The Orange Chair Online

Storytelling - an engaging corporate strategy for large and small

My friend Sherri, who works for a Credit Union in Eastern Canada, uses story. Every week Sherri sends out a much loved email/story that reinforces core behaviors the organization is seeking to develop. Sherri is a one person communication shop and her time is her budget.

Coca Cola, EDS and the Wynn Hotel group all use storytelling. These organizations have implemented corporate-wide initiatives that reach tens of thousands of people. They use story to engage and align employees to the corporate journey so that they understand, not only what the corporate goals and objectives are, but also their role in meeting those objectives. Like Sherri’s much smaller initiative these programs illustrate the kinds of behaviors that employees must adopt to live the organizational values. The programs these organizations have adopted are integrated into their very fabric. Wynn for example uses story in hiring, training, to reward and for marketing.

Sherri and the high paid execs at Wynn understand that story works. Where facts and figures might alienate or bore us, stories are real and memorable. In a world of information overload they are a quick means of illustrating the complex and immediately helping employees understand how they contribute and indeed what is expected of them.

Take this story from Wynn for example. It’s about an employee who helped an elderly guest recover important medication left in a cab. The employee painstakingly reviewed video footage of the guest’s arrival and identified the cab license plate in the rear view mirror of the car in front. For fellow employees stories like these are not only good for morale, but they also illustrate goals and objectives in action and how they translate into behaviors.

I’d like to hear about your employee stories in action and post them on this site.

Hiring with culture in mind: engaging potential employees with the true story

This morning my husband and I were coaching our teenage daughter on how to respond to behavioral interview questions. She is now on to her second interview for a position with a well known coffee retailer. At one point she asked my husband about his first job interview. He recounted the following exchange:

“Interviewer: Are you any good at tutoring math?

My much younger husband: Yes

Interviewer: Good, when can you start?”

How times have changed. We have friends who have had to go through grueling six-month, ten interview procedures – only to come in second. Hiring has gone from instinctual (I like you) to left brain gone-wild process. It’s no surprise we’ve headed in that direction – employees who are happy and engaged in the organization are significantly more productive. On the flip side the cost of hiring and training a new employee can range from 25% to 200% of annual compensation (American Management Association).

I do agree that the implications of poor hiring decisions are ugly, but I am wondering if part of the problem is that we are so focused on getting the “best candidate” that we forget about the other half of the equation – our organizations and ensuring we are sending out the right messages. Here’s a story to illustrate what I mean.

Some years ago I was involved in an organization looking for a senior HR consultant. They spent a year searching for the right person. When they finally hired she lasted three days. What she thought she was getting and the reality were entirely different. Sensibly she cut her losses and moved on when she discovered her values, and those of the hiring organization, were at odds.

Organizations need to be very clear, not only on what they believe they need, but also on what they have to offer. They need to look beyond the best candidate to the best fit. It’s rather like searching for the perfect mate – you have to be sure about who you are and where you are headed - before you can find your ideal partner. 

It’s the job of communicators to ensure that our corporate story is clear – and that it is an accurate picture – one that is lived every day within the organization. A snow job will get you bemused employees disappointed that they are not living in a winter wonderland. 

The shoe fits when the culture lives the values

Today my teenage daughter began her first ever job search. The retail outlets she chose to leave her resume with was eclectic. Her criteria was simple: would I use, wear or eat their products/service and do I feel welcome when I enter one of their stores?

She had no trouble figuring out which stores to approach. A large number of shoe stores featured in her list - which is not surprising from someone who wrote "An ode to the Red Pump" for her poetry unit. Some may say we instinctively know when the shoe fits. But in reality we humans are very good observers and we can tell by the behaviors of others when an environment is at odds with our core values.

Trouble arises when we get conflicting messages and are seduced into thinking an organization is something it is not. Which is why it is absolutely key that organizations are true to their values and don't try and do a "snow" job. With a whole new generation of youth coming into the job market who can afford to go elsewhere - we need to attract the people who fit.

Why we choose to live by the rules

A dear friend of mine shared her woes with me about her teenage son. He is testing boundaries, and the value of rules, in a very trying fashion for his mother.

