10 tips: Employee events with an inconvenient message

10 tips: Employee events with an inconvenient message

How to deal with an employee event that is less fun? Not because of the venue or the speaker line-up, but because of an inconvenient message that has to be shared: budget cuts, poor performances or even job losses. How as an organization to prepare a storyline for such a delicate, yet important and strategic, event?

 

Here are 10 tips for those who have to bring an inconvenient message:

  • 1. Tell what it does to you. Express your sincere concern. Obvious maybe to yourself, but by putting it out in words, it helps to build rapport with your audience. Also: tell people what they don’t need to be afraid of. This way you take away possible obstacles that prevents your team from further listening.
  • 2. Underline the sense of urgency. Explain what will happen if you continue without any intervention. People need to understand the negative scenario of not stepping up.
  • 3. Check-in with your audience. Keep a constant connection with your audience. It’s easy to become too rational when you do all the explaining. Ask every now and then: “how are you?” and encourage short interaction moments.
  • 4. Get straight to the point. Don’t take too long to make your point. People are tensed and will lose you when your story becomes too extensive. Make your point loud and clear. Support every point with slides that give a compact summary.
  • 5. Round off personally. As personal and empathetic as you’ve started your presentation, make sure to round it off in a similar way. Use an inspiring poem or text: as long as it works and still is matching your management style.
  • 6. Ask for a first reaction. Use Sendsteps to answer the question “How do you feel now” and let attendees respond anonymously by selecting an answer option. The results on the presentation screen might be conclude negative sentiment, but at least it is clear, people feel heard and it’s easier to address than live reaction.
  • 7. Space for live comments. Answering live comments might be challenging, but is important to make people feel heard. Allow digital input for those employees who find it difficult to raise questions out loud. When your board compromises more members, then also invite fellow board members on stage to participate in the audience Q&A.
  • 8. Follow up with unanswered questions. Not all questions can be answered. Tell people in advance. However, also communicate 1] when and 2] how the audience can expect feedback of those questions that can’t be answered now.
  • 9. Stay for drinks. For those who like to approach you more informal, it is helpful to stay during the drinks afterwards. Being present [as a leader], is an important sign on itself already. Leave your inner circle of colleagues for what it is and mingle with as many of your team members as possible: from juniors to seniors!
  • 10. Practise and prepare. Such an important meeting requires a joint effort. You might be the messenger, but there’s a team to support you: an event professional to take care of an appropriate setting, a Head of Communications to guard the tone of voice, fellow board members to support and a moderator who takes care of time management, proper introductions and a streamlined Q&A session. Your prep mostly comes down to practise, practise and practise!

About the author

Robert DaverschotChairman | Moderator | Sidekick

Robert is a professional moderator, dialogue facilitator and sidekick and works both independently and on behalf of Sendsteps audience response system. Robert has years of experience at home and abroad and has interviewed, ministers, captains of industry as well as His Holiness the Dalai Lama. In his dealings with the audience, he always uses Sendsteps. With Sendsteps an audience is able to voice their opinions, whereby attendees can cast votes or send in open comments and questions to the speakers and panels on stage. As such events turn into 2.0 experiences with everyone being able to speak up!


Anonymous audience feedback? 3 Ways to enrich meetings!

Anonymous feedback

In an era of tranparent company cultures, anonymity isn’t always considered an asset. Still, it can facilitate trust and with it a starting point of a more open way of communicating. At Sendsteps we’re regularly involved in the setup of meetings in which anonymous feedback is considered: a must.

3 Reasons to welcome anonymous feedback

There’s multiple occassions in which it is whise to allow your audience to contribute anonymous:

1. Strategic discussions | Measure sentiment:
Decisions with a great social impact need proper change management. Imagine a reorganization in which multiple employees will lose their job. Prepare your management (the carriers of the difficult message to the rest of the team) by measuring the sentiment and to reply to anonymous feedback. This makes it easier to steer expectations during the more complicated phases that your organization can go through at times.

