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![Page 1: Organization Communications Nurturing our Human Capital During Difficult Times November 18, 2010 Rob Koch – Common Ground Consulting.](https://reader033.fdocuments.us/reader033/viewer/2022051820/56649ea85503460f94bac12b/html5/thumbnails/1.jpg)
Organization Communications
Nurturing our Human Capital During Difficult Times
November 18, 2010Rob Koch – Common Ground Consulting
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November 2010 2
Organization Communications
Purpose
Explore a way to see, think about, and act in support of our human capital during difficult
and changing times
![Page 3: Organization Communications Nurturing our Human Capital During Difficult Times November 18, 2010 Rob Koch – Common Ground Consulting.](https://reader033.fdocuments.us/reader033/viewer/2022051820/56649ea85503460f94bac12b/html5/thumbnails/3.jpg)
November 2010 3
Organization Communications
Process
• Messages from the external Environment• Impact• Change• The old game• What is wanted – the new game
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November 2010 4
Organization Communications
Core Tenets
• Our human capital is the differentiator• I can’t change the tide• I can make a difference• People are looking for leadership• Great results don’t come easily
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November 2010 5
Organization Communications
A Thought “Human capital is, and should be, the center of any
organization. It's the only sustainable advantage. Everything else can be replicated easily by competitors.
The quality of people, their skills, their dedication, their teamwork, all of that is a very unique advantage that
can't be easily replicated.”Robert Reich,
Professor,
Brandeis University
![Page 6: Organization Communications Nurturing our Human Capital During Difficult Times November 18, 2010 Rob Koch – Common Ground Consulting.](https://reader033.fdocuments.us/reader033/viewer/2022051820/56649ea85503460f94bac12b/html5/thumbnails/6.jpg)
November 2010 6
Organization Communications
External Environment Messages
• At the Best of times• At the Worst of times• At the Extreme
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November 2010 7
Organization Communications
External Environment Messages
At the Best of Times
• Appreciative• Values• Supportive• Endorses• Understands and accepts
![Page 8: Organization Communications Nurturing our Human Capital During Difficult Times November 18, 2010 Rob Koch – Common Ground Consulting.](https://reader033.fdocuments.us/reader033/viewer/2022051820/56649ea85503460f94bac12b/html5/thumbnails/8.jpg)
November 2010 8
Organization Communications
External Environment Messages
At the Worst of Times
• Little to no value• Inefficient / ineffective / incompetent• Out of control – waste of tax dollars• Unnecessary financial burden• Bloated
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November 2010 9
Organization Communications
External Environment Messages
At the Extreme
• The enemy• Violate my freedoms• Better without• Stop funding• Eliminate whole programs and agencies
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November 2010 10
Organization CommunicationsExternal Environment Messages
The Pattern
• Early 80’s• More wide spread / vocal / pronounced• More visible• Will continue • Stretch the envelope• Not going back to good old days
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November 2010 11
Organization CommunicationsExternal Environment Messages
Impact• A shock wave - Invisible yet real• Creates and environment of:
– Ambiguity and uncertainty– Mistrust– Self-preservation and promotion– Wait and see
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November 2010 12
Organization CommunicationsExternal Environment Messages
Ambiguity and Uncertainty• Wondering or concerned about the future• Vague – don’t know what, when, who• Searching for information• More questions then answers• Simple events take on great meaning• Frequent changes• “Truth” may be a moving target
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November 2010 13
Organization CommunicationsExternal Environment Messages
Mistrust• Wary and suspicious• Management knows more than they let on• Management primary concern is their own survival• Skeptical• “Gotcha” is the game of the day• Everyone is competition for a job
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November 2010 14
Organization CommunicationsExternal Environment MessagesSelf-preservation and promotion
• Be careful – protect yourself• Can’t depend on management• Update resume and contacts• Aggressive – demanding – expand power – develop
uniqueness• Disappear – lie low – avoid line of fire – become a
yes person• Quit and stay
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November 2010 15
Organization Communications
Change
The fallacy – change will happen
The reality – change has happened
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November 2010 16
Organization Communications
Change has happened
• Communications• Productivity• Collaboration• Power struggles• Morale• Commitment
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November 2010 17
Organization Communications
Change has happened – Communication
• Guarded – select words carefully• Not as accessible• No agreement or disagreement• Vague – hesitant – non-committal• Healthy rumor mill – stories – worst case thinking –
making stuff up
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November 2010 18
Organization Communications
Change has happened – Productivity
• Needed information doesn’t flow well• Hard to get answers• Time spent on – fears – concerns – sharing news –
