Tài liệu Best Practives in Leadership Development & Organization Change 14 doc

FAST NOTES & TAKE-AWAYS Role of leadership Leadership during transformation Desirable outcomes of the workshop Change agenda What Emmis is about New business realities Forces acting upon

appropriately—undercommit and overdeliver Credibility will be lost if expec-tations of a one- or two-year success are established or that success will be easy to achieve This may be the most difficult process an executive team will ever need to execute; it will be met with resistance to change and will require consistency, tenacity, and visible alignment.

Lesson #7—Monitor outside events and decisions that might contradict the initiative or dilute leadership’s credibility Over the course of business, things

happen Decisions have to be made to adapt to the market, economy, and inter-nal factors It requires courage to portray to management how certain decisions and actions will be interpreted by the rest of the organization Being the leader

of an initiative that some may not be ready for, while also being the voice or messenger regarding contradictions or potential credibility issues, creates a del-icate situation at times Have courage, remind the organization of your role, and prove that it is in the best interest of the whole company and is not just being generated by self-interest.

Lesson #8—Do not let politics get in the way Ensure corporate functions are

focused on what is best for the company, not on functional agendas, politics,

or leadership egos Such an initiative must include a strategic and proactive alignment of the corporate functions It would be prudent to acknowledge and respect the internal pecking order and provide special attention to the internal opinion leaders The creation of positive corporate results will speak for them-selves later in the change initiative Work to be the example of selfless leader-ship in the best interest of the corporation.

Exhibit 4.1 The Eleven Commandments of Emmis Communications

Admit your mistakes

Be flexible—keep an open mind

Be rational—look at all the options

Have fun—don’t take this too seriously

Never get smug

Don’t underprice yourself or your medium—don’t attack the industry, build it up

Believe in yourself—if you think you can make it happen, you will

Never jeopardize your integrity—we’ll win the right way or we won’t win

at all

Be good to your people—get them into the game and give them a piece

of the pie

Be passionate about what you do and compassionate about how you do it Take care of your audiences and your advertisers—think of them and you’ll win

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• Corporate and Divisional Strategy Formulation

• Balanced Scorecards

- Customers - Employees

- Investors - Organization

• Entity and Market Scorecards

• Department/Workgroup Goals and Objectives

• Individual Goals and Objectives

• Desired Emmis Culture

• 11 Commandments

• Leadership Brand

• Organizational Messages, Events, and Symbolic Acts

• Management and Individual Competency Models

• Individual Behaviors

Supporting systems, processes, and events:

Special Projects Performance Mgmt

Internal Communications Technology Talent Review and Succession Planning Reward Systems Emmis Learning Staffing/Selection Standards and Processes Executive Coaching and Development Employee Surveys Annual Manager's Meeting

Mission/Vision

Firm Brand New "Era": 2–3 Year Focus

<=>

Desired Results Exhibit 4.2 Dual-Path Results Model

Exhibit 4.3 Executive Session FAST Agenda

R

esults-Based Leadership

FAST Workshop

• Focusing and Aligning Strategies Together

Business & Leadership Agenda

• Strategic direction

• Leadership roles

• Decision-making process

• Accountability

• Measures

INTRODUCTION NEW BUSINESS REALITIES

Corporate strategy Business strategy Some organization disablers Can we change inside the window of opportunity?

FAST NOTES & TAKE-AWAYS

Role of leadership Leadership during transformation Desirable outcomes of the workshop Change agenda

What Emmis is about New business realities Forces acting upon the company Norm’s inventory of paradoxes Leadership value proposition

(Continued)

Response to environment Corporate strategy How an allied model would impact bonus plan deployment Business strategy

Accountability in an allied business The intellectual agenda

Types of work Advantage capabilities Scorecard

Attributes Balancing short- & long-term goals Leadership brand

Enabling systems

SCORECARDS

Employee Organization

NEXT STEPS

Exhibit 4.3 Executive Session FAST Agenda (Continued)

Exhibit 4.4 Internal Communications Matrix

Emmis Weekly Update

Emmissary

Two-page memo sent to all employees by e-mail every week; it is waiting for them when they arrive on Monday morning

Two-color newsletter sent to all employees each quarter

The Emmis Weekly Update is

used to communicate to employees any information that will help them feel more connected to the company and informed about its operations

It is used for special massages from the CEO and other offi-cers, but also to communicate about company news, media coverage of the company, analysts’ views of the company and its industries, and employee benefit news

The Emmissary is used to

communicate bigger-picture information about the company

to employees It uses longer stories than would be possible

in the Weekly Update to deliver

strategic messages to employ-ees, provide deeper informa-tion about employee benefits and company programs, high-light promotional activities of individual stations and publica-tions, applaud successes, and, through fun features, introduce employees to each other and to their leadership