2. Co-creation sessions | Erase hierarchy:
In co-creation sessions you’ll need trust to share ideas. An idea can easily be judged on its feasibility or on its sender. Especially within organizations with a strong hierarchy it is more challenging to share ideas. Especially the crazy ones! By allowing anonymous input during your brainstorm,  all ideas make an equal chance. No matter if the idea is coming from the CEO or from the receptionist!

3. Team coaching | Stay objective:
Foster an open conversation around themes like work satisfaction, effective collaboration or leadership by allowing anonymous feedback. Challenges between two departments can much easier be discussed if issues are clearly formulated on the presentation screen; No need to ask ‘who said this?’, rather ask ‘who want to elaborate on this comment?’. Or first ask your team to rate their job live. And then via Sendsteps. There can be a discrepancy between the live and the anonymous digital input: a great starting point for a dialogue with your team!

Your next anonymous feedback session?

Sendsteps audience response system allows you to setup an interactive PowerPoint session. Simply add multiple choice and open questions in your slideshow. Questions that address the subject that you like to discuss and on which you’d like to receive anonymous feedback. By default all the input received is anonymous [but this can be changed via your dashboard settings]. Do you dare to start the experiment?


 

Why your cultural identity determines your decisions

Sitting between Susan and Jose in Monday meetings and working alongside Adina and Takeshi on the new project give you a perfect overview of cultural differences in the business world. What makes communication effective? How can you speed up the decision-making process? We created a culture guide to help you find the best way of communication.

The decision-making process is very different from country to country. Doing business abroad or effectively managing a multicultural team can be a tough task even for the most experienced professionals. Our guide based on Erin Meyer’s highly praised model  as well as Richard D. Lewis’s insightful book “When Cultures Collide” about leadership styles around the world.
Above you see an infographic about the decision-making process in different countries. According to Erin Meyer’s model, there are diversified decision-making processes ranging from consensual to top-down methods. The more people are involved in the process, the more consensual the system is. We picked up 11 countries and placed them on a scale. Instead of exact figures, our infographic relies on typical behavior and shows patterns.
Then, we set up a guide for each country. You will see the characteristic of your own cultural identity in the left column. In the right column, we collected tips on what you can do to avoid cultural conflicts.

Nigeria

1480462199_nigeriaIf you are a Nigerian:

The company structure is strictly hierarchical. The boss makes decisions, and then shares the details with subordinates. The paternalistic management style is widespread. Leaders were asked by employees for advice on business and personal matters.

If you do business with a Nigerian:

Developing personal relationships is the foundations of making business. You need to take time for chit-chat to get to know your business partners. Be patient and prepare for up to two hours small talk of the first meeting. If you have Nigerian employees, you need to thoroughly explain to them what you require unless the work remains undone.

China

1480462154_chinaIf you are a Chinese:

Hierarchy and formality are core values. You consider your employees as your family members but you also demand a lot from them. You are flexible, able to adapt to the change and navigate even messy environments. Top-level managers make decisions, middle managers only ensure execution.

If you do business with a Chinese:

The first step toward making a deal is to build a friendship with your Chinese partners. After you spend a lot of time with them, you can earn their trust, and do business. It’s also important to avoid that your Chinese partners feel that they “lose their face”. Instead of questioning others’ opinion or ideas in public, conduct a meeting before the main meeting to ask their opinions. Provide an opportunity for asking questions and sharing opinion anonymously.

Saudi Arabia

1480462180_saudi-arabiaIf you a Saudi Arabian:

You don’t separate your religious belief from your work. Personal relationships are highly valued, and thus you prefer getting to know your business partners before trusting them. You live in a hierarchical system where the highest-ranking person makes decisions.

If you do business with a Saudi Arabian:

Business meetings are less structured, they often don’t start on time and are interrupted by prayers and small talks. In addition, Saudis carry on multiple meetings at the same time. Be patient and don’t try to speed up the decision-making process. Repeat your points since it will be interpreted as meaning you are telling the truth.

