Holly recently contributed to a series of blogs on innovation. She was asked to respond to the question, ‘What is the most dangerous current misconception in innovation?’

…that innovation can only be done by a few, naturally talented individuals.

Each of us has the power to be innovative. There are some simple ways to use the power of your brain to innovate every day. Doing them becomes complex and infrequent not because they require deep expertise or innate abilities, but because we have stripped away the time to pause and ponder. The moments to wander, explore, connect, and trigger our brain to do it differently have been almost completely eliminated from our lives. Think about how filled your current day is. If you aren’t engaged actively with a customer, supplier or employee, you are checking you PDA and responding to the hundreds of emails in your inbox. You might even be doing both at the same time.

We have created a belief structure that it is more valuable to check our PDA constantly even though it is estimated 80% of all email today is spam. We behave as if the most important things to focus on and do are located on that device or in meetings or on email. We feel guilty or believe somehow there is less value in sitting quiet every now and then to ponder future possibilities or get clear on winning or exploring alternatives.

Learning how to think differently requires time. Your brain needs a trigger and then some space to think. I am not talking about a lot of time, so don’t panic. In only 10 seconds or so every now and then, you could effectively think differently.

Keep in mind, however, the more successful you are, the less likely you are going to want to pause and consider thinking differently. This is the underlying reason so many people keep doing what they have always done, even when they see it is no longer working or everything around them has changed.

Learn to ask yourself: “What if…?
…my competitor had this choice? What would they do?
…my employees could change one thing? What would it be?
…the same data can be looked at from a different perspective or angle? What would I see if I were older, younger, a customer, a supplier…?
…my assumptions are wrong? What else is possible?
…I step back and look at the big picture?
…I am wrong and there is another way?”

The most powerful way to trigger your brain is to simply ask it a question. You naturally attempt to answer questions almost immediately. Your brain responds instinctually. Make your questions ones that open you to possibilities, to new ways of looking at the same data, to new interpretations of the same old thing. To do this, you must pause from the running and doing we have often decided has more value.

It’s amazing what you can come up with when you realize your mind is a very playful and interesting place. And you should visit more often. Go brain go.

You can check out all of the ‘Innovation Perspectives’ articles from the different contributing authors on ‘What is the most dangerous current misconception in innovation?’ by clicking the link in this sentence.

In my last blog, I talked about the importance of communicating your strategic planning framework to employees at all levels of the organization. And not just once, but over and over again so that people never lose sight of the goals. I also noted that most employees prefer to hear this information directly from their boss or manager.

But face-to-face communication is not the only method for keeping people informed about where you are going and what you need to do to get there. Smart leaders use a variety of communication tools and methods to keep their most important messages top of mind with employees throughout the year.

Start by setting up a system to remind managers to discuss the goals and strategic planning framework elements with employees on a regular basis. Provide tools and templates managers and team leaders can use in monthly team meetings and in one-on-one conversations. This will take care of the face-to-face communication that employees want and need.

To complement this personal communication, develop some creative ways to keep information in front of everyone. For example:

• Include elements of the strategic planning framework in newsletters, e-mail messages, on your intranet, and within presentations used at team and company meetings.
• Look for things employees use on a daily basis and find ways to turn them into ongoing communication vehicles. Put your mission and values on notepads, paper cubes, and/or mouse pads.
• Develop table tent cards for the cafeteria tables, posters for public areas in the offices, and screen savers that list the company’s three most important strategic objectives.
• Use paycheck stuffers to remind employees of the goals and update them on progress made towards those goals.
• Post a blog on the company intranet that explains your view of the goals and why they are important. Also, use the intranet to highlight examples of people who have achieved significant progress toward the goals and/or performed in a way that “lives” the company’s values.
• Use Twitter to send daily or weekly “tweets” — short, concise reminders of what employees need to focus on or what winning looks like for your organization.

In addition to communicating with current employees on a consistent basis, make sure all new hires receive information about the strategic framework as part of their introduction to the company. For those components of your strategic framework that may change more frequently (such as operating metrics and significant initiatives), update all employees every time there is a change. In addition to what is changing, tell people why.

