Learn how to unmask your line managers’ leadership superpower
Pushing across information to employees no longer satisfies today’s workforce; employees want context and understanding before they’ll align and engage to the organization’s business goals – and power the success of your organization.
That’s where line managers can add huge value – it’s not an exaggeration to say line managers have the greatest impact on employee experience.
Industry research consistently finds line managers prove the most trusted source of information for employees – especially among the dispersed workforce. But what that research doesn’t always reveal is the most successful organizations foster line managers who don’t just convey information — they create context.
Improving your line managers’ people skills is one of the top three ways to improve the employee experience and retain employees
In this webinar Ethan McCarty, CEO of Integral Communications Group, a former journalist, and head of internal and innovation comms at Bloomberg and IBM, will share how to equip line managers to become good communicators.
- How to sell the value of great manager communications as a strong leadership skill to your stakeholders
- Steps for training line managers in internal communications and helping them impact team engagement
- How to transform internal meetings; find out which ones encourage the most engagement
- The touch points communicators should monitor to enhance line manager comms performance
- What to monitor and measure to gauge communication effectiveness
- Case studies, tips and takeaways
Ethan McCarty, CEO of Integral Communications Group
Ethan McCarty has been in roles for twenty years plus — at IBM, Bloomberg and elsewhere — where the “internality vs externality” of organizational boundaries and information flows has been pressured. Engaging, activating, and motivating workforces can take firms to great heights far beyond traditional internal communications channels. I founded Integral Communications Group based on the belief that an organization’s people are its first public…an idea modern firms embrace to great reward and ignore at their peril.
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