employees who are manufacturing the products; delivering the service; making the sales; coding the platforms — not to mention all the employees in HR, accounting, marketing and more who support all those people.

Here are five ways to create more visibility for the people doing the real work of the company:

  1. Quote them in articles: On the intranet or in your employee publications, use regular employees as sources rather than always quoting someone from the C-suite. When you’re covering a new product or a new plant, giving examples of collaboration or innovation, illustrating how the values of the company are used at work, the rank-and-file people will have insights and comments that other employees will be interested to read.
  2. Shoot employee photography: I’m not talking about snapping someone’s headshot standing against a beige cubicle wall. Invest in talented photographers to shoot employees in context of their work. Then use that library of employee photography to illustrate everything from your intranet to digital signage to the annual report. If you have a number of locations and types of workplaces, try shooting at three to five places a year and building the library over time.
  3. Build an employee culture team: Establish a small group of mid-level employees who represent diversity across the company, and task them with being conduits for the culture. You might start with an off-site where the team can bond, and have leadership join to talk about the culture, where they company is going, what it is the company stands for. Then use this team to give culture presentations to their colleagues and to report back to leadership on employee questions and concerns, progress and set-backs. When you have a major change down the road, you’ll be glad to have this community of peer influencers already in place.
  4. Create a peer-to-peer recognition program: Top-down recognition is great, but it can be just as powerful to be recognized by one’s coworkers. Establish a monthly or quarterly recognition program in which employees drive the process of who amongst them gets recognized.
  5. Help them see the value of their roles: This is the big one — and lies at the heart of employees feeling celebrated rather than invisible. If you can draw a line, in employees’ minds, that leads directly from what they do every day to the vision and success of the company, you create a powerful shift. Help employees see how their individual roles contribute, and make sure they see leadership recognizing their contributions as well.

Interested in giving your employees more visibility? Tribe can help.

 

 

Elizabeth Cogswell Baskin

Humanizing the Big Cheese: Help Employees Connect with the CEO

hiresEmployees want to know their top leadership as individuals. In Tribe’s research with employees of companies with more than 1,000 employees across the U.S., 84 percent of respondents want more communication from corporate, but they also want to see these people face-to-face.

Cascading communications through direct managers isn’t enough. Qualitative responses from our study on employee preferences in internal communications indicate the desire for communications directly from C-level.

Comments and write-in responses included:

“More direct communications from HQ.”

 “It’s important to have some communication directly from corporate instead of my direct manager.”

 “We want to hear from you. Tell us what’s going on.”

Employees also want to put faces to titles, and to interact on a human level.

 “Being able to put a face with a name would help make things more personable.”

“Increase the in-person, live communication.”

“Speak face to face.” 

Most CEO’s and other top executives are not going to have time to meet every employee face-to-face. But efforts in that direction, such as store or plant visits can go a long way towards communicating that he or she believes its important to connect with frontline employees. Town Halls that are webcast are another, although not all employees will sit through an entire one.

Your CEO can only be in one place at a time, but technology can help scale those human interactions. When the CEO visits a plant, shoot video of the visit. Maybe include plant employees by creating a Q&A opportunity where they ask a question and the CEO answers. Or shoot photos of the CEO shaking hands or talking with various plant employees to use in a CEO blog, or on the intranet, or in a digital magazine or newsletter.

The point is to help employees put a face to the name and title. Although an in-person experience has the most impact, there are other ways to build that human connection between employees and the leadership team.

Interested in humanizing your CEO? Tribe can help.

 

Elizabeth Cogswell Baskin

Keeping Frontline Employees in the Loop: 4 Tips

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 communication channels that work for your non-desk employees? Tribe can help.

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

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.

 

 

 

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.

Brittany Walker

4 Ways to Increase Engagement Through Employee Recognition

HiResEngaged employees are more likely to know that their role contributes to the overall success of the organization. When it comes to instilling that message throughout the company, Tribe often recommends a rewards and recognition program. From dedicated website portals, to a verbal “thank you,” there are many effective methods to increase confidence and morale through acknowledgment. Sometimes the smallest thing someone does can make the biggest difference for someone else.

  1. Verbally recognize standout employees during a regular meeting. Rewarding employees in front of their peers puts a little extra oomph in fostering pride. Schedule a few minutes into the agenda of your weekly or monthly meeting to spotlight an individual who deserves it.
  1. Establish a recognition item that can be passed on to others. The actual item can be determined by your culture – at Tribe we use a large jar – but the concept stays the same. Starting with the team leader, give it to someone who’s gone above and beyond. That person will keep the item for a month or quarter, and then pass it on to someone else on the team that deserves the spotlight for their accomplishments. It is important to let them know why they’re receiving the item, to set a standard for a job well done.
  1. Provide a sought-after treat to recognize employees’ contributions. This could be as simple as a quarterly breakfast with leadership, or a small gift or collectable token. The ability to attend an exclusive event or receive a keepsake can go a long way to make employees feel appreciated.
  1. Spotlight outstanding employees with a story of their accomplishments. Consider establishing an “employee of the month” program or a spotlight section in your newsletter or internal publication. Not only will it make that employee feel recognized for their contributions, but it will allow other employees to read why that person was selected and set their sights on how to be nominated in the future. It was also serve as a great reminder of your organization’s best practices.

Interested in developing a rewards and recognition program? Tribe can help.