All social systems have rules; most often they are a good thing and make our lives much easier. I am a Canadian and here in Canada we feel it is important to abide by the law and give everyone an equal opportunity. This means we respect line-ups, patiently wait our turn when traffic lanes merge, and we all experience equally unreasonable wait times for our certain medical procedures. Our tax laws are quite ridiculously cumbersome because they aim to be fair. That is the way we do things here.

And sometimes it’s frustrating. When you have to wait six months or a year for knee surgery – all this fairness seems, well – a little unfair. But for the most part it works and people respect the system.

Organizations too have systems and we would hope that when people join organizations they take the time to understand its values to ensure it’s a place they will feel comfortable in; a place where they can follow the rules.

My husband works for a large Canadian company with a very strong set of values. A small group of employees clearly did not share the same set of values; they broke the company rules – and the mess landed up on the front page of the newspaper.

That little drama has now played itself off of the front pages and out of the public arena. Inside the organization the drama has lingered. The remaining employees are deeply wounded. They were incensed that a few rogue individuals have brought into question their values. These are people who take great pride in what they do and the company they work for. This was a deeply personal and very upsetting experience for them. 

I am given to understand that the executives were a little taken aback at the strength of the reaction. They should not be. We are all human and we all have strong emotional reactions when our values are messed with. Why should it be any different at work?

Employees need to feel part of a greater whole. They need to feel their values are in sync with those of the organization. They need to understand the big picture and how they contribute to the organization’s success; common values are a part of that bigger picture.

The heart of change: identifying key behaviors for success

Last week I was in Calgary speaking at the Women’s Leadership Forum . I was fortunate enough to also be a participant and hear what others were thinking and doing.

Here’s a quick overview of what I learned:

1. There is a whole lot of exciting stuff happening out there but you can’t do it all. Find your area of passion and focus;

2. The right-brain is stuff is very important for effective leadership and if you are not yet comfortable with it you need to begin;

3. Our behaviors as leaders are critical to our personal success and that of our organizations.

Let’s talk about behaviors because that is one area I am really passionate about. The first keynote address was delivered by Ron McMillan, co-author of the book Influencer: The Power to Change Anything. Ron and his co-authors studied successful influencers and documented what they did. The book is about the system they discovered through their research.

It’s a well-thought out approach beginning with clarity of vision/results and having really good plans that cover the personal, social and structural elements of change, so that it (the change) becomes inevitable.

Ron also talked about vital behaviors; those key behaviors you need to have in place for the change to take root. And that’s when I got excited. I firmly believe that every change initiative has its own set of associated behaviors. It is our job as change agents to identify those behaviors and build our programs around them.

I’m delighted to see more and more organizations taking the time to identify specific and desired behaviors. See the following article on Farm Credit Union. I’d like to hear about your success stories using behaviors to effect change.

The skills we need from internal communications and engagement employees

In my first job in corporate communications the department was filled with crusty ex-journalist types. They were the most wonderful men (yes - all of them were male) - each a unique character with amazing stories to tell.

But let's get one thing straight. They were not communicators - they were writers. The copy they produced was excellent. But good copy alone does not a communicator make - particularly in internal communications.

A recent article from Ragan talks for the value of hiring journalism graduates in corporate communications. Maybe - if you are hiring for writing ability and someone who understands a variety of different social media. But you better make sure that person is able to develop other skills.

Internal communications is about a great deal more. Key to effective internal communications is the understanding that this is a strategic endeavor focused on facilitating discussions throughout the organization with the goal of performance improvement.

Please don't get me wrong. A good newsletter is worth its weight in gold. But it is one of many tools and skills that we as communicators bring to the table.

I'd be interested in your views on what's critical in the internal communications skill and tool box.

Internactive communications helps employees understand relevance

This week I have been working on proposals. If you are a consultant proposals are very much a part of your life. The job of a proposal is to persuade. And a proposal persuades not by selling what you have to offer, but by providing a solution for the purchaser – there is a difference.

It’s not unlike the difference between top down and interactive communication. Top down communication tells people what to think, is if often general in nature, and as such may not create relevance for employees. Interactive communication, while more time consuming, suggests a dialogue which provides an opportunity to show personal relevance for the employee. 

