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'Manager-Employee Communication'


Turn The Organization's Managers Into Effective Advocates and Communicators of Its Strategy and Initiatives

This flexible half a day or full day workshop and communication template gives your mangers and supervisors the skills and tools they need to effectively act as the primary communicators of the organization's mission, strategy and goals. Studies indicate that employees look to their immediate supervisor to get the key information they need about their job, the developments that are taking place in the organization and the way these will affect them.

But without training, the supervisors often do not know how to fill this role effectively, leaving employees frustrated and angry, and causing false information to spread through rumors instead.

You can easily customize this training template to include the key issues you want managers to understand and communicate to others.

The complete workshop package comes with a step-by-step Facilitator's Guide, PowerPoint slides, and reproducible Participant Workbook.

Before ordering Manager As Communicator- an electronic product that cannot be returned -  please request a Sample Package. Please specify the title of this program in your request and email complete business contact information to  

The Manager As Communicator Training Program is priced at $495.00

Order now at the reduced price of $395.00 for single user license

Order Organization License for $1,995.00

Or order a license for 3 users from the same organization for $695.00


Manager As Communicator: Training Managers to Communicate Strategy And Change to Their Staff

With the new Manager As Communicator Training Template, you will turn the organization's managers into effective advocates of business strategy and new initiatives. This training will give them the right tools and skills to communicate effectively with employees and create an open communication culture at work.

This powerful communication training tool fills a critical need long felt by training and communication professionals, as well as operational managers and department heads in many organizations. The complete workshop package comes with a step-by-step Facilitator’s Guide, PowerPoint slides, and reproducible Participant Workbook. The long awaited "Manager As Communicator Template" is now available at a low introductory price. Read below.

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Why Is This Training Needed?

Why is this training needed? To be effective in creating a culture of continuous and credible communication throughout the organization where employees understand the business and are committed to its success, many organizations are offering special communication training for managers and supervisors.

Numerous studies have indicated that the employees' most preferred way of hearing about matters that affect their jobs is through their immediate supervisor. The implications of this fact for organizational communication include paying special attention to supervisors and managers as primary communicators of the organization's business messages as they relate to employees' work.

Both managers and the organization will benefit by enabling managers to become more effective communicators of company business.

The complete workshop package comes with a step-by-step Facilitator’s Guide, PowerPoint slides, and reproducible Participant Workbook.


What Employees Want Most in Their Manager: To Be Good Communicator in Words and Action- Here Is How

To be a good communicator, a manager's actions should speak louder than words, suggests a new survey. Twenty-eight percent of workers polled said their bosses could be more effective by standing up for their staff when needed. Putting a lid on office politics was cited by 24 percent of respondents as a way for employers to improve communication.

The poll was developed by OfficeTeam, a leading staffing service and corporate partner of the International Association of Administrative Professionals. It was conducted by an independent research firm and includes responses from 571 men and women, all 18 years of age or older, and employed.

Survey respondents were asked, "In which one of the following areas do you think your boss could communicate more effectively? Their responses:

Standing up for staff when needed


Nipping office politics in the bud


Talking less and listening more


Encouraging people to take breaks


Something else/none of the above


Don't know/no answer




Most employees expect their managers to have solid communication skills to assign projects and keep the department running smoothly, said Diane Domeyer, executive director of OfficeTeam. However, more subtle behaviors can also enhance the work experience. The best employees want someone who will be their advocate.

Domeyer notes that communicating with staff -- and on their behalf "plays a vital role in building job satisfaction. Managers who promote employees' viewpoints, support their staff and limit the impact of office politics show they value and respect their team members. In leading by example, they not only encourage staff to develop similar skills but also promote a more positive corporate culture," she said.


What does this training include?

This powerful, flexible training template enables managers to:
  • Understand the relationship between communication and performance, and the importance of the manager's role as communicator.
  • Understand the key elements of the organization's strategy and learn the most effective ways to communicate them to employees.
  • Improve the manager's speaking and listening skills
  • Apply these skills to practical day-to-day communication in work situations on the job.

The complete workshop package comes with a step-by-step Facilitator’s Guide, PowerPoint slides, and reproducible Participant Workbook.


Who Developed The Manager As Communicator Template?

The Manager As Communicator Training Template is produced by Francois Basili, President of Communication Ideas. Mr. Basili has more than twenty years of US and international experience as a corporate communication and training/ HRD executive and consultant. He led a number of major organizational transformations in the US and abroad, and effectively used the power of organizational learning and employee communication to help people produce breakthrough results.