There is almost no limit to the simple things you can do to communicate the most important messages in the company. Change it up every month so that people don’t tune out your messages because they look like the “same old stuff” they always see. But just keep doing it!

I have yet to see an organization that over-communicates its goals. Instead we start running, and in our busy-ness forget that others aren’t privy to all we are exposed to. When a change becomes evident and employees have not been informed, they are much more likely to fill the void with negative information, which is typically far worse than the truth.

Pausing to communicate frequently will save hours attempting to correct the myths, half-truths, and inaccurate information that spring up when you don’t communicate enough. More important, it will increase understanding of and commitment to the goals you and your management team worked so hard to create.

What are some ways you keep employees informed?

When Shakespeare said that all the world’s a stage, he probably didn’t have employee performance evaluations in mind. But for anyone who has ever endured a less-than-candid performance appraisal, his words definitely ring true.

Giving and receiving feedback is a complex process made infinitely more complicated by our human emotions and reactions. In particular, our fears, uncertainties and doubts about the feedback process can make us very uncomfortable. So when we give or receive feedback, we often appear as though we are on stage, performing a role.

Performance evaluations often feature two primary roles: lead actors (the person providing the feedback) and supporting actors (the individual receiving the feedback). Do you recognize any of the following performers in your company?

“…and the Oscar goes to…”

Leading Actors (providing feedback):

• The Magician disguises her feedback so that the employee can only guess about the real message. “You did great & here’s one thing to work on, but you did great…” In order to minimize conflict and keep the employee guessing, she only slips in negative comments when the employee isn’t looking. The magician typically appears when a manager is afraid of hurting the employee’s feelings or worried about not being liked. The receiver walks away wondering what the show was all about.
• The Corporate Enforcer’s main goal is to protect his “good guy” status. His impersonal “I’m just doing my job and delivering the message; it’s not like I wanted to or that I even believe it is necessary” approach gets him off the hook for having any negative thoughts of his own or opinions about the employee.
• The Hero plays the part of protector while delivering the feedback as if he is there only to help. “Don’t worry, I’ll do it.” He may pretend not to agree with the feedback while backpedaling out of the discussion, and will frequently step in and offer to resolve any issues for the employee.
• The Interrogator asks a series of tough questions, trying to get the employees to figure out what they might not have done well. “Do you think it went well…what do you think others thought? Do you think that was the best approach?” She remains in control by never providing the answer and by not offering any specifics on the behavior(s) in question.
• The Game Show Host prefers a guessing game in which the employee doesn’t really know what the manager is thinking but is expected to play the game anyway. “Guess what I think is your strength? What do you think I want you to focus on?” As with the magician, the employee leaves the meeting wondering what it was all about.

Supporting Actors (receiving feedback):

• The Victim is so hard on himself that any feedback is taken way out of context. “It’s always my fault. I knew I would fail at this.” He often perceives the feedback as a personal condemnation and overreacts.
• The Sheepherder believes there is safety in numbers. “Everyone does it that way.” She finds or at least identifies other employees who engage in the same behavior. This is a perfect way to avoid responsibility & accountability for personal performance & it can be intimidating to a feedback giver since it feels like the whole organization is suddenly against you.
• The Con Man (or woman) creates tangents and diversions by bringing up other projects, issues or behaviors. “Did you hear about what is going on in X department?” The goal is to get the manager off track and avoid the real issues at hand.
• Ex-Spouses blame the other person for anything less than perfection. “It’s your fault. No it’s your fault!” In this scene, the lead and supporting actors both become defensive and stop listening altogether.

Do any of these casts of characters remind you of anyone? All of these lead and supporting roles require sophisticated acting skills. Yet, most people are not consciously aware of when they are performing. So when any of these actors appear on stage, it’s time to yell “Cut!” and re-shoot the scene.

