HRANS - Communicating to Connect
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Transcript of HRANS - Communicating to Connect
Gaining Commitment and Getting Results
Communicating To Connect with Your
Audience
The Situation:
“We’ve been taught that once you’ve got a good idea or solution, and you’re convinced it’s a good idea, that it’s just a matter of presenting it in a clear and logical way, and a reasonable group of people will see it. The reality is that we are presenting to human beings, who have anxieties, contrary opinions, and fears …”
John Kotter, Professor, Harvard Business School
The result is that about 70% of ideas do not gain buy-in to create results.
Your idea may not be enough.
No ! Yes, I'm In
70%
30%
Session Objectives
Understand your target audience
Connect your message in a meaningful
way
The Mission of HR:
“Increase the success of the organization by improving the decisions that depend on or impact people.”
John Boudreau, The New Science of Human Capital
It is crucial to communicate in a manner that connects with the audience ...... and speaks to what is important to them.
The Central Issue:
Understanding your audience and presenting the message based on what is important to them and in a way that resonates with them.
The Result:
Organizations with higher communication effectiveness have a 47% higher total return to shareholder than those that are least effective in communications.
Towers Watson 2009/2010
Imagine …
HR is an integral part of leadership and development of business strategy.
What would happen?
What would it take?
The Result:
The Result:
Current Communication Effectiveness in Canada
We need to improve our communication effectiveness by aligning with who and what is most important.
Two parts are needed:
1. Take a consultative approach
2. Understand the impact of personality
“Leaders of the past knew how to tell –
leaders of the future will know how to ask.”
Peter Drucker
Part 1: The Consultative Approach
Matching the “selling” process with the “buying” process
Mismatch of focus for sellers and buyers is the reason 70% of sales do not happen.
The Consultative Approach:
The Buying Process
1. Recognition of needs2. Evaluation of options3. Resolution of concerns4. Decision and implementation
The Consultative Approach:
The Buying Process
Where does the average selling process start?
The Consultative Approach
Ask questions first to understand the audience and determine the message that will appeal.
1. Situational based questions2. Problem based questions3. Implication based questions4. Need-Payoff based questions
The Consultative Approach
You need to determine:
• What are the opportunities?• What are the challenges and blocks for
people?• What are the capabilities needed for
people to move forward?• What are the results and outcomes
desired?• What are the feelings?
The Consultative Approach
By understanding the important needs, you then can …
• Provide direction• Provide confidence• Provide capability• Provide action
The Consultative Approach
Spend time initially asking question to determine the buyer’s needs and match your initiative with what is most important to the buyer.
Without aligning solutions with needs, nothing happens.
The Consultative Approach
The Consultative Selling Solutions ProcessHandout
Using The Consultative Selling Solutions Process
The Buyer's Process
Recognition of Needs Evaluation of Options Resolution of Concerns Decision and Implementation
Define the Opportunity and DissatisfactionAssessment and Comparison of Possible Choices and Directions
Testing Direction against Selection Criteria Reinforce the Decision
The Seller's Process
Situation Questions Provide Direction Criteria Discussion Process and Progress
Establish Context
Single point and one thing to remember Uncover and influence decision criteria Outline steps and confirm progress
Importance Questions Provide Confidence Confirmation
Define opportunities and critical issuesStrategy to capture opportunities and
resolve challenges Fit solution to criteria
Challenge Questions Provide Capabilities
Obstacles in getting to opportunities and critical issues
How you will make it happen and resulting benefit / feelings
Implications Questions Provide ActionImpact of not capturing opportunities or
resolving challenges Next steps - who does what by when?
Capabilities Questions
What would help to resolve the situation?
Benefits QuestionsWhat would be the outcome and how would
they feel?
Part 2: The Personality Consideration
Personality affects how we communicate and connect.
You and your audience may be different.
Leadership Communication: The Power to Connect
Leadership Communication: The Power to Connect
SCORE
1. Communication of Vision and Purpose 59.7%
2. Communication of Decision Making 59.6%
3. Communication of Team Building and Performance 61.5%
4. Communication for Clarity and Expectations 61.1%
5. Communication for Empowerment 57.5%
6. Communication for Feedback and Growth 53.7%
7. Communication for Interpersonal Relationships 61.0%
8. Communication for Resistance and Conflict 58.0%
Leadership Communication: The Power to Connect
The leader personality and workforce personality disconnect.
MBTI TYPE INDICATOR
49 51
73 27
40 60
54 46
E I
S N
T F
J P
Population
MBTI TYPE INDICATOR
56 44
55 45
79 21
64 36
E I
S N
T F
J P
Leaders
Kolbe: Instinctive Strengths
FactFinder FollowThru QuickStart Implementor
Resist 13% 26% 27% 42%
Accommodate 53% 53% 33% 48%
Insist 34% 21% 40% 12%
Natural InstinctZone
The key is to communicating to connect with your
audience starts with self-awareness.
Then you must seek to understand your audience to enable communication that
connects.
The Application:
You want to bring forward a career development initiative that has been indicated by the workforce as highly supportive of increased engagement, performance, and retention.
How would you prepare to present your solution to the senior leadership for buy-in?
Consider this …
Where does your strategy require people that are better than your competitors?
Find the pivot points.
The Bottom Line:
“Activities that fail to add value are not worth pursuing….no matter how interesting or valuable an activity may seem … it must improve life for the key stakeholders in ways they are willing to pay for.”
Dave Ulrich, The HR Value Proposition
Value is defined by the receiver, not the giver, and any value proposition begins with a focus on the receivers, not the givers.
HR professionals must keep a direct line of sight between their activities and the business strategy.
The Most Pressing Problems Facing Leaders
• Execution against the strategy• Teamwork at the executive team
level• Top line growth and productivity
Conference Board of Canada 2010
HR Professionals must …
• Increase customer share by connecting with target customers
• Help managers deliver strategy by growing organizational capabilities
• Have a strategic plan that aligns with the business goals
• Align the organizations with the strategy of the business
The success of an HR initiative is not in its
design or implementation but in its ability to
positively impact the organization’s business
strategy.
Understand your audience…
…to create communications that connect, gain buy-in, and move initiatives forward.
Opportunities Challenges
Strengths
The power to communicate and connect to gain buy-in is critical to success.
It is not up to your audience to understand – it is your role.
Thank You!
Contact at 425-0467 or www.bluteaudevenney.com