Topics and Tools Covered in Manager As Communicator Workshop Template






Master The Value of Positive Communication

  • Eliminate chain of command barriers  
  • Forge direct lines of communication
  • Develop a positive communication style
Provide employees with a management view
  • Understand employee communication needs
  • Draw the big picture
  • Articulate organization's strategy and goals
Demonstrate senior management commitment
  • Listen actively and objectively
  • Solicit employee views
  • Address concerns and misunderstandings
  • Practice caring communication

Use Appropriate Communication Strategies

Hold one-on-one employee meetings

  • Address individual issues and concerns
  • Focus on listening and clarifying

Conduct effective staff meetings

  • Communicate organizational decisions  
  • Conduct a question-and-answer session
  • Generate employee input and feedback
  • Use a facilitator to manage interaction

Management By Walking Around (MBWA)

  • Maintain visibility with employees
  • Converse informally with employees

Use Effective Communication Skills

  • Improve the manager's speaking and coaching skills
  • Apply these skills to practical day-to-day communications on the job.

    The complete workshop package comes with a step-by-step Facilitator’s Guide, PowerPoint slides, and reproducible Participant Workbook.


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How to Praise and Recognize Employees

Praise to the human being is what sunshine and rain are to the flower.

The value of recognition and praise has been acknowledged by many. Mark Twain said, "I can live for two months on a good compliment." John Masefield said, "Once in a century a man may be ruined or made insufferable by praise. But surely once a minute something generous dies for want of it."

But even when managers recognize the importance of recognition and praise, many do not know how to do deliver it effectively. Praise can have its pitfalls.

In communicating praise effectively, four conditions should be met.

1. When praising someone, you should be sincere. Insincere praise is worse than no praise at all. Insincere praise insults the receiver, cheapens the speaker's comments and causes the loss of credibility.

2. Give praise in a timely fashion. "Better late than never" does not apply here. As soon as you recognize something praiseworthy, communicate your praise.

3. Praise should be based on specifics. That gives your words more substance, and enforces the outcomes you want to nurture. "Your report was effective and to the point" is much better than "You're a great person."

4. Communicate your praise in public. Recognizing a person in the presence of his/her peers gives the praise more impact, and encourages others to do better.

These techniques are part of our Manager As Communicator� training workshop. Read more about it at this page.


Proving that Communication Impacts Company Performance

Does organizational communication impact people and company performance? If so, can you prove it? And how can you help managers communicate?

The 2005/2006 Watson Wyatt Communication ROI Study™ confirms the correlation between communication effectiveness, organizational turnover and financial performance. It also shows that effective communication is a leading indicator of an organization’s financial performance.

The important study by this prestigious research organization revealed several key findings. It found that..

  • Companies that communicate effectively have a 19.4 percent higher market premium.
  • Shareholder returns for organizations with the most effective communication were over 57 percent higher over the last five years (2000-2004).
  • Communication effectiveness is a leading indicator of financial performance.
  • Firms that communicate effectively are 4.5 times more likely to report high levels of employee engagement.
  • Companies that are highly effective communicators are 20 percent more likely to report lower turnover rates.
  • Two-thirds of the firms with high levels of communication effectiveness are asking their managers to take on a greater share of the communication responsibility, but few are giving them the tools and training to be successful.

For a training program that helps managers communicate organizational strategy and objectives, see “Manager As Communicator” on this page.

For an executive summary of the Watson Wyatt study visit  


Ask Francois Basili: How Can We Improve Overall Communication of this Organization?

Dear Francois:

The organization that we are studying, UW Records (not its real name) seems to have a major problem with communication within the organization itself, both upward and downward. Employees don't seem to know what to do, and their problems never seem to be heard by higher management. Job dissatisfaction is also a major issue, which in turn produces employees with very little motivation. I was wondering if you had any ideas that would improve the overall communication of this organization. Thank you. Anne.

Dear Anne:

You've identified three problems:

  1. Employees don't know what to do.
  2. Their problems are not heard by management
  3. High employee dissatisfaction and low motivation.

Let me discuss each one and offer some suggestions.