Start by recognizing that the role being played is nothing more than a way of avoiding fears. If you’re the one doing the acting, take a look at the behavior getting in the way of your valuable feedback and try to develop a better understanding of why you do it. If the employee is the one on stage, show some empathy for their fears and then gently redirect the conversation back to the issue at hand.

In Hollywood, a best actor award will definitely advance your career. When it comes to being a great leader or manager and assessing your employees, not so much. Keep the acting to a minimum on both sides and you and your employees will enjoy more honest and productive performance evaluations.

January is a time when many organizations present new and/or updated goals to guide behavior during the year ahead. Often, these goals have been weeks or even months in the making. Yet many leaders feel that all they need to do now is communicate the goals once and then everyone can go back to business as usual.

Not so!

The leader’s job is to consistently support informing, inspiring, and engaging employees in what needs to be done and how. And that means communicating the goals, strategies, and key destination points not just once but on a regular basis throughout the year. At this time of year, I typically recommend that clients pay special attention to the “inform” phase of the informing, inspiring, and engaging process.

Before jumping to the conclusion that communication is one of those “soft” skills that makes employees feel good but doesn’t really impact the bottom line, consider this:
study after study confirms that productivity and employee commitment are highest in the work areas where people are kept fully and regularly informed. In other words, the more you effectively communicate to employees, the better your return on investment.

Research also shows that organizations that communicate effectively outpace those that don’t. A global Watson Wyatt study of more than 267 companies representing all major industry sectors found that a significant improvement in communication effectiveness was associated with a 29.5 percent increase in market value. Plus, companies that communicated more effectively enjoyed employee turnover rates below the averages in their industries. (Not necessarily a problem in this economy, but as things continue to improve, keeping your best employees will go back to being a challenge for many).

Here’s another reason to communicate often: we simply don’t retain information very well, especially with only one exposure to the information.

Tests have shown that immediately after listening to a 10-minute oral presentation, the average listener has heard, understood, properly evaluated and retained only about half of what was said. Within the next 48 hours, this drops off another 50%, to a final 25% level of effectiveness. So after only one presentation, the likelihood of anyone having clarity on organizational strategies and goals is minute at best. Only through constant communication, delivered in a variety of formats, can we hope to create alignment, understanding, and commitment.

What’s the best method for initially communicating goals? According to employees, it’s face-to-face. Most organizations use a variety of electronic and written methods –such as emails, newsletters, bulletin boards and intranets — to communicate with employees. However, surveys show that, even today, employees place significantly greater value on face-to face communication, especially when it comes from the person they work for.

In most cases, the preferred source of information for employees is direct contact with the manager or supervisor. Yet, many employees feel that their managers don’t communicate effectively with them. If not corrected, this dissatisfaction frequently snowballs into lack of trust, mediocre effort, increased turnover, and disengagement from the goals and objectives of the company. So as part of the “inform” phase, make sure your managers and supervisors have the skills to communicate effectively, both in one-to-one and group situations.

Also, keep in mind that communication needs to be two-way. During team and company meetings, set the tone for openness, mutual understanding and respect. Don’t try to force closure during the initial discussion. Instead, make sure that team members have future opportunities to discuss and process the goals. You have probably had several months to consider and digest everything in the strategic framework, but this is the first time many employees will have heard them. Creating a process for people to ask questions a few days after the initial presentation will go a long way toward enhancing their understanding of the goals.

The “inform” phase involves making sure every employee knows the basics of your organization and/or team goals. It does not mean doing a once-a-year communication and then going silent on updates because you’re too busy. Things change frequently in business today. And when changes occur that affect goals, measures, and how things will get done, good leaders take the time to communicate again and again.

A good rule of thumb — when you think you’re communicating too much, you’re only halfway there!

Which is more important for a business to engage in – strategic planning or strategic thinking?

If you answered “both,” you win the prize.

What’s the difference between the two? Typically, strategic planning involves a formal process whereby company leaders and senior managers gather for a day or two and peer into the future to chart a course of action for the organization. This process usually results in a written plan that guides the company for the next one to three years.

