What do you think about…?
Vol. 2, Edition 5, June 2024
Hi friend,
Opinions don’t get much respect. We’ve all heard:
- “Opinions are like $@#&!… and everybody’s got one.”
- “Your opinion of me is none of my business.”
- “There are as many opinions as there are experts.”
It’s true some people are just too darn generous with their uninformed or judgmental opinions. But that’s not you, gentle reader.
In today’s newsletter, we focus on the value of thoughtful, informed opinions. Maybe you need to give your recommendation. Maybe you need to listen to some feedback from others. Or maybe you’re still developing your point of view.
If so, I think you’ll find some food for thought here.
But that’s just my opinion.
Mary Pat Nimon
President
idea one
You asked. They answered. What to do with employee survey results.
The employees have spoken.
After countless hours spent carefully crafting an employee survey designed to deliver key insights, you now have their opinions on everything from benefits to bathrooms — and a whole lot in between.
Presumably, you and other leaders are analyzing the survey results to identify areas of concern, key trends and opportunities for improvement.
What immediate next steps should a comms pro take?
1. For lots of reasons, say thanks.
When employees take time to share their opinions, they experience a twinge of anxiety. (Were they “too” honest? Did anyone else respond to the survey? What will happen next?) An open loop has developed, and you’re the one to close it.
No matter what your company decides to do with the results, a simple “thank you” goes a long way toward providing a sense of closure.
Praise employees for taking the time to help make the company better. If it makes sense, you might celebrate a high response rate. If possible, let employees know what to expect next. Of course, what they really want to see are the survey results.
2. Share all results you can.
Sharing survey results may or may not be your call.
We’ve seen some companies work with the comms team to give employees lots of visibility. The best ones use easy-to-read charts and graphs. This helps build a culture of transparency that employees value.
But we’ve seen at least one organization that wouldn’t share the results at all, even with the leaders of their own comms team.
Whatever your organization decides, know that employees expect to be informed of the results.
If you can share, you’ll want to highlight both positive feedback and areas needing improvement. Use multiple channels to ensure you reach everyone. If your top leadership delivers the results at a town hall or by video, they can nurture a culture of trust.
If you can’t reveal the complete results, at least strive to share some top-line impressions, or maybe an action step or two that will come out of the survey.
If you communicate nothing, employees will assume the company doesn’t want to share negative comments or doesn’t really care about employee opinions – or both.
3. Communicate progress.
Each time the company makes a change because of the survey – no matter how small – be sure to sing it from the rooftops. Most people won’t connect the dots, so explicitly point out when the company takes an action related to the survey.
Consider creating a simple graphic that says, “Employee Survey Action Step.” You can use this consistently on any print or digital announcements. When employees notice these graphics popping up in a variety of contexts, they’ll know their voice is important.
If survey results are driving some big changes, check out the WordsFresh communications process for making changes stick.
idea two
Write emails worth forwarding
A few weeks ago, an executive bemoaned that his own comms team didn’t write emails worth forwarding.
That got us thinking. What kinds of emails are “forward-worthy?”
Here’s what we think makes an email worth the FWD:
- Use a subject line that directly explains the content or your request. Avoid puns or inside jokes that cloud the meaning.
Example: Two recommendations about the new process
- A brief greeting should be followed immediately by the current status of the issue. One sentence is best, two if you need them.
Example: Last week, we discussed some possible ways the new process could be rolled out.
- Whenever possible, make a recommendation.
Example: After talking to the function leaders, I recommend the following.
- If there is more than one point, number them. You can also boldface key points for easier scanning. (If you have questions for your recipient, numbering is also the surest way to get a complete response and not just an answer to your first question.)
Example:
1. Phase the rollout so the change occurs on a few production lines at a time. We will begin in Area 1 because of their previous success with similar changes. This approach enables managers to better learn as they go.
2. Target a September start date. This schedule avoids the summer maintenance shutdowns.
- If applicable, ask for a yes or no response.
Example: Do you agree with this approach?
- Clearly explain what you see as next steps.
Example: If you agree, I can reach out to the managers and get going. Otherwise, we can discuss further at our meeting next week.
- Include your signature line with all contact information on all emails. This is an automatic email option that can be set for both new emails and responses to emails.
- Read it at least twice to ensure you’ve made the message as brief and clear as possible.
Of course, you may want to sprinkle in some friendliness and openness to collaboration. But consider these tips to make your email “forward-worthy.”
idea three
So, what do you think?
In some organizations, the culture doesn’t seem to support people giving their opinions and recommendations to leadership.
If that’s your situation, you have two options:
- Look for a new employer.
- Give your opinions anyway.
You might say there’s a third option of just doing your job and keeping your opinions to yourself. That may be necessary and might even work in the short term.
But in the long term, it leads most professionals down the path to burnout and maybe even depression. It’s not sustainable.
No matter which option you choose, you will benefit by becoming more skilled at giving your recommendations.
You might find this simple outline helpful:
- Challenge overview
- Recommendation
- Supporting arguments
- Consideration of less-preferable alternatives
- Plan and rough budgetary estimate, if possible
- Expected outcomes and possible risks
- Summary
If you stay where you are, you just might begin to chip away at the resistance. If you move on, you’ll be ready to contribute at a high level.
In either situation, you’ll be staying true to yourself. And that has a way of keeping your battery charged.
(& a meme)
What do you think about…?