The corporate communications folk clearly can’t enter into discussions with every employee, but they can facilitate the debate between managers and employees. If managers can help employees understand goals and objectives and their personal contributions, your organization will be in the pound seats. Like a good proposal, interactive communication talks directly to individual needs and offers a solution – in this case how the employee can support goals and objectives more directly and be part of something bigger.

Waiting at airports

I don’t know about you but my regular life seems to be filled to the brim. So when I’m thrown a curved ball – which happens – it brings with it a healthy dose of perspective.

Right now I am sitting in an airport waiting for a delayed flight. I may not be able to deliver the workshop I am flying over for. I can choose to fret pointlessly or I can use my time productively. Not much of a choice!

So here I am writing this blog and doing one of my favorite things – people watching. It’s not often we get to observe our fellow travelers in life. Given the flight was scheduled to leave at 7 am there are a lot of suits and Blackberries.

Everyone is trying to reschedule meetings. The man seated next to me needs to deliver a sealed tender document. There’s a missed funeral and a divisional meeting that’s going to go ahead without its senior leader. Despite all this juggling people are remarkably calm.

It’s astonishing the different stories evolving in this cramped little room; everyone is on a journey – aside from the actual flight we are all trying to make. Hopefully soon we will all be joined in making a common journey. When that happens there will be a great sense of camaraderie and shared experience. Organizations too need to find ways to make sure all their employees are getting on to the same flight.

Clinton tells the story of her roots

Hilary Clinton is re-energizing support in Pennsylvania. In part, according to an article by Steve Denning, because she is starting to tell the story of her own roots. Her grandfather lived in Pennsylvania and worked in a lace mill. Her father grew up there too and played football for Penn State.

Our militaristic leadership model (and media portrayals) leads us to assume that the ideal leader must be aloof and invioable. A new theory of leadership is emerging, namely that leaders embody the principles of the people they lead. As such effective leaders work hard to understand the values and opinions of their followers—rather than assuming absolute authority—to enable a productive dialogue with followers about what the group embodies and stands for and thus how it should act.

Hilary Clinton shows her leadership skills by tapping into middle American values and "telling her story".

Business leaders can no longer afford to remain aloof - they need to make the connection with employees. Stories are a wonderful way to show humanity and connect in a meaningful way. But beware - everyone knows a faker - perhaps Hilary was wise to speak about her roots in Pennsylvania - home is always a good place for passion.

 

Employee Engagement: It's as easy as A B C ...

David Zinger, host of the Employee Engagement Network, a while back posted his A to Z of employee engagement and challenged others on the network to do the same - with the intent being to publish a collective eBook of the various responses....a great idea we thought so....

...Nicky, Jennifer and I took up the challenge - approaching it from the perspective of an employee...we would love to get your feedback on this.

Engage Me If You Can - It's as Easy as A,B,C...

ASK:  Ask me questions, ask me for ideas and ask me to participate - in doing so you will get my attention and be on your way to capturing my heart.

BEHAVE:  How you behave towards me and others we work and interact with conveys a great deal to me...treat me like an adult and someone who can assist, treat all those around me in the same way and we have a chance at moving ahead here.  Treat me as overhead, as a resource or as human capital (whatever that is) and I will drift off to another place.  Yelling and screaming...that won't work. Ignoring except when I mess up...that won't work either. 

COMMUNICATE AND COLLABORATE:  If you want me to be engaged help me understand what is going on around here and let me in on the context (another 'C') that led to or must shape our decisions.  That is called communicating with me.  And once we have that in order - well let's work together - you and I and the others on our team - to clarify the opportunities and and determine how we will succeed.  We call that collaborating.

DELIVER: Too often you make promises or indicate you will get back to us on something - please remember that by delivering on those promises you build credibility and trust  - and if we can rely on you, rest assured you can rely on us.

ENCOURAGE AND EMPOWER: It is actually a simply concept.  Let me know when I have done well and I smile a little more, I learn and I carry that perspective forward.  Let me know also that you trust me to get the job done in the way that makes the most sense to me and my smile will lead to a willingness to do more.  Encourage me and empower me - keys to my long term engagement.