Strategic thinking occurs when the entire organization begins to act in concert with the strategic plan. It involves teaching people at all levels of the organization to anticipate opportunities and threats while managing the day-to-day tasks that fall within their scope of responsibilities.

In most companies, front-line employees are trained to function in the moment rather than prepare for the future. Yet, just like the long-term success of the business, each individual’s success is dependent on his or her ability to implement tactics and perform in the moment, as well as execute plans for all of tomorrow’s accomplishments.

To encourage your entire organization to think more strategically, consider the following principles:

Overcome Fear of Failure. Accept that mistakes will happen. In fact, if they’re not happening, it probably means you’re not keeping up with your market. Instead of seeking to avoid mistakes, learn from them and design plans that allow for the occasional setback.

Take Incremental Steps. Never try to send a spaceship to the moon before you learn how to fly. Start with the strategies and components you can expect to reasonably sustain, and build on your early successes. This will help support the riskier components of your plan.

Make a Commitment. People aren’t stupid. No matter what you say, employees will wait to see what you and other leaders and senior managers actually do before they commit to anything new and different. Stand behind your plan and vision with actions and people will be drawn to achieve the goals.

Pick Up Speed. Don’t make the mistake of waiting for the ideal moment. In today’s world, there are no ideal moments. If you have planned and are focused, engage strategic components of your plan now and you will generate the momentum to carry through.

Be Responsive. Prepare to adapt your methods and processes to deal with roadblocks or changes. Developing the skills of flexibility and adaptability will ensure you can modify the plan when necessary and increase its chances of success. In fact, the more you encourage employees to think strategically, the more flexible and adaptable they will become.

Demonstrate Resolve. Understand the implications of your plan and allocate resources realistically. Strategic targets are never achieved without follow-through and alignment. Just saying you are going to do something does not make it happen. You have to have the organization capabilities (including people, process, system, tools & dollars) to make it happen.

Instill Teamwork. Gain the confidence and trust of your organization especially the managers who most directly influence individual contributors. Instill your vision in them, and help them succeed in their jobs so they can do the same for the organization.

What happens when employees begin to think more strategically?

They become more responsive to changing customer needs. They learn to identify potential threats, obstacles, and problem areas before they reach the critical point. They become better problem solvers as they learn how their decisions and actions impact the business in the future as well as today. And they become more involved with and more supportive of the overall strategic plan.

In the past, most companies could get by with just strategic planning. Today’s topsy-turvy markets demand more. Engage in strategic planning on a regular basis AND enhance the abilities to think strategically throughout the company. Your organization will become more flexible while increasing your ability to handle any new challenges that come your way.

You could use enchanted mirrors to gaze into the future with unerring accuracy. You could conjure up potions for warding off evil competitors, recite charms for turning lousy products into perennial moneymakers, and chant incantations for rendering customers intensely loyal under your spell. Most important, you could learn how to wield the magic wand that makes all your business goals and aspirations come true.

Sound crazy?

We all know that magic wands only work in fairy tales and Hollywood movies. But you would be amazed at how many organizations subscribe to what I call the “And then a miracle happens…” approach to strategic planning.

With this approach, management invests a great deal of time and energy in identifying the destination (where the company needs to go), but puts almost no effort into determining how the company will get there. Instead, they believe that someone will wave their magic wand and the organization will suddenly get to where it wants to go.

In all my years of helping companies craft strategic plans, I have seen a lot of misguided thinking about the strategic planning process. But perhaps the most common fallacy is believing that just because you state a goal it will magically happen. Maybe at Hogwarts, but not in the real world!

Without question, creating a strategic plan takes hard work. But it represents only half the battle. To achieve the results laid out by the plan, you must also figure out how you will get there, which requires breaking down the process of reaching your destination into manageable steps. To facilitate this process, I recommend dividing the journey into three distinct phases: incremental, substantial, and transformational.

Start by comparing your destination to your current reality, noting any gaps between the two. Then identify what you will do incrementally different to achieve your goals. Over the next six months, what needs to happen in order to make progress toward your destination? What operating goals and strategies can you achieve in that time frame? What capabilities must be in place to support getting there?

