Communicating change, collaboration and credibility
I’m speaking on June 9 at the IABC World Conference in San Francisco, where I’m looking forward to reconnecting with some great old friends – and making some great new ones!
My session (scheduled from 11:15 a.m. to 12:30 p.m.) will be an overview of the challenges and opportunities for employee communication in today’s turbulent business environment. Here’s a quick look at the three key areas I’ll be addressing in “Communicating Change in Uncertain Times.”
CHANGE
A quarter of a century ago I was a therapist in private practice who had just agreed to speak to the communications department of a major bank on the "human" side of organizational change. It was my first talk to a corporate group, but from that program on, I was hooked. I became a huge fan of communicators everywhere and a passionate advocate for helping individuals and organizations thrive on change.
Organizational change efforts (still) fail more often than they succeed. And rarely because of poor strategies. Rather, it's almost always a "people" issue.
My session will begin with the lessons I have learned over the past 25 years - about people in organizations, and about what does and doesn’t work in communicating change.
COLLABORATION
Business functions operating as silos are a major hindrance to corporate performance in organizations around the world. I’ve seen firsthand what silos can do to an enterprise: The organization disintegrates into a group of isolated camps, with little incentive to collaborate, share information, or team up to pursue critical outcomes. Various groups develop impervious boundaries, neutralizing the effectiveness of people who have to interact across them. Local leaders focus on serving their individual agendas - often at the expense of the goals of the rest of the organization. The resulting internal battles over authority, finances and resources destroy productivity, and jeopardize the achievement of corporate objectives. Talented (and frustrated) employees walk out the door – or worse yet, stay and simply stop caring.
Today, more than ever, we need a unified organizational focus that only comes by breaking down silos and harnessing the power of collaboration.
In my session, we’ll a look at the communicator’s role in “silo-busting,” reducing conflict, and increasing collaboration.
CREDIBILITY
Traditional explanations of human behavior in the business world presume that employees are influenced most by meaning and reasoning.
But . . . recent studies from the Human Dynamics Group at MIT's Technology Media Lab, Xerox and Intel's research centers (and a growing volume of other evidence from psychology, neurobiology and sociology), suggest that this view is seriously flawed. The key to successful change communication may be found in understanding the kinds of signals ordinarily overlooked, especially tone of voice and body language.
In my session, we’ll look at the latest research about how credibility and trust are really communicated.
In addition, I’ll have my latest book for sale – and will offer a free management team “appraisal and training session” to the lucky winner of a drawing. (Email me for details!)
Carol Kinsey Goman, Ph.D., is an executive coach, management consultant, and keynote speaker who addresses association, government, and business audiences around the world. Her latest book is THE NONVERBAL ADVANTAGE – Secrets and Science of Body Language at Work. For more information, contact Carol by phone: 510-526-1727, email: CGoman@CKG.com, or through her websites: www.CKG.com and www.NonverbalAdvantage.com.
I’m speaking on June 9 at the IABC World Conference in San Francisco, where I’m looking forward to reconnecting with some great old friends – and making some great new ones!
My session (scheduled from 11:15 a.m. to 12:30 p.m.) will be an overview of the challenges and opportunities for employee communication in today’s turbulent business environment. Here’s a quick look at the three key areas I’ll be addressing in “Communicating Change in Uncertain Times.”
CHANGE
A quarter of a century ago I was a therapist in private practice who had just agreed to speak to the communications department of a major bank on the "human" side of organizational change. It was my first talk to a corporate group, but from that program on, I was hooked. I became a huge fan of communicators everywhere and a passionate advocate for helping individuals and organizations thrive on change.
Organizational change efforts (still) fail more often than they succeed. And rarely because of poor strategies. Rather, it's almost always a "people" issue.
My session will begin with the lessons I have learned over the past 25 years - about people in organizations, and about what does and doesn’t work in communicating change.
COLLABORATION
Business functions operating as silos are a major hindrance to corporate performance in organizations around the world. I’ve seen firsthand what silos can do to an enterprise: The organization disintegrates into a group of isolated camps, with little incentive to collaborate, share information, or team up to pursue critical outcomes. Various groups develop impervious boundaries, neutralizing the effectiveness of people who have to interact across them. Local leaders focus on serving their individual agendas - often at the expense of the goals of the rest of the organization. The resulting internal battles over authority, finances and resources destroy productivity, and jeopardize the achievement of corporate objectives. Talented (and frustrated) employees walk out the door – or worse yet, stay and simply stop caring.
Today, more than ever, we need a unified organizational focus that only comes by breaking down silos and harnessing the power of collaboration.
In my session, we’ll a look at the communicator’s role in “silo-busting,” reducing conflict, and increasing collaboration.
CREDIBILITY
Traditional explanations of human behavior in the business world presume that employees are influenced most by meaning and reasoning.
But . . . recent studies from the Human Dynamics Group at MIT's Technology Media Lab, Xerox and Intel's research centers (and a growing volume of other evidence from psychology, neurobiology and sociology), suggest that this view is seriously flawed. The key to successful change communication may be found in understanding the kinds of signals ordinarily overlooked, especially tone of voice and body language.
In my session, we’ll look at the latest research about how credibility and trust are really communicated.
In addition, I’ll have my latest book for sale – and will offer a free management team “appraisal and training session” to the lucky winner of a drawing. (Email me for details!)
Carol Kinsey Goman, Ph.D., is an executive coach, management consultant, and keynote speaker who addresses association, government, and business audiences around the world. Her latest book is THE NONVERBAL ADVANTAGE – Secrets and Science of Body Language at Work. For more information, contact Carol by phone: 510-526-1727, email: CGoman@CKG.com, or through her websites: www.CKG.com and www.NonverbalAdvantage.com.
Labels: change management, communication, credibility, trust
posted by ckg @ 1:33 PM
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