stories – guesses• Avoid decisions and risks – play it safe• Push decisions up the organization• Doing nothing preferred to doing something wrong
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November 2010 19
Organization Communications
Change has happened – Collaboration
• Mistrust blocks cooperation• Protect own department, unit, work• Guard information• Tasks requiring integration slow down• Not sure who will have the power in the future
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November 2010 20
Organization Communications
Change has happened – Power
• How will things get done in the future• Who will have the power• What sponsors will survive• What processes or projects will get killed
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November 2010 21
Organization CommunicationsChange has happened – Commitment
• At the team level - shift from WE to ME• At the organization level – shift from organization to
me• Shift from long view to short term• Hobby work becomes real work• Looking elsewhere for work, respect, stability• Worst case – quit and stay• Tenet: “Good workers always have options”
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November 2010 22
Organization Communications
Change is about
• Endings
• Transitions
• New Beginnings
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November 2010 23
Organization CommunicationsChange - Endings
Response
• Victim / Owner
• Loss / Gain
• Rigidity / Resilience
State of Mind
• Disengagement
• Disidentification
• Disorientation
• Disenchantment
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November 2010 24
Organization CommunicationsChange - Transitions
Creating Movement
Leadership
Culture
ENDING NEW BEGINNING
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November 2010 25
Organization Communications Change – Transitions - a “Leap of Faith”
Leadership & Culture from WHERE?• Employees preferred source of information
– Supervisor 90%– Top Executives 51%
• Upper management is honest with employees 38%• Management is telling the truth 40%• Supervisor most believable source of information 83%• Face to face = 74% / Print 40% / Video 29%
LARKIN & LARKIN – “Communicating Change”
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November 2010 26
Organization CommunicationsChange – Transitions – a “Leap of Faith”
Don’t need• Autocratic behavior• More management• Town halls with “talking
heads”• Avoidance• Blaming /
catastrophizing• Rah rah
What is needed• Authentic, credible,
trustworthy leadership• Supportive culture• Empathy• Communication &
information• Ideas
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November 2010 27
Organization CommunicationsWhat is needed?
Credible LeadershipCredibility = trustworthy + honesty + competence + inspiring
• Show up• Discovering / being authentic self• Anchored in and serving a greater purpose• Appreciating constituents• Affirming vision and shared values• Developing people and capacity• Sustaining hope
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November 2010 28
Organization CommunicationsWhat is needed?
Supportive Culture
• Trust• Accountability• Support• Truthful communication• Energy forward focused
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November 2010 29
Organization Communications Leadership from an
Empowered Supervisor
• Can influence the organization above• Credible• Accessible and available• Master two-way communicator• Open and candid• Future / possibility focused• Self management skills
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November 2010 30
Organization Communications Leadership from an
Empowered Supervisorwith Conviction
• Acknowledge reality• See opportunity for
learning• We can influence
outcomes• Use situation to
advantage
• Engaged and committed at +5
• Initiator• Focused on what they
control• High self efficacy• Acts boldly
“I can never fail – only learn and grow”
![Page 31: Organization Communications Nurturing our Human Capital During Difficult Times November 18, 2010 Rob Koch – Common Ground Consulting.](https://reader033.fdocuments.us/reader033/viewer/2022051820/56649ea85503460f94bac12b/html5/thumbnails/31.jpg)
November 2010 31
Organization Communications Empowered Supervisor
Master communicator
Clarify Share Engage
•Listening•Focusing•Restating
•Signal the shift•Elevate the conversation•Link to concerns•Summary•Understanding
•Ask for ideas•Offer ideas•Summarize options•Selection•Encouragement
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November 2010 32
Organization Communications Empowered Supervisor
Master communicatorDisengagement:
Pull out / Create safety / Listen / Differences / Plan
Disidentification:Explore / Identify / Transfer / Plan
Disorientation:Invite / Explore / Listen / Explain / Assure / Plan
Disenchantment:Vent / Acknowledge / Neutralize / Plan
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November 2010 33
Organization Communications Empowered Supervisor
Master communicatorKeeping the work unit informed• Identify supervisor as primary communication
channel• Seek insights of supervisors before decisions /
actions• Communicate directly with supervisor• A few, simple, clear, relevant messages• Geared at the work unit level• Informal delivery• Measurement and improvement loop in place
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November 2010 34
Organization CommunicationsTwo Thoughts
The organization must be committed to developing and supporting the person with the greatest degree of influence over the continued contribution, value, and sustainability of our organization during the changing times ahead – our first level supervisors.
God grant me the serenity to accept those things I cannot change;
The courage to change those things I can;
And the wisdom to know the difference.
Reinhold Neihbur