Strategies for Managerial Writing

1
Chapter 7 Writing to Guide People
2
Using Written Communication to Direct Others

• Key Concept 7.1
• Often, the performance of others is directed
  through written instructions. These instructions
  convey the authority to act, the expectations for
  the action, and the means of verifying the
  successful completion of a task.

3
Using Written Communication to Direct Others

• Section Outline
• Written Versus Oral Directions
• Writing Strategies
• Management Tools for Written Directions

4
Written Versus Oral Directions

• These questions will help determine written
  versus oral approach
• 1. Who (i.e., how many employees and what level)
  needs to know?
• 2. How soon do they need to know?
• 3. Which is more important, a brief statement or
  comprehensive detail?
• 4. Can notification of an event or change be
  separated from its details?
• 5. How will a written notice be interpreted?

5
Continued

• 6. Will oral instructions be too complicated to
  ensure that everyone gets the complete message?
• 7. If I provide the directions orally, will I
  have an opportunity to provide a follow-up
  confirmation before the activity begins?
• 8. If I provide detailed instructions in writing,
  will I have an opportunity to contact everyone
  verbally and confirm their understanding of the
  instructions?
• 9. How geographically dispersed are the people
  who need to know?

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Writing Strategies
7
Vague versus Specific Goals
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Management Tools for Written Directions

• Delegate Authority
• Assign Specific Tasks
• Monitor Progress
• Establish Time Frames
• Require Feedback
• Recognize and Praise Success

9
Coaching with Written Communication

• Key Concept 7.2
• Most coaching of an employee occurs in one-on-one
  circumstances, but writing can be a powerful tool
  for affirming and reinforcing lessons.

10
Coaching with Written Communication

• Section Outline
• Coaching Begins in Conversation
• Writing to Guide and Encourage
• Writing to Force Reflection and Self-Awareness

11
Mentoring and Coaching

• Mentoring
• The relationship of a senior employee to a
  lower-level employee that results in a coaching
  and guidance of the lower-level employee.
• Coaching
• The act of directing another person to do a task,
  usually in a one-on-one setting.

12
Mentoring and Writing

• Schedules
• Meeting notes
• Goals and objectives
• Work Diaries
• Collect portfolios and samples

13
Preparing and Communicating an Employee Evaluation

• Key Concept 7.3
• Evaluation provides tools for both guidance and
  discipline. Evaluations are used to set goals and
  objectives and to establish a record of employee
  performance.

14
Preparing and Communicating an Employee Evaluation

• Section Outline
• Types of Evaluation
• Common Workplace Evaluation Methods
• Developing Measurable Goals
• Evaluation Reports

15
Graphic Ratings Scale
16
Behaviorally Anchored Scale
17
Making Reports

• Reporting Rules of Thumb
• Be sure to maintain a written record of
  activities, observations, and meetings.
• Do not sandbag. If a disciplinary action is
  recommended, it must be based on appropriate
  grounds, not on a series or collection of items
  that may each be sufficient for a disciplinary
  action (why was no action taken earlier?).

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Reporting Rules of Thumb(Continued)

• Use reasoning tools to show the link between your
  assessment and recommended actions. A development
  plan is expected to increase productivity or
  performance, not make someone feel good about
  themselves.
• Your actions as a supervisor have an impact on
  you just as much as they have an impact on those
  who report to you.