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Helping Executives Walk the Talk

June 22, 2018Lori Rohrbach

The song “Walk it Talk it,” is currently my son’s favorite song. It’s a catchy refrain that reminds me that we should all “walk the talk” or have our actions mirror our words.  As corporate communication professionals, many times our role is to ensure that the executives we counsel “walk the talk” successfully. Here are a few ways that we can make this happen.

 

Understand what’s important

Before writing anything for your executive client, get to know him or her first. Use your interview time to learn what is important to them, and how they want to be portrayed. Do they prefer a more casual or formal tone? How do they want employees or stakeholders to see them?  Look at what they’ve written in the past and discuss theme, tone and intention.  It’s important to understand an executive’s core values and how to weave them into communications.

 

Keep them in their comfort zone

When photographing your client or hosting an employee event, ensure your executive is at ease. If your client isn’t a natural outdoorsman, then don’t ask them to host a fishing outing. I know one executive who is most comfortable when being physically active and this is where she is the most natural.  Another executive thrives on meeting new people and shines during these interactions.

 

Maintain consistent messaging

Once your executive agrees to a message, ensure that this message is used in all communications on that topic. It’s confusing to employees to hear their leader say one thing to them, but the media is sharing an alternate story.  Maintain credibility with consistency.  If an inconsistent message is shared, have your executive address it immediately and explain.

 

Remind them how to demonstrate company values

If the company is promoting work-life balance, gently remind leaders that they need to take time for family and personal life. It sends a mixed message if they are always sending emails after hours or are burning the midnight oil every night.  Write out reminders for each company value and how the executive can demonstrate that value in real life.  In speeches, have them talk about their families and interests and maybe their personal struggles with balance.

 

It’s easy to forget to “walk the talk,” but it’s worth it. Most people want to work for engaged leaders who manage with integrity and demonstrate the core values of their organizations. By coaching executives to be authentic in their communications and actions, you are helping them lead by example and build stronger connections with their employees, creating a stronger organization in the process.

 

Author: Nicole Lillis

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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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