Primary Communication Vehicles, Their Content and Objectives Vehicle Medium and Frequency Objective/Use

(Continued)

Exhibit 4.4 Internal Communications Matrix (Continued)

CEO memos

“Emmis Announcements”

Division e-mails

Companywide conference calls

E-mails sent to all employees

as needed

E-mails sent to all employees

as needed

E-mails sent to all employees

in a single division as needed

Annual (or more frequently if needed) conference call and PowerPoint presentation

CEO Jeff Smulyan occasion-ally likes to communicate directly with employees through informal e-mail mes-sages to inform them about major company initiatives, comment on company, indus-try, or national events, or just boost morale Smulyan also often communicates directly

to individuals, individual stations, or specific divisions

“Emmis Announcements” is the e-mail address for e-mails intended for all employees

“Emmis Announcements” is used only for important com-munications to employees about company news or

bene-fit information

To inform employees of a spe-cific division about company news or initiatives

For particularly important events or news, the company can host conference calls with all employees and provide them with PowerPoint presen-tations through the Web Used only once so far, this was the vehicle for introducing employees to the Stock Com-pensation Program, which gave all employees a 10 per-cent cut in pay but at the same time gave all employees

a 10 percent stock award

Primary Communication Vehicles, Their Content and Objectives Vehicle Medium and Frequency Objective/Use

Exhibit 4.4 (Continued)

Primary Communication Vehicles, Their Content and Objectives Vehicle Medium and Frequency Objective/Use News releases

Annual Report

Quarterly confer-ence call with Wall Street

News releases sent via e-mail

as needed

Company annual report

Quarterly

All major news releases, including quarterly financial reports, are e-mailed to all employees along with a short note from CEO Jeff Smulyan Because virtually all employ-ees are shareholders, Emmis views its Annual Report to Shareholders as an employee communication as well as a report to shareholders

Because virtually all employ-ees are shareholders, Emmis views its quarterly calls with Wall Street analysts to also be

a form of communication to employees and all stakehold-ers Employees are specifically invited to listen to the conference calls

Data Sour

the data Based on data fr •Nielsen (a

Views: How we would want to slice the data Vie

F When we need to monitor this data R •

Beginning in completion of schedule

Formula: How we would calcu- late the measur

Computes as HUT

Nielsen formula based on stations’ tar

Number with decided char

How we would define the measur

T P

reached based on the univ

quantity or capacity of a business pr ocess output Our measur

Customer R Qualitativ

EMMIS ATTRIBUTE MODEL

Attached is a draft of the Emmis Attribute model that has been developed based on our work with RBL and the input that you provided individually in your conversations with Jim Intagliata

To produce this model, Jim has streamlined the standard RBL attribute architecture from twenty-seven attributes down to a more manageable twelve He has also worked

to incorporate all of the Emmis Commandments and Rules for Managers into the pro-posed model so that it is clear that these values are not being forgotten or discarded

as we work to build a more performance-oriented culture (you will see these items

bolded and noted throughout the text where they fit) Finally, on the initial page of

the attachment he has provided a matrix that indicates which roles the attributes apply to and the key reasons these attributes have been incorporated into the model

As you will see, the proposed model has these key design features:

1 There are eight core attributes that will be expected to be demonstrated by all Emmis employees at all levels, and an additional four attributes that will be expected to be demonstrated by individuals who directly manage other people (managers) and by individuals who manage entire divisions or functions (executives)

2 For each attribute that is in the Emmis model there is a separate set of behavioral indicators, depending on the role the individual is playing in the organization For example, with regard to Innovation and Agility, what someone is expected to do to demonstrate this attribute varies depending upon whether they are in a position of

an individual contributor, a manager, or an executive The intent of this design is

to highlight that the way in which people are expected to add value to the organi-zation changes over time as they grow and advance in their career

What We Need From You

In order to refine and finalize this model we would greatly appreciate your input

Please take the time to read through the model and consider the following questions

as you do:

• Do you feel that any of the attributes included in the model are unnecessary and add no value?

• Are there any important attributes that you feel are not represented at all in the model and need to be added?

• As you read each attribute, do the differentiation and progression of expectation from individual contributor to manager to executive levels make sense to you?

• Finally, as you review the wording of each competency, do you have any specific suggestions regarding how we might express the same idea but “Emmisize” the lan-guage more?

We will be following up shortly to schedule a phone conversation in which we can gather your feedback The deadline we are working to meet is to have the model finalized by _ so that the Emmis Attribute model can be introduced as part

of the Performance Management System roll-out

Exhibit 4.6 Competency Feedback