  1. When employees don't seem to know what to do, it indicates that their immediate supervisors are not communicating with them effectively. Research has shown that on issues related to their jobs, employees prefer to get the information from their immediate supervisors. But many supervisors are not equipped with the skills or the knowledge to do this task effectively. They might not know which company information to communicate to their staff, or how. They need help. There are special training programs that address Manager-Employee-Communication. That's the kind of training they will need.
  2. One effective way to ensure employees' concerns are heard by management is to hold "town meetings" in which all employees of one department, or all departments, meet with one top executive, or the organization's president, to exchange information and views. I organized one such meeting for a large corporation, called the event, "The President Forum: A Meeting of Minds" and selected a panel representing all functions and ranks of employees to ask the president questions they prepare in advance. After they finish asking their questions, and the president answers, the audience in the large hall can then ask the president any question. This format worked very effectively and enabled both employees and top management to hear each other on a regular basis.
  3. From my experience, the one thing that can turn employee morale around and boost performance is giving employees more ability to decide how they do their job, or at least the opportunity to propose ideas and implement meaningful changes to their work. This is the fastest way to make employees feel that they "own" their work. Only people who own their work would really care about it and get excited doing it.

Francois Basili, President, Communication Ideas.

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Better Manager-Employee Communication: Follow These Rules

Domeyer offered these tips for better communication at the office:

  • Don't fuel the rumor mill. It exists in every organization and goes into overdrive when managers limit top-down communication. If your staff doesn't hear the news from you, they will likely get it from another source.
  • Hold all employees to the same performance standards. Be consistent in communicating and maintaining your expectations for quality. Letting certain employees or situations fall under the radar can fuel speculation of favoritism.
  • Observe and listen during meetings. How do others speak to and about your staff? If people are being questioned unfairly or criticized, speak up in their defense.
  • Be accessible. Don't let e-mails and voicemails stack up without acknowledging them. If you can't address questions immediately, tell your staff when you can.
  • Ask questions. One-on-one, impromptu discussions with team members can give you an indication of any political issues brewing before they escalate.

emotional intelligence man with wings.jpg

What's the Purpose of Your Job?

Do you know the purpose of your job and how it impacts your organization? Do you know what your organization is up to? Do you understand its business strategy and what it’s trying to achieve in the short and long runs? If not, don’t feel so bad. Neither do employees in about half of all American and international organizations. Almost half of companies have failed to effectively explain to employees the purpose of their jobs and the mission and strategy of their businesses, according to a recent survey by Right Management Consultants and the International Association of Business Communicators (IABC) Research Foundation.

According to the report, Best Practices in Employee Communication: A Study of Global Challenges and Approaches, 48 percent of 472 organizations surveyed worldwide said their management has not effectively communicated their business strategies to employees and engaged them in living it in their daily jobs. As a result, only about one-third—37 percent—of organizations reported that their employees are effectively aligned to the missions and visions of their businesses.

According to Paul Sanchez, chair of the IABC Research Foundation, “Management often sends inconsistent messages to employees, and isn't as visible as it should be, especially during turbulent periods. Many managers, including senior-level leaders, lack the necessary skills to effectively engage employees, or don't understand the roles they need to play.”

“Effective leadership communication means that an organization’s leaders have taken the time to clearly and succinctly articulate the vision of the business, show how employees can contribute to it, and demonstrate how it can be ‘lived’ in their daily jobs. At the senior leadership level, ongoing, consistent communication is critical—even when there is nothing new or vital to communicate. This builds trust and credibility,” said Chris Gay, one of the study’s authors.

Here are ways to address this problem:

  1. Make sure top leaders are visible and are not hiding in their offices. They should mingle with staff in the cafeteria, the offices, the shop floor, the parking lot, and in company events.
  2. Conduct regular town meetings for all employees to talk to and listen to top management.
  3. Make sure top leaders all read from the same page. Make sure they understand the organization’s strategy themselves so they can explain it to employees.
  4. Get the communication staff to be with you and on your side by involving them in the decision-making process. They can do a better job if they are explaining decisions they have been involved with at the outset.
  5. Discuss with the training staff how to include the organization’s strategy in most training programs. Get top leaders to attend and speak at training sessions.
  6. Deliver messages that are candid, credible, and compelling. Don’t put out a message that can get you out of troubles in the short run but creates a credibility problem in the long run.
  7. Don’t use legalese or “management speak.” Use the language people use at work. Use your listeners’ language, not your own. This is the only way they will understand you.

A related topic: See “Manager As Communicator” Training Program on this page.


Leadership Communication: Communicating To Evoke Action

"Communication is the primary tool with which a leader achieves the organization’s objectives. The purpose of communication is not just to convey information, but to change behavior. It does so by persuading people to take action to achieve specific objectives. But for communication to do this effectively, it must be grounded in the interest and language of the receiver, not the sender."
(c) Francois Basili, editor, Thank God It's Monday newsletter and president of Communication Ideas.

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