During this phase, take into account how much change your organization can absorb without getting off track. Pay close attention to what it will take to increase the skills, knowledge, and competency levels to reach your destination. And if new systems and processes need to be created, how long will it take to implement them?

Next, identify what you will do substantially different to move closer to your goal. In other words, what needs to happen after the first six months and prior to your first 18 months of progress? Again, look at the operating goals and strategies you can achieve during this time frame, and what new skills, resources, capabilities, systems or processes will be required to achieve them.

Finally, identify what you will do that begins to achieve the type of transformational goals you set during the initial strategic planning process. What will happen after the first 18 months of progress? What operating goals and strategies can you achieve in that time frame? What capabilities must be in place to support getting there? Keep in mind that a lot may have happened since you first embarked on your journey. So make sure to build as much flexibility into this phase of the plan as possible.

In today’s chaotic markets, nothing is more critical than figuring out where you need to go as an organization. Once you do, put away your magic wand and invest the time in creating your incremental, substantial, and transformational action plans. These will ensure that all your hard work during the initial planning phase doesn’t go to waste.

Magic may rule supreme at Hogwarts. But in the real world, hard work, discipline, focus, and manageable action steps win every time.

It’s no secret that more and more companies are using Twitter and other social media to connect with their customer base. But just who are they Tweeting and what kinds of results are they getting?

Socialmediatoday recently published a fascinating survey report entitled “The Coming Change in Social Media Business Applications: Separating the Biz from the Buzz.” What they found about who is using Twitter and why may surprise you.

According to the survey, companies of all sizes — from startups to FORTUNE 500 leviathans – have Twittered with customers and other internal and external constituencies. Internally, the primary focus is on networking and information sharing. Externally, companies Twitter mainly to “share breaking news” and/or to “extend a personal face to customers.”

In the external arena, however, the trend is definitely shifting toward using Twitter to facilitate more involvement with customers. And this is where I see the real potential for social media to change the way companies interact with their customers (including businesses and consumers).

In the battle for market share, few things have as much impact as when, where and how companies communicate with their prospects and customers. But as many companies are learning, some of the old tried-and-true communication methods are now falling on deaf ears.

Take cell phones and email. As these traditional communications tools become increasingly susceptible to unwanted marketing messages, many customers have begun ignoring them. A few years ago, having someone’s cell phone number practically guaranteed instant connection with them anytime, anywhere. Now, all you get is their voicemail box. And don’t expect them to return your call either.

At the same time, many younger consumers now consider email to be as outdated as fax machines. People who once felt compelled to check their email every 10 minutes now turn up their noses at the mere thought of using such primitive technology as their primary communication vehicle. As a result, many no longer respond to most email, even from people they know.

For most companies, the main attraction of Twitter is that it enables instant contact with customers. Granted, individual Tweets are limited to a paltry 140 characters. But when speed is of the essence, Twitter connects you with customers much faster than traditional channels. The only drawback is that your customers have to actually use Twitter in order for the channel to work.

How do you know if your customers are on Twitter? Study their social media habits.

If your customer base is blogging or using some form of social media, it greatly increases the odds of reaching them via Twitter. In fact, according to the survey, 23% of social network users also use Twitter or a similar service. In contrast, only four percent of people who do not use social networks have used Twitter.

For now, Twitter seems to be less effective in the B2B arena. In a separate study, only four percent of sales respondents said that Twitter had helped them close a B2B sale. But in the right markets, Twitter can profoundly influence your ability to reach your target audience, as well as connect with media outlets for PR and information distribution purposes. And I suspect it’s only a matter of time before B2B companies figure out how to use Twitter to effectively reach their customers.

An approach I have seen used effectively for B2B companies is to use social media to contribute to a positive brand perception and credibility for your products and services. Most major media is sourcing ‘experts’ via social media today. So, if getting quoted in a national publication or being referenced in industry journals, would contribute to your company’s success, Twitter is where you need to be.

