Communicating Vision & Values CiB Central Workshop 14 th January 2009
Dec 29, 2015
Agenda
Introductions & desired outcomesTheory: The three Cs of employee communication
Discussion One: How to successfully launch vision & values
Case Studies: Premier Foods & Coors BrewersDiscussion Two: Maintaining vision & values momentum
Wrap upNetworking lunch2.00pm Close
3
Lesley Allman, Allman Communication
Over 20 years of internal & external corporate communication experience
Director of Communication at Coors Brewers (formerly Bass) and previously a Board Director of Rote PR (part of Shandwick plc)
BSc in Management and MBA (2002) including dissertation on employee engagement
CIPR member and frequent communication conference speaker
Our company
Established in 2006 to help organisations to better engage with key audiences - especially employees
The foundation of successful engagement is effective communication and that is where we come in
We combine the best of agency and in house communication experience to provide communication solutions
Theory: vision & values
“My army won because they knew what they were fighting for and they loved what they knew”
Oliver Cromwell
Vision & values contribute to engagement
0 20 40 60
Actions of seniorleaders
Actions ofsupervisors
CareerOpportunities
Belief in Vision,Values & Strategy
Important &mostimportant
Mostimportant
Source: Melcrum 2005
Most important factors for leaders to engage employees
0
10
20
30
40
50
60
70
Communicatesclear vision
Builds trust inorganisation
Involvesemployees in
decisions
Demonstratescommitment to
Values
Responds tostaff feedback
Source: Melcrum 2005
Leadership & values
0
5
10
15
20
25
30
35
40
Seriously thinkingabout leaving
Dissatisfied with theorganistaion
Communicatesvision
Does notcommunicatevision
Source: Mercer 2003
Delivering messages across different channels
Engagement
Involvement
Understanding
Awareness
I know why we are doing this
I’ve seen examples
I’ve had a say in this
I have the right tools to do it
I know how I can make a difference
I want to do this
I believe in the vision
I’m living & breathing it!
Ownership
I’ve been told about the vision
I know where to find out more
Source: Banner McBride
Hearts & minds
Bystanders (10%) Champions (37%)
Weak Links (39%) Loose Cannons (14%)
Inte
llect
ual U
nder
stan
ding
Emotional CommitmentLow
High
High
The three Cs of employee communication
Channel
where to communicate
Content
what to communicate
Capability
how to communicat
e
Content (what to communicate)
Do you really have a valid vision?» Is it current?» Is it realistic?» Will your people understand it?» Is it worth getting out of bed for?
Do your values reflect reality?» Who was involved in creating them?» Deeds as well as words?» Are they visible / tangible?» Are people measured or judges on them?
Channel (where to communicate)
Communication channels» Conferences & events» Magazines, mailers & printed materials» Websites, intranets & social media» Team briefings & cascades» Video
Other channels» Performance reviews» Reward & recognition» Induction» Code of conduct
Delivering messages across different channels
Action
Acceptance
Understand-
ing
Awareness
Level o
f chan
ge
Tell Sell Consult Collaborate
newsletters, emails, intranet, letters , memos
booklets, videos, presentations, plenary
Focus groups, working parties, consultations
Working sessions, 1:1s, conversations, coaching
Level of Involvement
Capability (how to communicate)
Leadership & Line Management» Consistency of understanding & belief » Walk the talk» Know what good looks like» Seek out and celebrate / recognise of success» Don’t turn a blind eye
Launch background
Date: March 08 Location: Heritage Motor Centre, Warwickshire
Delegates: 350 Format: Combination of group presentations,
videos, & break out groups plus ‘Big Picture’ activity
Launch agenda
Where we have come from?» Company & brand histories
Where we are now? » Company breadth and scale
How are we doing? » 2007 performance, market conditions & current
activities & investment Where we are going?
» Vision & Strategic Framework + Big Picture Activity
Where are we going?
Purpose:Provide delegates with common goals and decision making framework.
Method:CEO presentation with employee voxpops‘Big Picture’ group activity
Values built into appraisal process
Vision and Values branding incorporated into roll out of Coors Success Model
10% of annual appraisal score attributed to ‘living the values’
Linked to salary review i.e. putting money where our mouth is!