InnovateVirtual - Targeted Communication

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INTRODUCTION If you could administer a method like UNDERCOVER BOSS® in your organization yourself, but without having to wear disguise or travel; would you? This is just one great application out there to implement in your organization or department using technology. EmployeeTalk (ET®) Technology affords leaders the flexibility to administer proven methods, techniques, and tools. This method is possible, anonymously or transparently with a great reveal. Of course, the reveal is different but it still ends up with leaders taking feedback and input back face to face with employees. Knowing concepts; methods, techniques, and tools is one thing— knowing how, and having the means to apply them is another. We will share some tips and best practices as we move forward through the competencies in the book. ET® will empower you to achieve Operational and Process Excellence by sharing a simple and cost-effective communication solution structured to engage contributions. With <strong>InnovateVirtual</strong>® (IV®) access, proven concepts can be engaged. We have strived to be known as the innovative leader in accessing and reporting critical business information quickly, accurately and with immediate action. Innovating virtually helps leaders target, measure and identify operational challenges, opportunities and employee suggested solutions in which to take immediate action. Our communication platform allows leaders to measure and improve their operation within our ©21 Initiatives. Through questions, collaboration is increased improving employee empowerment, commitment, and accountability to performance results. Why measure and how? Communicating the maybe is communicating potential possibility. Use expectation in your questions— the increase of information underlines behavior in the context of role and function. From measures we can strengthen or weaken, inspire, motivate and innovate or identify obstacles to an expected execution or standard. There is a need today to engage information to help people accept and take ownership to their individual development planning and company growth. Because of this reality, the most valuable asset we have as a business leader is our people. They set us apart from other businesses. Forget industry standards, but rather be the standard. It is how we measure against ourselves that matters most. This is why engagement is so critical and why an online communication technology can be valued. To accomplish a concentration on core competency and development, engagement dialog includes the informing of expectation when you target and focus in on an opportunity. 6
When we communicate expectation in questions, we inform on potential possibility— the maybe. With the flexibility and simplicity of IV® to enable leaders to self–administer dialog any way they want, the power at their control is daunting. It is because of this capability that leaders are able to expand their reach, sharing expertise and experience vastly across their organization. Consider engagement as an opportunity to educate, inform and collaborate with stakeholders on the challenges potentially blocking the organization’s engagement and development success. This book ties behavior to role and function for meeting objectives through competency. The follow through of any engagement process is key. Learn to take immediate actions back to people for discussions face to face with suggested actions, recommended exercises and readings. Identify these green and purple color schemes in the book for additional detailed actions to help employees meet their potential and support theirs and the organization’s goals. In IV® the first step in engagement is to understand what we want to accomplish. Secondly, there is a call for contribution and finally, task action from input into desired results. It’s important to understand the measures that exist and the extent of communication breakdowns because they highlight the issues that need to be solved. Pulse check survey questions target and focus on where we can make the most impact. It maximizes resources to meet outcomes and is specifically important in initiating a quick follow-through. Establish a starting baseline— “It’s not a good time,” is heard a lot when engagement is avoided. There will be up and downs all the time in business. What’s important is that we are focusing teams on what is critical. Effective communication begins by identifying a baseline from which to measure progress and success. This comes from an initial assessment of potential or problem areas. IV® uses 11 questions for example in an assessment to focus on areas of communication. (Page 145) This benchmark provides the basis for comparing future data so you know what’s working well and where to adapt strategies going forward. Making decisions— regardless of the source, leaders require facts to back up communication recommendations and decisions. Measurement of critical areas show the numbers behind the effort, document progress and help leaders understand the how and why on the merit of the decision. It will ultimately help leaders achieve their business and communications objectives. When considering the reinforcement and making a case for resources— this is critical. 7
Page 1 and 2: Targeted Communication Using Web-Ba
Page 3 and 4: 6. Assist Sales Success with Techno
Page 5: SETTING UP YOUR PLATFORM After regi
Page 9 and 10: TABLE OF CONTENTS 1. ACKNOWLEDGEMEN
Page 11 and 12: (174) SUGGESTED ACTIONS (175) DIALO
Page 13 and 14: 334) EXERCISE 1 POINT— Time Manag
Page 15 and 16: 15 445) SUGGESTED ACTIONS 446) DIAL
Page 17 and 18: 17 603) SUGGESTED READINGS 604) SUG
Page 19 and 20: DEFINING YOUR APPROACH There are ma
Page 21 and 22: Direct Care (B3), Support Care (B2)
Page 23 and 24: “Employees need to take ownership
Page 25 and 26: Checklist— for quality control on
Page 27 and 28: Communication— Engage threats to
Page 29 and 30: TECHNOLOGY USE CASE GROUPINGS IN IV
Page 31 and 32: o Be proactive and measure for thre
Page 33 and 34: Benefit Pulse Identify threats to r
Page 35 and 36: How: Within 5 minutes, a leader can
Page 37 and 38: Business measures in the status quo
Page 39 and 40: Adaptive Performance— is innovati
Page 41 and 42: Both managers and team hesitate to
Page 43 and 44: Exercise— how to use InnovateVirt
Page 45 and 46: How someone might lead a safety tas
Page 47 and 48: 21 INITIATIVE USE CASE Throughout t
Page 49 and 50: Example - 21 Initiative— TASK ANA
Page 51 and 52: STAFF OWNERSHIP - Consistently acqu
Page 53 and 54: Another Rating Scale Example 1-2 3-
Page 55 and 56: RELATIONSHIP BUILDING Establishes a
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It is important for each question t
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Suggested Readings: 1. Lombardo, M.
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Suggested Action - select the perfo
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How do you rate the company in prov
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o o o Doesn’t judge others Often
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9. My hospital strives to only hire
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This process enables employees to l
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Listening: With expectations 2. You
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Copy and paste the examples and sug
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Third Goal Community, (innovation)
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Time management 3. Often has a hand
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Under Anonymity Define who the 360
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360° REVIEW LETTER EXAMPLE Dear Te
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Comment Report or Push Report allow
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5. Job Enrichment 6. Employee Stres
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WORK EVALUATION 7 out of 15 example
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Next 4 out of 16 QUESTIONS: (Develo
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Persister. They represent 10% of th
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See chapter on Employee Retention E
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The expected outcome: Quality trans
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Detailed Note Here is the note with
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Do you think about multiple ways to
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You allow everyone to win? Don't ge
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21 Initiative use case— SCHEDULE
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SCHEDULE & PRESENCE 6 out of 15 exa
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