appropriately—undercommit and overdeliver. Credibility will be lost if expec-
tations of a one- or two-year success are established or that success will be
easy to achieve. This may be the most difficult process an executive team will
ever need to execute; it will be met with resistance to change and will require
consistency, tenacity, and visible alignment.
Lesson #7—Monitor outside events and decisions that might contradict the
initiative or dilute leadership’s credibility. Over the course of business, things
happen. Decisions have to be made to adapt to the market, economy, and inter-
nal factors. It requires courage to portray to management how certain decisions
and actions will be interpreted by the rest of the organization. Being the leader
of an initiative that some may not be ready for, while also being the voice or
messenger regarding contradictions or potential credibility issues, creates a del-
icate situation at times. Have courage, remind the organization of your role, and
prove that it is in the best interest of the whole company and is not just being
generated by self-interest.
Lesson #8—Do not let politics get in the way. Ensure corporate functions are
focused on what is best for the company, not on functional agendas, politics,
or leadership egos. Such an initiative must include a strategic and proactive
alignment of the corporate functions. It would be prudent to acknowledge and
respect the internal pecking order and provide special attention to the internal
opinion leaders. The creation of positive corporate results will speak for them-
selves later in the change initiative. Work to be the example of selfless leader-
ship in the best interest of the corporation.
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Exhibit 4.1. The Eleven Commandments of Emmis Communications
Admit your mistakes.
Be flexible—keep an open mind.
Be rational—look at all the options.
Have fun—don’t take this too seriously.
Never get smug.
Don’t underprice yourself or your medium—don’t attack the industry,
build it up.
Believe in yourself—if you think you can make it happen, you will.
Never jeopardize your integrity—we’ll win the right way or we won’t win
at all.
Be good to your people—get them into the game and give them a piece
of the pie.
Be passionate about what you do and compassionate about how you do it.
Take care of your audiences and your advertisers—think of them and
you’ll win.
I.
II.
III.
IV.
V.
VI.
VII.
VIII.
IX.
X.
XI.
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BEST PRACTICES INLEADERSHIPDEVELOPMENT AND ORGANIZATION CHANGE
• Corporate and Divisional
Strategy Formulation
• Balanced Scorecards
- Customers - Employees
- Investors - Organization
• Entity and Market
Scorecards
• Department/Workgroup
Goals and Objectives
• Individual Goals and
Objectives
• Desired Emmis Culture
• 11 Commandments
• Leadership Brand
• Organizational Messages,
Events, and Symbolic Acts
• Management and
Individual Competency
Models
• Individual Behaviors
Supporting systems,
processes, and events:
Special Projects
Performance Mgmt.
Internal Communications
Technology
Talent Review and
Succession Planning
Reward Systems
Emmis Learning
Staffing/Selection
Standards and Processes
Executive Coaching and
Development
Employee Surveys
Annual Manager's Meeting
Mission/Vision
Firm Brand
New "Era": 2–3 Year Focus
<=>
WHAT HOW
Desired Results
Exhibit 4.2. Dual-Path Results Model
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103
Exhibit 4.3. Executive Session FAST Agenda
R
esults-
Based
Leadership
FAST Workshop
• Focusing and Aligning Strategies
Together
Business & Leadership
Agenda
• Strategic direction
• Leadership roles
• Decision-making
process
• Accountability
• Measures
INTRODUCTION
NEW BUSINESS REALITIES
Corporate strategy
Business strategy
Some organization disablers
Can we change inside the window of opportunity?