In addition to connecting with customers, companies participating in the survey also reported using Twitter to:

• ‘Mindshare’ with industry peers
• Demonstrate thought leadership
• Recruit talent
• Provide educational content and tech support
• Notify constituents of upcoming events
• Keep in touch with bloggers
• Extend communities of interest
• Provide customer service

Other company uses I have seen include using Twitter for coupon distribution and special offering announcements, sharing industry news and engaging in question and answer sessions. Some large organizations are beginning to focus on Twitter as a channel to build their employee brand (after all, at some point hiring will crank up again and talent will get hard to find).

Going forward, I believe businesses will focus primarily on using Twitter to develop leads and generate prospects because that represents an area of real need for most companies. Plus, it offers the biggest payoff for the time and money invested. If you’re finding it harder to connect with your customers through traditional channels, take a look at Twitter. You may find that your customers are already there waiting for you.

To keep up, follow me on Twitter. I share articles, tips and links of interest to leaders and managers frequently!

When Roger Bannister was attempting to become the first athlete to break the four-minute mile, all the “experts” told him it was impossible. Some even suggested he risked death by pushing his body beyond human limits. Of course, we now know that not only did Bannister not die, but the week after he broke the barrier, another runner followed in his footsteps, followed shortly thereafter by several more.

Clearly, the sub-four minute mile wasn’t impossible; someone just had to envision doing it. When asked how he accomplished the feat, Bannister replied, “Physiologically impossible or not, I just saw myself doing it.” To this day, many Olympic athletes use this type of success visioning to achieve their goals. The difference in skill levels at premier levels is often not discernible. What is different is the mindset, the clarity of vision on what winning looks like.

Leaders and managers don’t often employ this approach in strategic planning or even in simple delegation today. Most of us are running so fast, we don’t take the time to get clear on winning, we just run and hope we are on the right track, running the right race. But organizations are now beginning to understand what world-class athletes have long known – if you can picture the destination and get clear on what winning looks like, your chances of getting there dramatically increase.

One tool for painting a vivid picture of where your organization needs to go is destination modeling. Designed to create powerful visions in the mind of each and every employee, destination statements provide cohesion, direction and behavioral guidance. They tell people what you are doing, what you are not doing, and what you will be doing when you get to where you want to go.

Some companies develop one over-arching destination statement for the entire company. I find it more useful to develop a number of statements, or destination points, for each critical area of the organization. In fact, I often use these statements as a starting point when working with clients.

Examples of destination statement categories include:

• Key operating achievements (the big three or four).
• How the workplace culture will be, including attitudes, beliefs, values and operating principles.
• What skills, knowledge and abilities will exist in the organization? In each business unit?
• What organizational structures will be in place, company-wide and at each business unit?
• What work processes and metrics will be used?
• What tools, systems and technologies will be necessary, both internally and externally?
• What products will be in the market? What products will be in development?
• Who will our customers be? How many will we have?
• Who will our competitors be? What type of companies will we compete against?
• What will be our greatest competitive advantage? Our biggest threat?
• How will we be known?
• What will our brand represent?

Remember, your goal as a leader or manager is to paint as vivid and rich a ‘picture’ of success or winning as you possibly can. To create your company’s destination points, draw a vertical line down the middle of a sheet of paper. On the left side, put all the categories listed above and any others you come up with. On the right side, describe for each category what it will look like when you get to where you want to go.

A few short years or even months ago, companies frequently looked out five and even 10 years into the future. In today’s fast-paced world, three years makes more sense. Recently, all of my clients are doing one year destination modeling and plans. The rate of change today is so great that anything beyond that and you are likely just wildly guessing as to what is possible.

Once you have identified your destination points, measure each one against the following criteria:

• Consistency. Is it consistent with the mission statement (the why you exist)?
• Clarity. Is it easy to understand? Is it easy to tell what is in and what is out? Does it tell you what you need to do (directionally)?
• Specific. Does it provide enough details to initiate a level of measurement? Does it paint a picture employees can relate to and a place they can envision?
• Flexible. Is it flexible enough to include evolving business needs?
• Pride. Does it make you feel proud to be part of the effort?
• Inspiration. Does it compel you to want to go there?