Vol. 2, Edition 5, June 2024
Hi friend,
Opinions don’t get much respect. We’ve all heard:
- “Opinions are like $@#&!… and everybody’s got one.”
- “Your opinion of me is none of my business.”
- “There are as many opinions as there are experts.”
It’s true some people are just too darn generous with their uninformed or judgmental opinions. But that’s not you, gentle reader.
In today’s newsletter, we focus on the value of thoughtful, informed opinions. Maybe you need to give your recommendation. Maybe you need to listen to some feedback from others. Or maybe you’re still developing your point of view.
If so, I think you’ll find some food for thought here.
But that’s just my opinion.
Mary Pat Nimon
President
idea one
You asked. They answered. What to do with employee survey results.
The employees have spoken.
After countless hours spent carefully crafting an employee survey designed to deliver key insights, you now have their opinions on everything from benefits to bathrooms — and a whole lot in between.
Presumably, you and other leaders are analyzing the survey results to identify areas of concern, key trends and opportunities for improvement.
What immediate next steps should a comms pro take?
1. For lots of reasons, say thanks.
When employees take time to share their opinions, they experience a twinge of anxiety. (Were they “too” honest? Did anyone else respond to the survey? What will happen next?) An open loop has developed, and you’re the one to close it.
No matter what your company decides to do with the results, a simple “thank you” goes a long way toward providing a sense of closure.
Praise employees for taking the time to help make the company better. If it makes sense, you might celebrate a high response rate. If possible, let employees know what to expect next. Of course, what they really want to see are the survey results.
2. Share all results you can.
Sharing survey results may or may not be your call.
We’ve seen some companies work with the comms team to give employees lots of visibility. The best ones use easy-to-read charts and graphs. This helps build a culture of transparency that employees value.
But we’ve seen at least one organization that wouldn’t share the results at all, even with the leaders of their own comms team.
Whatever your organization decides, know that employees expect to be informed of the results.
If you can share, you’ll want to highlight both positive feedback and areas needing improvement. Use multiple channels to ensure you reach everyone. If your top leadership delivers the results at a town hall or by video, they can nurture a culture of trust.
If you can’t reveal the complete results, at least strive to share some top-line impressions, or maybe an action step or two that will come out of the survey.
If you communicate nothing, employees will assume the company doesn’t want to share negative comments or doesn’t really care about employee opinions – or both.
3. Communicate progress.
Each time the company makes a change because of the survey – no matter how small – be sure to sing it from the rooftops. Most people won’t connect the dots, so explicitly point out when the company takes an action related to the survey.
Consider creating a simple graphic that says, “Employee Survey Action Step.” You can use this consistently on any print or digital announcements. When employees notice these graphics popping up in a variety of contexts, they’ll know their voice is important.
If survey results are driving some big changes, check out the WordsFresh communications process for making changes stick.
idea two
Write emails worth forwarding
A few weeks ago, an executive bemoaned that his own comms team didn’t write emails worth forwarding.
That got us thinking. What kinds of emails are “forward-worthy?”
Here’s what we think makes an email worth the FWD:
- Use a subject line that directly explains the content or your request. Avoid puns or inside jokes that cloud the meaning.
Example: Two recommendations about the new process
- A brief greeting should be followed immediately by the current status of the issue. One sentence is best, two if you need them.
Example: Last week, we discussed some possible ways the new process could be rolled out.
- Whenever possible, make a recommendation.
Example: After talking to the function leaders, I recommend the following.
- If there is more than one point, number them. You can also boldface key points for easier scanning. (If you have questions for your recipient, numbering is also the surest way to get a complete response and not just an answer to your first question.)
Example:
1. Phase the rollout so the change occurs on a few production lines at a time. We will begin in Area 1 because of their previous success with similar changes. This approach enables managers to better learn as they go.
2. Target a September start date. This schedule avoids the summer maintenance shutdowns.
- If applicable, ask for a yes or no response.
Example: Do you agree with this approach?
- Clearly explain what you see as next steps.
Example: If you agree, I can reach out to the managers and get going. Otherwise, we can discuss further at our meeting next week.
- Include your signature line with all contact information on all emails. This is an automatic email option that can be set for both new emails and responses to emails.
- Read it at least twice to ensure you’ve made the message as brief and clear as possible.
Of course, you may want to sprinkle in some friendliness and openness to collaboration. But consider these tips to make your email “forward-worthy.”
idea three
So, what do you think?
In some organizations, the culture doesn’t seem to support people giving their opinions and recommendations to leadership.
If that’s your situation, you have two options:
- Look for a new employer.
- Give your opinions anyway.
You might say there’s a third option of just doing your job and keeping your opinions to yourself. That may be necessary and might even work in the short term.
But in the long term, it leads most professionals down the path to burnout and maybe even depression. It’s not sustainable.
No matter which option you choose, you will benefit by becoming more skilled at giving your recommendations.
You might find this simple outline helpful:
- Challenge overview
- Recommendation
- Supporting arguments
- Consideration of less-preferable alternatives
- Plan and rough budgetary estimate, if possible
- Expected outcomes and possible risks
- Summary
If you stay where you are, you just might begin to chip away at the resistance. If you move on, you’ll be ready to contribute at a high level.
In either situation, you’ll be staying true to yourself. And that has a way of keeping your battery charged.
(& a meme)
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Three fresh ideas (and a meme)
Our monthly take on today’s marketing and communications topics… and a little fun, too.
