GE内部核心培训资料_-《_沟通_》[精品].pptVIP

As we talked about before, many managers say that their instinct during a crisis is to limit communication with employees so they are not faced with difficult questions. However, in times of crisis, it’s essential to quickly, candidly and frequently communicate with employees. Your people want to learn about their company from their company, before they see news coverage or hear it from friends or family. You’ll find that the importance of having an ongoing strategic communication process is never more evident than in a time of crisis. If you don’t regularly communicate with employees, they may not find a sudden and serious message from leadership credible, or, more likely, they will think it’s cause for alarm. The first thing, if appropriate to the situation, is for your leadership team to let employees know that the business’ first concern is their safety. Fear of the unknown is a big source of tension. Employees need to be told the crisis details and risks in a calm, reassuring manner. Let employees know exactly what is happening. If you don’t know the answer it’s OK to say “I don’t know the answer, but I commit to getting back to you when I do. Create an ongoing system for getting updated information to employees. And provide a forum for employees to voice concerns and ask questions. Walk through example… If time allows: Provide everyone with a copy of this sheet. Split everyone into small groups and ask the groups to split up initiatives among the individuals in their group (e.g., could be net income, GEOC, ACFC, etc…) Each person should take a few minutes to themselves to write down up to three key messages that they need to help employees understand what the imperatives mean to them and their role in simple language designed to help employees understand what the message means to them. Then, each person should role play delivering their messages to the others in their group. Allow 15-20 minutes for this exercise. (Five minutes for message