Communicating Vision & Values
CiB Central Workshop
14th January 2009
Agenda
 Introductions & desired outcomes
 Theory: The three Cs of employee communication
 Discussion One: How to successfully launch vision
& values
 Case Studies: Premier Foods & Coors Brewers
 Discussion Two: Maintaining vision & values
momentum
 Wrap up
 Networking lunch
 2.00pm Close
Lesley Allman, Allman Communication
 Over 20 years of internal & external
corporate communication experience
 Director of Communication at Coors
Brewers (formerly Bass) and
previously a Board Director of Rote
PR (part of Shandwick plc)
 BSc in Management and MBA (2002)
including dissertation on employee
engagement
 CIPR member and frequent
communication conference speaker
3
Our company
 Established in 2006 to help
organisations to better
engage with key audiences especially employees
 The foundation of successful
engagement is effective
communication and that is
where we come in
 We combine the best of
agency and in house
communication experience to
provide communication
solutions
Our clients
5
Theory: vision & values
“My army won because they knew what they were
fighting for and they loved what they knew”
Oliver Cromwell
Vision & values contribute to engagement
Belief in Vision,
Values & Strategy
Important &
most
important
Career
Opportunities
Most
important
Actions of
supervisors
Actions of senior
leaders
0
20
40
60 Source: Melcrum 2005
Most important factors for leaders to engage
employees
70
60
50
40
30
20
10
0
Communicates Builds trust in
clear vision
organisation
Involves
employees in
decisions
Demonstrates Responds to
commitment to staff feedback
Values
Source: Melcrum 2005
Leadership & values
40
35
30
Communicates
vision
25
20
Does not
communicate
vision
15
10
5
0
Seriously thinking
about leaving
Dissatisfied with the
organistaion
Source: Mercer 2003
Delivering messages across different channels
I believe in the vision
I’m living & breathing
it!
Engagement
I know how I can make a
difference
Ownership
I want to do this
I’ve had a say in this
Involvement
Understanding
I have the right tools to do it
I know why we are doing
this
I’ve seen examples
I’ve been told about the
vision
Awareness
I know where to find out
more
Source: Banner McBride
Hearts & minds
Intellectual Understanding
High
Low
Bystanders (10%)
Champions (37%)
Weak Links (39%)
Loose Cannons (14%)
Emotional Commitment
High
The three Cs of employee communication
Channel
Content
where to communicate
what to communicate
Capability
how to
communicate
Content (what to communicate)
 Do you really have a valid vision?
» Is it current?
» Is it realistic?
» Will your people understand it?
» Is it worth getting out of bed for?
 Do your values reflect reality?
» Who was involved in creating them?
» Deeds as well as words?
» Are they visible / tangible?
» Are people measured or judges on them?
Channel (where to communicate)
 Communication channels
» Conferences & events
» Magazines, mailers & printed materials
» Websites, intranets & social media
» Team briefings & cascades
» Video
 Other channels
» Performance reviews
» Reward & recognition
» Induction
» Code of conduct
Delivering messages across different channels
Working
sessions, 1:1s,
conversations,
coaching
Action
Level of change
Focus groups,
working parties,
consultations
Acceptance
booklets, videos,
presentations,
plenary
Understanding
Awareness
newsletters,
emails, intranet,
letters , memos
Tell
Sell
Consult
Level of Involvement
Collaborate
Capability (how to communicate)
 Leadership & Line Management
» Consistency of understanding & belief
» Walk the talk
» Know what good looks like
» Seek out and celebrate / recognise of success
» Don’t turn a blind eye
Case studies
Premier Foods
Coors Brewers
Launching V&V
Maintaining Momentum
Premier Foods’ vision & values launch
Launch background
 Date:
 Location:
 Delegates:
 Format:
March 08
Heritage Motor Centre, Warwickshire
350
Combination of group presentations, videos,
& break out groups plus ‘Big Picture’ activity
Launch agenda
 Where we have come from?
» Company & brand histories
 Where we are now?
» Company breadth and scale
 How are we doing?
» 2007 performance, market conditions & current activities &
investment
 Where we are going?
» Vision & Strategic Framework + Big Picture Activity
Timeline
History displays
Examples of portfolio displays
Showcases
Where are we going?
 Purpose:
Provide delegates with common goals and decision making
framework.
 Method:
CEO presentation with employee voxpops
‘Big Picture’ group activity
The big picture
Maintaining V&V momentum at Coors Brewers
Graphics and everyday language bring corporate
definitions to life
Branded merchandise
Vision and values meeting rooms
Vision and values built into all employee
communications
Code of business conduct
Coors Brewers’ employee forum
Coors Brewers’ people survey
Employee induction - the Coors welcome
Training & development-maximising excellence
Recognition
Values built into appraisal process
 Vision and Values branding incorporated into roll out of Coors
Success Model
 10% of annual appraisal score attributed to ‘living the values’
 Linked to salary review i.e. putting money where our mouth is!
Wrap up
 Sharing Learning & Applying to your organisation
 Top tips
 Any questions
 Feedback form
Allman Communication
www.allmancommunication.com