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COMMUNICATE THIS….. A‐Z STRATEGIES TO DELIVER YOUR MESSAGE
2013 National Postal ForumSan Francisco, California
Christine J. Erna
Welcome
All of us communicate every day. The better we communicate, the more
credibility we'll have with our clients, our boss, and our colleagues.
• The Cost of Poor Communications• The Cost of Poor Communications1• Communication Styles• Communication Styles2• Crafting a Successful Message• Crafting a Successful Message3• Internal Communications• Internal Communications4• Best Practices for Communicating• Best Practices for Communicating5
Today’s Overview
The Staggering Impact:
•$37 billion: total estimated cost of employee misunderstanding
– 400 surveyed corporations in the U.S. and U.K.
– Average cost per company is $62.4 million per year
•$26,041: cumulative cost per worker per year due to productivity losses from communications barriers.
Conversely:
•Companies that have leaders who are highly effective communicators had 47% higher total returns to shareholders•Best Buy found that higher employee engagement scores led to better store performance.
– The company found that for every percentage point it boosted employee engagement, individual stores saw a $100,000 increase in operating income annually.
The Cost of Poor Communication
Source: David Grossman, founder and CEO of The Grossman Group author of You Can’t Not Communicate and the follow‐up, You Can’t Not Communicate
Communication Style
What Your Communication Style Says About You, Why It Matters, and How to Manage Everyone Else’s
There are four basic communication styles.
Expressive Systematic
Sympathetic Direct
Communication Style
Knowing your communication style and managing others’ communication styles can reduce conflicts, increase productivity, and improve teamwork in the workplace.
Communication Style
Expressive• They can seem overly cheerful, vain, or unpredictable.
Systematic• Systematics can be perceived as unemotional or nonchalant.
Sympathetic
• Sympathetics are seen as soft‐hearted or overly helpful. They can be perceived as procrastinators when distracted.
Direct
• Directs can appear self‐confident, intimidating, and opinionated.
Communication StrategyA sound internal communication strategy should:
• Enable a two‐way flow of information between employees and management.
• Be integrated with the overall business strategy.• Have a long‐term focus.• Communicate clear values and goals.• Be comprehensive.• Utilize appropriate methods of communication.• Have consistent messages.• Never be condescending in nature.• Involve the management team commitment to reinforcing
perceptions delivered via the communication strategy —management needs to “walk the talk.”
Non‐Verbal Communications
Crafting a Successful Message
6 Steps to form your message:
Get the Person’s Attention
Define the Problem
Establish the Sense of Urgency
Provide Direction
Establish Credibility
Define the Expected Outcome
Choice of Medium affected by:
Need for record
Direction of the information flow
Number of people to be reached
Confidentiality
Nature of the information – length, complexity, speed of transfer
Cost of the medium
Crafting a Successful Message
Vital when pitching a new idea Simple: make sure you know what the message is
you want to convey, and what is filler. Remove the filler.
Unusual: get attention with information that is unusual, unknown, or unexpected (shock value)
Confirm and convey credible facts Concentrate on only concrete ideas and details (no
abstractions) Evoking emotional connections (when possible) Share a story / example Show the value of a successful outcome
Delivering a Successful Message
Medium:
• Letters• Memo• Report• Notice board• Faxes• Telephone• E‐mail• Face to face• Presentation• Body language• Video/video conferencing• Internet
Delivering a Successful Message
Method:
• Verbal – face to face• Written• Electronic• Visual • Audio• Group meetings• Notice boards• Text
E-Mail Messaging - Best Practices
When You're the Sender
1. Make sure that email is the right communication tool for the job.
2. Get to the point right away.
3. When asking a question, be sure to ask the question.
4. Specify who should respond.
5. Be clear about when you need a response.
6. Provide context to frame your message.
7. Don't forget the rules of grammar and punctuation.
8. One message, one topic.
9. Provide a summary when you forward an "FYI" email.
10. Subject Line
E-Mail Messaging - Best Practices
When You're the Recipient
1. Don't make any assumptions about the sender's emotional state.
2. Don't escalate a conflict by sending an emotionally charged response.
3. Ask for clarification.
4. Use your email software's built-in tools to help organize messages.
5. Remember: You don't have to respond to every message right away.
Internal Communications – Best Practices
What kind of information am I communicating?
• Technical• Operational• Confidential
Detailed process documents are needed to convey the specifics
Process Maps clearly show• Flow and Ownership• Potential Gaps and Opportunities
Projects W
orked On
Sample High Level Process Map
Be sure to show enough details. Who does the presort – IT or Production?
