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Message Cascade: A Powerful Tool to Reinforce Your Message

November 18, 2016Lori Rohrbach

Asian Businesswoman Leading Meeting At Boardroom Table

In most companies, the end of the year signals a time of change: sometimes good, most times challenging.  This is the time of year when organizations are re-structured or re-aligned for the next year.  Business strategies shift, partnerships change, people might lose their jobs.  And if these changes are not communicated clearly and effectively by the leadership team, an entire organization can come to a halt – mired in an environment of uncertainty and speculation.  A Message Cascade provides a roadmap to make sure the message flows from 50,000 feet down to ground level.

In any change communication, the top level message is delivered by a company’s chief executive. The mistake some companies make is that this is where the communications stops.  One broad announcement from the company leader and everyone is expected to move forward.  For true change to occur, the message has to filter down through leadership and management – each level building from the initial high level announcement with specifics that tie to the function.

Every level of communication ultimately supports the high level message.

For example:

Company CEO announces: “We are consolidating our manufacturing operations and moving them all to Iowa.  This will maximize our efficiencies, save millions of dollars and improve our stock price.”

The next level of communication drives from the next level of leadership:

  • Company COO addresses how operations will consolidate, what the timing of the consolidation will be, and what specific efficiencies will be realized.
  • Company CFO provides investor relations analysis and savings projections.
  • Human Resources leader talks to impact on employees. Will there be job losses or transfers?  What new job opportunities will arise from the change?

Then the message continues to cascade down through each organization – each time reinforcing the high level message by applying it to specific functional concerns.  By following a cascade, the details are delivered in a strategic, thoughtful way that reduces anxiety and provides employees with opportunities to provide input, voice concerns and speak to management.

When used correctly, a Message Cascade is a powerful communication tool that drives change and acceptance.

 

Author: Robin Imbesi

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Eight Work-From-Home Etiquette Tips

Eight Work-From-Home Etiquette Tips

 

Whether telecommuting is old hat or something you’ve been forced into as part of the COVID-19 shutdown, here are a few tips to make the experience run smoothly for both employers and employees.

 

Managing expectations

Successful work-from-home strategies always begin with clearly communicated expectations. Make sure your employees have any necessary equipment, tools and resources.  Will they need to track their time? Participate in regularly scheduled meetings? Be available at certain times of day? For employees, know what you’re accountable for and clearly communicate any challenges you’re having.

 

Constant communication

Keep the lines of communication open and be accessible. Check in with employees regularly through apps like Slack, Microsoft Teams, Google Hangouts and Skype, or even an old-fashioned email or phone call. Be genuinely interested in how they’re doing but don’t overdo it. Foster a feeling of trust by not micromanaging.

 

Nine to five…ish

While having a daily schedule is ideal, it may not always be practical right now. Make sure your people know when you need them to be available and try to offer flexibility at other times. They may be juggling school schedules as well as work schedules and working at “off-shift” times may be necessary. Be mindful of employees in different time zones as well.

 

For employees, try to work when you’re at your best, and not when you’re exhausted by kindergarten playtime and fourth grade math. Make sure people know if you will be unavailable at certain times.

 

Taking a break

Getting up and moving clears the head and helps with creativity and problem-solving. Whether it’s a walk around the block or a break for lunch, make time to get away from your desk throughout the day.

 

Signing off

Working from home does not mean being available 24/7. Set an actual end to the workday if possible. Don’t send and respond to messages at all hours. Sign out of messaging apps and close work programs. Understand and respect these boundaries.

 

Location, location, location

When setting up a home office, think about where you will have the fewest distractions – for yourself and for those who may be seeing you and your background on a video conferencing platform. Try to avoid busy spots that may include semi-clad people walking behind you, barking dogs and kids vying for your attention.

 

Conferencing and calls

Be clear about whether you expect people to turn on their cameras during meetings. If so, be clear about how they should be dressed. During calls, mute your phone when you’re not talking to avoid background noise. Headphones can also help with call quality. When speaking, pause frequently so others can participate in the conversation.

 

Social engagement

It’s ok for managers and employees to have some down time together, which may help ward off feelings of isolation. Keep up your normal level of interaction, perhaps with a virtual coffee break or happy hour. Managers should set the tone for how casual to be. Let employees choose what they would like to share, and never pry into areas that were off-limits before.

 

 

Author: Erin Alderfer

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