External communication: a blueprint

External communication allows any organisation to control its image and reputation: It reflects its values and philosophy, highlights its experience, know-how and capacity to innovate, and positions the organisation vis-à-vis its competitors.

This is why the entire organisation should be mobilised when defining its external communication plan. It is a golden opportunity for the organisation to take a step back and debate on a coherent strategy that can ultimately enhance the efficiency of the organisation itself. Because external communication is not about presenting your products and services; it is about the history and evolution of the organisation. It is about its societal, cultural and ideological values. External communication allows organisations to position themselves in their market, legitimise their social and economic activities and raise their profiles.

Objectives

External communication meets the profitability and growth objectives of any organisation, while improving its reputation. To achieve this, an external communication strategy must be expressed by the proposal of a clear and visible image towards the target audience.

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6 choses à éviter lorsqu’on donne du feedback

Evitez d’utiliser «Tu» ou «Vous» comme sujet de la phrase quand vous parlez directement à quelqu’un. L’autre personne peut se sentir offensée, car «Tu» ou «Vous» peut être perçu comme accusation et forcer l’autre personne à se défendre pour ne pas perdre la face. Exemples: «Vous ne m’avez pas envoyé l’email hier»; «Vous parlez trop fort»; «Vous devriez consacrer plus d’effort à» ou «vous étiez nerveux lors de la présentation». Beaucoup de rapports sont basés sur des hypothèses, des perceptions et des sentiments subjectifs. L’autre personne peut percevoir la même réalité différemment, ou savoir autre chose qui peut mener à une conclusion différente. Utilisez «je» à la place.

Evitez d’utiliser «Nous» comme sujet de la phrase quand vous ne voulez pas vraiment dire «nous deux». Exemple: Le directeur dit à son subordonné: «Nous devrions envoyer ce rapport à xyz aujourd’hui»; «Comment allons-nous aujourd’hui»; «Comment pouvons-nous aller mieux».

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Maladie au travail: dépasser les tabous

La gestion de la maladie est souvent un sujet délicat dans les entreprises. Absentéisme, malaises, non-dits ou stress font souvent partie du lot. Écoute et soutien des RH peuvent pourtant contribuer à dénouer certaines situations tendues. Le POG organisait ce matin un petit déjeuner consacré à ce sujet aux multiples ramifications.

Administrative et juridique, la question de la maladie en entreprise est aussi sociale, psychologique et humaine, elle se frotte à la performance, au bien-être, à la santé, ainsi qu’à la rémunération, dans le cas des absences prolongées. Souvent compliquée à gérer dans la pratique, puisqu’elle touche à la vie privée du collaborateur concerné, elle mobilise toute une série d’acteurs: RH, managers de ligne, experts de l’Adem ou de la Caisse nationale de santé, médecins du travail, psychologues…

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3 Tips to Help Manage the Differences in a Multigenerational Workforce

Today’s workforce is increasingly multigenerational due to the existence of three generations — Baby Boomer, Generation X, and Millennials (Generation Y).

A major challenge managers face is how to manage and motivate collaboration between their multigenerational employees. Such a diverse generational mix creates challenges for managers trying to adapt to the work styles, perspectives and motivating factors of each generation.

Bridging the gap between generationally diverse employees can be a difficult and stressful task.

How to take advantage of a diverse workforce

Here are some tips for managers to take advantage of the strengths and differences among their diverse workforce.

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When to Bring in a Professional Coach

As a manager, you’ll inevitably need to spend time actively coaching employees. Perhaps you have a hard-working employee who needs to build certain skills to be more effective on the job. Or maybe you’ve recently promoted a high performer, and you want to ensure that you’ve made the right decision by giving her an opportunity to build new skills. In situations like this, you may find that you’re able to be a very effective coach for your direct report. But in the 15 years I’ve spent on coaching and employee development initiatives, I’ve found that there are certain scenarios when it simply makes sense to call in a professional:

When you have a close personal relationship. If you’re willing to coach your employee, you no doubt respect his talents and strengths. You might also really just like this person, and genuinely want to help him succeed. Perhaps you even spend time with this person outside the office, know his family, and attend functions or events together.

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Les entreprises iraient-elles mieux si les femmes dirigeaient ?

Si autrefois les femmes n’avaient pas leur place dans les entreprises, ce n’est fort heureusement plus la même chose actuellement. Mais malgré ce changement progressif dans les mentalités, les capacités des femmes à diriger une entreprise demeurent encore remises en question par certaines personnes.

Plus de femmes au conseil d’administration

Il a fallu des années pour que les femmes soient acceptées comme les hommes au niveau professionnel. Si certaines sociétés trouvent que les femmes ont leur place dans les entreprises, d’autres restent encore réticentes face à cela. Pourtant, il s’avère que les entreprises qui emploient des femmes dans leurs conseils de directions ou encore au niveau de leurs conseils d’administration sont plus performantes, notamment en ce qui concerne les gains de capitaux propres ou bien encore des dividendes.

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Change Management Needs to Change

As a recognized discipline, change management has been in existence for over half a century. Yet despite the huge investment that companies have made in tools, training, and thousands of books (over 83,000 on Amazon), most studies still show a 60-70% failure rate for organizational change projects — a statistic that has stayed constant from the 1970’s to the present.

Given this evidence, is it possible that everything we know about change management is wrong and that we need to go back to the drawing board? Should we abandon Kotter’s eight success factors, Blanchard’s moving cheese, and everything else we know about engagement, communication, small wins, building the business case, and all of the other elements of the change management framework?

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Ten ‘people’ mistakes leaders make

Much of today’s leadership writing focuses on what high performing leaders should do. Certainly, that material helps from a theoretical and aspirational point of view. Yet what really haunts leaders on a day-to-day basis is the mistakes that they make. They don’t trip up because they are bad people; they most often fumble because of a lack of knowledge, bad habits or too much stress.

The most common—and, not coincidentally, most damaging—mistakes involve interacting with people in the wrong way. Here are 10 such People Mistakes that I see in the field, and I’m sure you witness, too:

1. Not taking time to bond with people. A leader who is not interested in people on a human level is off to a bad start. A leader who is conceptually interested in others but doesn’t make time to “bond” with people misses the mark as well, whether those people are employees, colleagues, customers, or other stakeholders.

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