Professional Documents
Culture Documents
Communication Capability
Allman Communication Workshop
29th April 2009
Agenda
Wrap up
Networking lunch
2.00pm Close
Lesley Allman, MD, Allman Communication
Director of Communication at
Coors Brewers (formerly Bass)
and previously a Board Director of
Rote PR (part of Shandwick plc)
4
Allman Communication clients
5
Our awards
Content
WHERE Channel WHAT
i.e. Messages &
i.e. Format
Materials
of comms
Capabilit
y
i.e. Skills
&
Behaviour
s
HOW
How would you rate the communication
performance of line managers in your
organisation?
40
35
30
25
Those who measure
20
15
Those who don't
10 measure
5
0
good/very poor/very
good poor
Source: Melcrum
Have you defined communication
competencies for managers?
60
50
40
30
Large Company
20 Data
10
0
yes no don't
know
Source: Melcrum
When you track communication performance
of managers, what are you measuring?
Source: Melcrum
Have you implemented communication
training for managers in your organisation?
Source: Melcrum
Rewarding & recognising effective
communication
Source: Melcrum
Trust in management communication
60
50
40
30
UK
20 USA
10
0
National Senior Over 15 yrs
Norm Management service
Source: Mercer
Session one: changing communication style
Agenda:
Showing Managing
appreciation conflict
Engaging Involving
people everyone
Listening
actively
Attentive
Selective Within
one’s own
frame of
Pretending reference
Not listening
» At the beginning:
› Give everyone a turn to speak
› Ask everyone to say what is going well in their work (or the
group’s work)
» Throughout the meeting:
› Give attention without interruption during open and even fiery
discussion
› Ask incisive questions to reveal and remove assumptions that
are limiting ideas
› Divide into ‘Thinking Partnerships’ when thinking stalls
› Intermittently give everyone a turn to say what they think
› Permit the sharing of truth and information
› Permit the expression of feelings
» At the end:
› Ask everyone what went well in the meeting and what they
respect in each other
Source: ‘Time to Think – Listening to Ignite the Human Mind
by Nancy Kline
Thinking partnerships
D x V x S > RC
Manager’s assumptions
Closed
» Results in a ‘yes’ or ‘no’ answer
Leading
» Results in closing down the discussion
Open
» Results in broader thinking, new ideas and solutions
Probing
» Results in greater understanding for all involved
Implication
» Results in challenges to own thinking and more options
Opening ‘Mindsets’
» Results in enabling people to reassess the facts
Session Two: Adopting a coaching leadership
style
Agenda:
DELEGATING DIRECTING
DIRECTIVE behaviour
What is a coaching leadership style
Benefits
» Greater employee engagement in business plans
» Greater creativity and innovation from employees
» Greater sense of empowerment
» Greater communication between individuals, within teams, across
business
» Greater employee retention
Pitfalls
» Performance management may become a longer/slower process
» Not everyone finds the new style easy to adopt / buys into it
» Top team do not ‘walk the talk’
» Operational priorities can get in the way and managers go back to old
habits
Ways to introduce a coaching culture
Summary
Any Questions
What does good look like?