Once you have clarity on your destination points, repeat the process (using the same categories) to define your current state. This will identify any gaps that need to be addressed and enable you to plan appropriate action steps and time frames. Always start with the end state and then compare to current reality. When you work from the end state backwards, the likelihood of you getting there increases exponentially.

To get the best of what your employees have to offer, it is essential to make sure that your organization’s future is more compelling than the past. Picturing your destination and describing it in vivid language will make it easier and much more likely your organization will achieve its goals and break its own four-minute mile.

Twenty-five years ago, managers basically gave employees tasks to complete, providing only as much detail as needed to get the job done. Workers were almost never asked for their ideas, input or critical thinking.

Today, effective leadership involves a lot more than just telling people what to do. To achieve success you must inform, inspire and engage employees so they will choose to go where you are attempting to lead them.

Inform

Informing is the first step in aligning employees and getting buy-in. It starts with sharing the why, what and how of your strategic plan. Then discuss and get clear on individual roles in meeting the goals necessary to achieve the plan.

To feel informed, today’s employees need clarity on:

• The mission statement (why you exist)
• Guiding principles (how you will behave)
• Value propositions (what you offer to key stakeholders)
• Destination points (where you are going in one to three years)
• Strategies (key areas of focus for the entire organization)

Although the need to communicate has not changed over the years, the tools we use to communicate have. Thanks to the Internet and other new technologies, today’s leaders can (and should) communicate in many different ways.

The old standbys — memos, meetings and newsletters — still have their place, only in most cases these have gone digital. In addition to these tools, today’s leaders and managers use e-mail, intranets and online newsletters to communicate quickly and effectively with employees. They also use blogs, webinars and video clips to educate and update employees about company goals and objectives.

Companies with geographically dispersed workforces use conference calls and video teleconferencing to simulate face-to-face interactions. And the more tech-savvy companies, especially those with younger workforces, are even using instant messaging and Twitter to stay connected. Whatever technologies you employ, the key is to communicate often in many different ways to ensure that all employees are focused and aligned.

Inspire

Today’s employees want to believe that their work is making a difference in the world. To inspire others:

• Share a compelling vision of what tomorrow looks like. How will that vision make the world a better place and improve their lives?
• Constantly discuss the aspirational components of your model. Why should employees aspire to achieve the goals your organization has set?
• Share why you believe the destination is compelling. What is it about where the company is going that inspires you?
• Communicate with enthusiasm and passion. Become a cheerleader for the organizational goals.
• Ask employees what the vision means to them. Share their responses via e-mail, intranet and in company meetings.
• Share positive customer feedback. Give people reasons to feel good about what the company does.
• Celebrate achievement of milestones. We all want to be part of a winning team, so recognize the progress and success along the way to your goals.

The ultimate goal is to get employees talking about what the vision, mission and goals mean to them individually. The more they focus on these areas, the more likely you are to get buy-in and alignment.

Engage

Engaged employees bring more than just their bodies to work. They bring their hearts and souls as well as their best thinking. To keep employees engaged:

• Visit with them throughout the year to check on their progress. Make sure all individual goals remain aligned with company goals.
• Share stories of how teams are aligned and achieving goals. Highlight team accomplishments and link them to the strategy they support.
• Create an employee pledge wall or flip chart where people can affirm their commitment by listing one thing they will do differently to support the goals.
• To measure employee understanding, commitment, inspiration and engagement, take quick surveys following team or company meetings.
• Solicit questions via email or intranet and address them in open forums. Publicly thank employees for raising the issues.

Remember that as a leader or manager, your behavior speaks much louder than your words. What are you doing (and not just saying) that communicates the importance of the company’s goals? Conversely, what are you doing that might send a conflicting message? The more your behavior is in alignment with what you are saying, the more you will inform, inspire and engage your employees.