Russia

1480462151_russiaIf you are a Russian:

You believe in personal relationships more than anything. Making business with people you already know is preferred because trust is essential. Face-to-face meetings are formal, serious gatherings and decisions are made by only the leaders.

If you do business with a Russian:

Business is hierarchical, so find out who are the decision-makers. Be aware that Russians expect you to be punctual even if they are not. Be more elegant than usual because expensive business attire means power in Russia. During a business meeting, Russians consider too much compromise as a sign of weakness.

France

1480462135_franceIf you are a French:

Many of French managers tend to be autocratic and paternalistic, with an impressive grasp of the many issues facing their company. You like open debate and are willing to confront with others to bring every aspect of the issue on the table.

If you do business with a French:

Formality and politeness mean a lot to the French. Pay more attention to your look and language you use. During a discussion, you will be questioning and interrupting due to the French conversation style. Don’t be offended, this is a sign that your proposal is valuable. Be patient, decisions will be made slowly.

United States

1480105654_united-states-of-americaIf you are an American:

You are assertive, goal and action-oriented. Although you feel team spirit, individual freedom is more important to you and your first interest is in your own career. If you are a leader, you will make decisions alone and quickly.

If you do business with an American:

Be aware that Americans tend to make quick decisions and are willing to change on the fly. They are less confrontational than other Western cultures, and thus you need to express your disagreement with an explanation. Erin Meyer’s advice: tell them you play the “devil’s advocate” and you want to show the other side of the coin.

Brazil

1480462148_brazilIf you a Brazilian:

You negotiate with people, not companies. You enjoy discussions and use an extensive amount of body language in normal communication. Looking for consensus is crucial for you. Since you are non-confrontational, you won’t say a “no”, rather a “maybe”.

If you deal with a Brazilian:

Building up personal bonds with Brazilian business partners is vital. Give time for them to get to know you. Don’t be surprised when you need to take several business trips to Brazil since verbal communication is preferred to written communication.

United Kingdom

1480462141_united-kingdomIf you are a British:

You consult with your employees before making a decision in order to reach a consensus but you don’t appreciate open conflicts. You value more the team spirit than individual interests. Your communication style can be confusing for your team members since you give instructions in an indirect way. Feedback also arrives as subtle suggestions. .

If you do business with a British:

Your presentation needs to be based on facts and figures. Exaggerating is not effective. Be careful, direct speech can be interpreted as rudeness or aggression. Small talk before business meetings is inevitable and if you have a good sense of humor, you will be awarded.

Germany

1480462138_germanyIf you are a German:

You try to create and live in the perfect system. Chain of command is clear and unquestionable for you. Top managers make decisions based on facts and data but only after a dispute, when employees have a voice, they can challenge data and question conclusions.

If you do business with a German:

You need to respect the rules and hierarchy. Reach out to your business partners prior the formal meeting, make sure you can influence their opinions before the decision being made. Build up your proposal on data, facts and figures. After the decision being taken, do not question it.

Netherlands

1480462165_netherlandsIf you are a Dutch:

Flat hierarchy in the business world is natural to you. Managers earn respect due to their competence and achievements. Reaching consensus is mandatory and everyone’s voice is heard in meetings.

If you do business with a Dutch:

Be open and direct in conversations. Don’t be afraid of giving feedback and asking questions. Although everyone is equal and every opinion matters, that doesn’t mean that your proposal will be part of the deal at the end. The reason can be that your arguments might not have been the most convincing.

Japan

1480462158_japanIf you are a Japanese:

Although you live in a very formal society where disagreement with a senior professional is a taboo, you can influence the decisions through informal channels. In the famous “ringi” system, high-ranking managers make decisions after employees at all levels discussed the issue. Engagement and involvement levels are high as employees feel that they have a voice in the decision-making.

If you do business with a Japanese:

Try to avoid public confrontation with Japanese counterparts by asking their opinions before the main meeting and giving time to prepare their responses. You can also depersonalize disagreements by asking opinions anonymously at the meeting. Be patient with the long decision-making process.

This post is created by Szandra Karacsony.

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