Weekly abstract: Construct belief throughout change, implement a method of success with inside communication instruments, communication errors and experiences of the CEO, suggestions for main distant groups
Welcome to my weekly summary of the best of the latest leadership and communication blog posts I've seen in the past week. As you may have noticed, I usually tend to cover broad topics. Given the current business situation today and how much has changed as a result COVID-19I will use the weekly summary as a place to share some of the best resources I see to help leaders and communicators navigate this new normal with their teams.
This week's blog and blog post on leadership and communication:
- 6 ways leaders can build trust as they change
By Randy Conley (@RandyConley), leader with confidence
Randy Conley, Vice President and Trust Practice Leader at The Ken Blanchard Companies, offers six specific steps that executives can take to build trust in organizational change
"Death and taxes have traditionally been viewed as the two guarantees in life, but I think a third point has officially made the list: change. The pace of change is accelerating every day, day, month and year. The exponential growth of technology has allowed new products, services, and businesses to gain importance in a short space of time, and has caused others to become obsolete just as quickly… "
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- Use internal communication to execute a successful strategy
By Chris Musser and Gerard Taboada via Gallup (@GallupWorkplace and @Gallup)
Gallup identified six main reasons why companies communicate with their internal stakeholders that executives should use to achieve a strategic direction in their company.
"Does your organization's internal communication achieve its intended purpose? If you're like most leaders, the answer is no. Gallup data shows that only 13% of employees believe that the leadership of their organization communicates effectively with the rest of the organization … "
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- What you can learn from CEO communication errors
By Jeffrey Sonnenfeld (@JeffSonnenfeld via @ChiefExecGrp), CEO
The first phase of Covid-19 was a trial by fire for leaders, and not everyone did it right. Here are some key findings from Jeffrey Sonnenfeld, Senior Associate Dean, Leadership Studies and Lester Crown Professor of Leadership Practice at the Yale School of Management.
"Through the Covid 19 pandemic earlier this spring, I celebrated models of great CEOs who filled a loophole of trust with meaningful external messages – and I also saw some mistakes. Here you can see what works, what doesn't and what needs to be done in the future… "
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- 4 tips for executives switching to remote work teams
By Kevin Eikenberry (@KevinEikenberry via @JesseLynStoner), Seapoint Center
Focus on results rather than activity. Here are four things you can do today to clarify your expectations for your remote team members.
"One of the most common questions we hear from executives who switch to remote work teams is, "How do I know if people are working?" It's an understandable question: you have just moved from a situation where you may be walking around the office and see people actively working to a situation where your team members are working in their own four walls and are out of sight… ”
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What were some of the best resources you read this week?
– –David Grossman
Click below to download your free copy of the eBook – 8 Ways to Lead with Heart in Times of Uncertainty and Change – and get 8 key strategies that you can use to guide and communicate with your employees to motivate your employees and motivate and improve performance and get results.