FEEDBACK: Tell me how I am doing - not once or twice a year - but all the time.  Tell me when you like what I have done; tell me what didn't work and why.  Providing me feedback - both positive and constructive (but please don't yell!) on a regular basis will do so much to help me improve you will be surprised at what can be achieved.

GOALS:  Give me goals to work towards.  Better yet, let me in on developing goals that make sense for me, for us and for the company.

HELLO and HOW ARE YOU?: Stopping by every now and then to say hello and ask how I am doing, how my family is doing or to talk a little about nothing overly important (did you know I play golf?) - what could be simpler?  It shows you care.  More importantly it helps build the bond we need to enjoy our time at the office.

INTEGRITY: Earn it, keep it and reap the rewards.  I'll do the same and so will our team mates.  Just imagine!

JOURNEY: I am on a journey - and so too is the company - can we please find a way to link the two?  That will take a bit of work of course.  You will have to get to know me a little. Well, maybe a lot! Find out what you can about me and my own goals and ambitions, about my hopes and dreams and about where I hope my journey will lead me. About who I am...outside of work as well. I will return the favor by getting to know you and your hopes and dream and....  Ah yes, don't forget to share with me the journey the company is exploring.  Only then will getting engaged become a possibility.

KNOWLEDGE:  Share with us what you know.  Allow us to share with you what we know.  And ensure we share what we know with each other.  And help us apply that knowledge in a way that leads to success.

LISTEN: Listen. Listen actively.  Listen with your ears....your eyes...your mind. Let me know what you heard and check that what you heard is what I said or intended.  If you do that, you will be surprised at what you learn..

MEANING: My work has to have meaning.  I am here for much more than a pay cheque and to spend my day with others.  I want to contribute and in return I want to gain.  Work with me on building that meaning, on linking it together with our goals and you will really begin to capture me, my heart and my mind.

NOTICE: Take notice of what I do and how I do it.  Better yet - take notice of what all of us do - individually and collectively - and give us credit for our efforts and achievements.  Taking notice goes a long way.  Oh...don't forget that taking notice means that you actually share with me that you noticed.

OPPORTUNITY:  You know who I am and what matters to me.  Please consider opportunities for me to get involved in places I may not otherwise have the chance to get involved with.  Special assignments, leadership roles, cross organizational work, training, development and what have you - give me opportunities to deepen my capabilities and contributions.  I will succeed!

PASSION: Show me yours and I will show you mine.

QUESTIONS: Questions, questions and more questions.  Ask, consider, answer, probe, challenge.  They are indeed the gateway to deeper levels of awareness, understanding, knowledge and potential. 

RECOGNIZE, REWARD and RELATIONSHIPS:  If we can have the ABC's then we can redefine the 3 R's.  Recognizing what we do and rewarding us appropriately is key to engagement.  Building relationships with us on a personal and work basis is a darn good idea as well.  Forget the 3 R's at your own peril.

SMILE:  As the saying goes "a smile goes a long way!" Try one on for size - and see just how far.  You will be surprised.

TRUST:  Showing that you trust me - and giving me reason to trust you is maybe the most important of all the ABC's - without the rest just means so little.  Understand that trust is earned and earned over time.  Understand also that it is not all that hard to earn - but once lost, very hard to get back.

UNIFY OUR TEAM: Work with us as a team and let us work as a team (there is a difference Mr. Boss).  Allow us to share in building our vision, in setting our goals, in having some ownership.  Let us participate in the way that makes most sense - by allowing us to do what we can in the way we can.  Let us share our hopes and dreams and fears with each other - so we can then work together as one.

VICTORY:  Celebrating our wins - large, small and anywhere in between is important to us - it let's us know that our efforts have paid off, that some cares and that you have noticed.

WE: What is that old saying...many hands make light work!  We are here - let us in on what is happening and we can succeed together!

X-TRAORDINARY!: The results we can achieve will indeed be extraordinary...let's try!

YES...AND...not YES BUT: When you say "yes but" as you so often do you have the impact of shutting down our conversations and creativity.  And that's just not good.  How about trying "Yes...and..." for once.  You will be surprised and where that may lead and how it will make us feel!

ZENITH:  Follow the ABC of Employee Engagement and our full potential and commitment will be yours forever!

and that's it for now.......go forth and engage!