Dashboards interpret and present data at Multiple Levels High Priority MediumPriority Low Priority
Process Production
BU/Department Pro
cess
Map
s
Cen
tral R
epor
ting
(Vis
ibilit
y)
Fun
ding
Dis
aste
r Rec
over
y
Des
ign
Sta
ndar
ds
Dat
a Q
ualit
y
Prin
t/Pro
duct
ion
Pre
sort/
Del
iver
y
Tra
ck &
Tra
ce
Rep
ly&
Ret
urn
General Mail HQ DistributionGeneral Mail Financial ServicesGeneral Mail Human ResourcesGeneral Mail Regional & district officeGeneral Mail Service CentersStatements PayrollStatements Banking OperationsStatements ServicesPromotional Print ServicesPromotional Media
Scorecard TBDCorporation 76
OVERALL RESULTS:BU/Department
General Mail HQ Distribution 10General Mail Financial Services 14General Mail Human Resources 16General Mail Regional & district office 10General Mail Service Centers 4Statements Payroll 5Statements Banking Operations 2Statements Services 13Promotional Print Services 1Promotional Media 1
Improvement Best Practice8 99 287
Area of Concern
0 24 130 17 160 6 250 23 140 3 400 7 352 1 420 12 22
3 403 3 403
Processing Daily Worst Est.Entire DB CASS NCOA Delete EWS CASS DPV PBV
2009 Jan 20 1 2 0.21% 0.00420% 98.3% 97.6%2009 Feb 17 2 2 0.24% 0.00430% 98.3% 97.6%2009 Mar 20 0 2 0.18% 0.00365% 98.3% 97.7%2009 Apr 20 0 0 0.18% 0.00326% 97.9% 97.3%2009 May 20 0 0 0.16% 0.00386% 98.3% 97.7%2009 Jun 20 1 1 0.17% 0.00464% 98.3% 97.7%2009 July 18 1 2 0.22% 0.00402% 98.3% 97.7%2009 Aug 19 2 1 0.16% 0.00023% 98.3% 97.7% 0.9878032009 Sep 20 0 1 0.19% 0.00029% 98.3% 95.5% 0.9865032009 Oct 20 0 2 0.24% 0.00021% 98.3% 97.7% 0.9865862009 Nov 20 0 2 0.20% 0.00023% 98.3% 97.7% 0.9870862009 Dec 20 0 2 0.20% 0.00021% 98.3% 97.7% 0.9870362010 Jan 20 0 2 0.17% 0.00022% 98.3% 97.7% 0.9869712010 Feb 20 0 2 0.18% 0.00020% 98.3% 97.7% 0.9869032010 Mar 20 0 2 0.15% 0.00022% 98.3% 97.8% 0.9871132010 Apr 20 0 1 0.18% 0.00019% 98.4% 97.8% 0.987242010 May 20 0 1 0.16% 0.00019% 98.4% 97.8% 0.9875232010 Jun 20 0 0 0.14% 0.00017% 98.4% 97.8% 0.9873282010 Jul 19 0 2 0.16% 0.00022% 98.4% 97.8% 0.9870722010 Aug 20 0 0 0.21% 0.00027% 98.4% 97.8% 0.9812492010 Sep 20 0 0 0.14% 0.00027% 98.4% 97.8% 0.9872012010 Oct 20 0 2 0.20% 0.00014% 98.4% 97.8% 0.9873622010 Nov 20 0 2 0.17% 0.00016% 98.4% 97.8% 0.9871772010 Dec 20 1 1 0.04% 0.00015% 98.4% 97.8% 0.987054
Data Used CASSNCOALink License / Move Update
CASS & DPV
94.0%
95.0%
96.0%
97.0%
98.0%
99.0%
100.0%
Jan
Feb
Mar
Apr
May Ju
n
July
Aug
Sep
Oct
Nov
Dec Ja
n
Feb
Mar
Apr
May Ju
n
Jul
Aug
Sep
Oct
Nov
Dec
Jan 2009 - Dec 2010
%
CASS Coded
DPV Confirmed
Executive Leadership
Mail Council / Postal Strategy Team
Program Owners
Process Owners
Operation Owners
Take Away Tips for Effective Communication
Start with a Solid Foundation
Have a Method or a System
Do More Listening Than Talking
Don’t Be Afraid to Ask Questions
Be Patient with Your Explanations
Explain Your Reasons and Thought Processes
Give Advice When Needed
Avoid Jargon
Avoid Assumptions
Use Examples When Possible
Make Your Communication Count
Put it in Writing
Keep it Professional
Christine J. Erna MDP, AQSEngagement Manager Enterprise Postal ConsultingPitney Bowes Management [email protected]
Questions and Answers