Part 2: The reason why I am such a fan of the team briefing process is that the process is driven by the CEO. Sure you have to facilitate the process but, and this is a very important distinction, it is the CEO who looks at their direct reports – the executive leadership team at […]
Part 2: The reason why I am such a fan of the team briefing process is that the process is driven by the CEO. Sure you have to facilitate the process but, and this is a very important distinction, it is the CEO who looks at their direct reports – the executive leadership team at their weekly meeting and says, “These are the 5 key items I want discussed for the corporate update this week”.
And there it is, the directive from the CEO which is then cascaded throughout the organisation.
The other reason it works so well is that it is two way, any questions arising from team briefings are fed back up the line to the communications team to follow up for clarification at the next team meeting.
And in the staff survey in the area on communication, you ask the question whether team briefing occurs on a regular basis. If there is an overwhelming no, the CEO will see the results.
Again it is my belief is that process changes behaviour and team briefing reinforces this consistent face to face communication channel and that, together with the fact that it is driven by the CEO ensures means that there is a greater chance of adherence.
The Team Briefing process comprises of the following:
- Face to Face – This encourages questions and discussions to ensure that policies, decisions or other information is clearly understood.
- Two Way – Managers or Team Leaders can receive instant responses from employees on proposed decisions and policies. These responses are then fed back to the appropriate management level.
- In Teams (4 – 15 people) – This size encourages constructive comments and questions. Each group should be a ‘work group’ which has a common identity so that the information can be targeted to issues that impact on them.
- Delivered by a Manager or Team Leader – This ensures the credibility of the system and reinforces the role of the Manager or Team Leader as being responsible for the team’s performance.
- Regular – Team Briefing should be held weekly or fortnightly, with dates, times and venues set at least six months in advance. The duration of the briefing sessions should be between 15 minutes up to a maximum of 30 minutes including time for questions.
- Relevant – Most information (about 60%) should be spent on local items of relevance to the team. Corporate information (about 40%) if possible, should be given a local emphasis.
- Open and Honest – A commitment to communicate openly and honestly is essential for team briefing to work effectively as an employee communication tool.
- Monitored – This is essential to ensure that messages are getting through. It is measured through corporate employee surveys, and by Managers and Team Leaders walking around the work areas regularly and talking informally with employees.
Credibility with employees will be enhanced if communication of positive and negative news is delivered honestly and responses to questions are candid and given in a timely manner.
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