Communicating Vision & Values

CiB Central Workshop14th January 2009

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

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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

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Our clients

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

Case studies

Coors Brewers

Maintaining Momentum

Premier Foods

Launching V&V

Premier Foods’ Vision & Strategy Launch

Premier Foods’ vision & values launch

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

Timeline

History displays

Examples of portfolio displays

Showcases

Where are we going?

Purpose:Provide delegates with common goals and decision making framework.

Method:CEO presentation with employee voxpops‘Big Picture’ group activity

The big picture

Maintaining V&V momentum at Coors Brewers

Graphics and everyday language bring corporate definitions to life

Branded merchandise

Vision and values meeting rooms

Vision and values built into all employee communications

Code of business conduct

Coors Brewers’ employee forum

Coors Brewers’ people survey

Employee induction - the Coors welcome

Training & development-maximising excellence

Recognition

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!

Wrap up

Sharing Learning & Applying to your organisation Top tips Any questions Feedback form

Allman Communicationwww.allmancommunication.com