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What Does It Really Mean?

1/18/2013

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The February 2013 edition of REALSIMPLE magazine had a very interesting article on food labels.  It clarified what common terms like “low fat”, “organic”, “sugar-free” and “99% fat-free” actually mean.  I must admit I had some misunderstandings on some common nutritional language.

High performance organizations also pay attention to their business “language” – both terms and acronyms.  They know that misunderstandings can create errors, process inconsistencies, misinterpretations; add cost; and create wear and tear on relationships.  In fact, research by the assessment group, Cognisco, estimated that misunderstandings cost U.S. and U.K. firms $30+bn annually.

Does your organization actively work to create understanding of its’ business language?  Consider:
  • Terms.  Every organization uses many ‘common’ business terms like customer, quality, value, cost, etc.  Can your employees clearly define the ‘common’ business terms used in your organization?  Example – who are your customers?  Are there internal, external, or both?  How are they different than distributors or retailers? 

    Terms are also introduced with each new initiative started in your organization.  For example, if your organization has or is deploying Six Sigma methodology or Lean manufacturing, it will literally introduce hundreds of new terms into your organizational vocabulary.  Memorizing and/or reciting these terms are not enough for high performance – there must be a clear understanding of what each means and how to impact it.
  • Acronyms and Abbreviations. According to the website “Acronym Finder”, there are more than 5 million acronyms and abbreviations out there – and it’s constantly growing.  Acronyms can save time – but they also can create “exclusion” (only some people regularly use and understand) versus “inclusion.”  Acronyms may have different meaning in different parts of your business.  For example, OD in manufacturing is outside diameter – in HR it is organizational development or design.  Acronyms are also used frequently in metrics which are critical in measurement, evaluation, comparison, and continuous improvement.

Below are five lessons I coach organizations to master in their communication activities:
  • Start Day 1.  Language should be introduced in orientation processes and reinforced throughout on-boarding.
  • Create one safe reference source.  On-line is great but the key is to have each business discipline accountable for maintaining its content.
  • Translate “intent” not actual words.  Some words may not translate into every language you use in your business.  For example, employee engagement does not have a literal translation in Spanish, but employee commitment, effort, and loyalty (components of engagement) does.
  • Remember 7X.  Critical messages have to be repeated at least seven times for the average person to retain it and understand it’s truly important.
  • Ask the right question.  Avoid asking employees if they understand a term or acronym.  Instead, ask for the specific detail you want them to remember.  

Food labels help us make better choices, if we truly understand their content and meaning.  The same is true for organizational communication – e-mails, presentations, reports, meetings, web based, videos, etc.  Minimize employees asking, “What does it really mean”, by creating and maintaining your organization’s common business language.  It will save time, cost, and frustration!
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No Luxury or Fad

1/4/2013

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On January 9, The Conference Board announced findings from its’ CEO Challenge 2013 – a survey of CEO’s, presidents, and chairmen from over 700 companies worldwide.

The leading challenge named was:  human capital — how best to develop, engage, manage, and retain talent. The Conference Board concluded, “In an environment of slow economic growth and limited opportunity for double digit business expansion, continuous improvement of internal capabilities is no luxury or fad. It’s a prerequisite for organizational survival.”

For many years, companies have focused on Talent Management.  The focus has been on three foundational elements – attract, develop, and retain.  I believe they missed a critical ‘integration ingredient’ to maximize performance – Employee Engagement.  Let me illustrate.
  • If an organization wants to attract the best talent, then engagement is critical.  It’s not the engagement of the potential new hire but the engagement of the existing workforce.  When current workers commitment, effort, and loyalty (engagement) is low, then they are not great advocates to potential new hires.  The defining moment is when a potential new hire asks an existing employee – “how is working in this organization”?  High engagement increases the chances of a favorable response.  People want to join organizations that others thrive in.
  • If an organization wants to develop the best talent, then critical people processes like performance management, career development, and succession planning must be a leadership priority and executed with excellence.  These “develop” processes are also critical in engagement.  Employees want to improve themselves and their resume – for advancement either inside or outside your organization.  
  • According to a survey by AMA Enterprise, a division of American Management Association, one in three employers expect turnover to rise at their organization in 2013.  Not all turnover is a bad thing. Keeping disengaged employees who just show up – put in minimal effort - are restless and distracted – do not represent your products and services well to customers – is not the answer.  Your objective is to retain engaged employees.  Their skills, experience, and company “know how” will give your organization a competitive edge.

Increase and improve your internal capabilities by successfully integrating employee engagement into your efforts to attract, develop, and retain talent.  It will help you crack the code to Human Capital Excellence!
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    Brian Gareau is a Speaker, Author and Consultant.

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