Reach out
Browning knows the most elaborately constructed messages fall flat if they’re isolated attempts to reach employees. It takes a very involved effort to communicate constantly with employees before you can expect a message to gain footing.
“You have to be visible. You have to be accessible,” he says. “I spend a lot of time doing that by one-on-one reaching out to our people.”
One of the ways he stays in touch is through an ongoing series of breakfast meetings called Straight Talk with Bill.
“First of all, it’s purely voluntary,” he says. “Whoever wants to come can come. It’s an open invitation to our people to meet with me periodically, and it’s absolutely an open agenda. No planned topics — it’s whatever is on their mind.”
He welcomes employees by experience level. Last month, for example, he conducted separate meetings for senior managers, managers, seniors and staff.
Typically, he starts with an update on what’s happening locally in the firm. Then he’ll pull from his international travels to offer observations of market conditions in London, the Middle East or Hong Kong. At this stage, he’s not necessarily delivering a corporate message but simply sharing his thoughts and opinions — which encourages employees to share theirs.
With unique audiences at each gathering, the discussions will vary, because you’ll share different thoughts with different groups.
“I tailor my comments based on the experience level of the people,” Browning says. “I’ll go into more detail with the staff on, for example, how the firm is organized. I might go into more detail with them about our different service lines, whereas [with] the senior managers, I don’t need to do that.”
Browning usually only takes the stage for a few minutes before turning it over to employees. But to be able to get their questions, suggestions and other feedback, he must be able to relate. That’s where it helps him to think about his teenage kids and the differences in communication styles.
“What (employees) are interested in is different, and we need to keep that in mind,” he says. “I’m always asking them what is important in their life, both personally and professionally. What kind of experiences do they seek with the firm and then are getting with the firm? Are they getting the best type of support they need from the firm to succeed?”
The feedback won’t always relate directly to a business initiative, but that doesn’t mean it’s any less relevant. At the most recent breakfast, for example, someone asked about the firm’s recycling policies. That spurred some green suggestions to enhance the company’s efforts.
“That’s the kind of thing that comes up that really doesn’t relate, per se, to our business, but it is very important to our people,” Browning says.
By simply asking employees what’s on their minds — rather than commandeering the stage with your agenda — you show them you’re interested in hearing what they have to say.
