Part 1: The main reasons why leaders fail to communicate with employees is really based on two things. Firstly they need a process to follow that is easy for them to do and secondly it must form part of a routine. You are really changing their behaviour by constantly repeating a new process. The […]
The main reasons why leaders fail to communicate with employees is really based on two things. Firstly they need a process to follow that is easy for them to do and secondly it must form part of a routine. You are really changing their behaviour by constantly repeating a new process.
The easiest way to do this that I know of is to introduce Team Briefing.
- The Team Briefing process aims to achieve the following objectives:
- To ensure each employee is aware of how their role fits into the organization.To ensure that information is passed on consistently and accurately to all employees at approximately the same time.
- To improve the working relationships between employees and their managers or team leaders.
Team Briefing has been used successfully in many organizations as a means to ensure consistent face to face messages in meetings. It encompasses many of the best forms of employee communication. It is face to face, regular and structured, focuses on the team and its Manager/Team Leader and allows for information to be communicated up and down the line.
It assists staff to respond to the competitive challenge of the business and provides a means of keeping employees up to date with the rapid changes occurring within your organization.
Team Briefing is a structured system of cascading meetings based on the communication of a core brief. The corporate brief, consisting of corporate and divisional issues, must be communicated at each team brief to ensure that a consistent message across the business is achieved.
Team Briefing is a structured form of two way communication. It is designed to ensure relevant and important business information is passed on and understood quickly throughout your division, from management to front line employees, on a regular and scheduled basis. It also allows information, ideas and questions to be fed back to other Managers within the organizational structure.
The briefing should comprise of:
Up to 6 points of Corporate information (contained in the Corporate Brief provided by management). This is cascaded from the weekly executive meeting.
Division Brief up to 6 points. This is cascaded from the executive team of the business division your manager belongs to.
A Local Brief of 6 – 7 points, compiled by the manager, on local information.
A Question and Answer session and Feedback session.
It is only the third piece, the local brief that changes, everything else remains consistent as it is cascaded from the top of the organization through to an employee’s local team.
In the second part of this series on team briefing I will take you through the key steps to ensure that it is structured correctly to ensure that your key employee communication messages are getting to the right audience and in a timely manner.