FAST NOTES & TAKE-AWAYS
Role of leadership
Leadership during transformation
Desirable outcomes of the workshop
Change agenda
What Emmis is about
New business realities
Forces acting upon the company
Norm’s inventory of paradoxes
Leadership value proposition
(Continued)
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BEST PRACTICES INLEADERSHIPDEVELOPMENT AND ORGANIZATION CHANGE
Response to environment
Corporate strategy
How an allied model would impact bonus plan deployment
Business strategy
Accountability in an allied business
The intellectual agenda
Types of work
Advantage capabilities
Scorecard
Attributes
Balancing short- & long-term goals
Leadership brand
Enabling systems
SCORECARDS
Employee
Organization
NEXT STEPS
Exhibit 4.3. Executive Session FAST Agenda (Continued)
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Exhibit 4.4. Internal Communications Matrix
Emmis Weekly
Update
Emmissary
Two-page memo sent to all
employees by e-mail every
week; it is waiting for them
when they arrive on Monday
morning
Two-color newsletter sent to
all employees each quarter
The Emmis Weekly Update is
used to communicate to
employees any information
that will help them feel more
connected to the company and
informed about its operations.
It is used for special massages
from the CEO and other offi-
cers, but also to communicate
about company news, media
coverage of the company,
analysts’ views of the
company and its industries,
and employee benefit news.
The Emmissary is used to
communicate bigger-picture
information about the company
to employees. It uses longer
stories than would be possible
in the Weekly Update to deliver
strategic messages to employ-
ees, provide deeper informa-
tion about employee benefits
and company programs, high-
light promotional activities of
individual stations and publica-
tions, applaud successes, and,
through fun features, introduce
employees to each other and to
their leadership.
Primary Communication Vehicles, Their Content and Objectives
Vehicle Medium and Frequency Objective/Use
(Continued)
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BEST PRACTICES INLEADERSHIPDEVELOPMENT AND ORGANIZATION CHANGE
Exhibit 4.4. Internal Communications Matrix (Continued)
CEO memos
“Emmis
Announcements”
Division e-mails
Companywide
conference calls
E-mails sent to all employees
as needed
E-mails sent to all employees
as needed
E-mails sent to all employees
in a single division as needed
Annual (or more frequently if
needed) conference call and
PowerPoint presentation
CEO Jeff Smulyan occasion-
ally likes to communicate
directly with employees
through informal e-mail mes-
sages to inform them about
major company initiatives,
comment on company, indus-
try, or national events, or just
boost morale. Smulyan also
often communicates directly
to individuals, individual
stations, or specific divisions.
“Emmis Announcements” is
the e-mail address for e-mails
intended for all employees.
“Emmis Announcements” is
used only for important com-
munications to employees
about company news or bene-
fit information.
To inform employees of a spe-
cific division about company
news or initiatives
For particularly important
events or news, the company
can host conference calls with
all employees and provide
them with PowerPoint presen-
tations through the Web. Used
only once so far, this was the
vehicle for introducing
employees to the Stock Com-
pensation Program, which
gave all employees a 10 per-
cent cut in pay but at the
same time gave all employees
a 10 percent stock award.
Primary Communication Vehicles, Their Content and Objectives
Vehicle Medium and Frequency Objective/Use
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EMMIS COMMUNICATIONS
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Exhibit 4.4. (Continued)
Primary Communication Vehicles, Their Content and Objectives
Vehicle Medium and Frequency Objective/Use
News releases
Annual Report
Quarterly confer-
ence call with
Wall Street
News releases sent via e-mail
as needed
Company annual report
Quarterly
All major news releases,
including quarterly financial
reports, are e-mailed to all
employees along with a short
note from CEO Jeff Smulyan.
Because virtually all employ-
ees are shareholders, Emmis
views its Annual Report to
Shareholders as an employee
communication as well as a
report to shareholders.
Because virtually all employ-
ees are shareholders, Emmis
views its quarterly calls with
Wall Street analysts to also be
a form of communication to
employees and all stakehold-
ers. Employees are specifically
invited to listen to the
conference calls.
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Data Source:
Where can we get
the data
Based on data
from . . .
• Nielsen
(available
electronically)
• Magid
• AR&D
• Scarborough
• Media Audit
• Marshall
• TV scan
• Ad connections
Views:
How we would want
to slice the data
Viewable by . . .
• Total review all
day
•News
• Show
• Syndicated
• Network
• Time of day
•Age
•Sex
• Lifestyle
• Behavior
• Viewer habits
• Consumer habits
By key desired
demographic of
advertiser
Frequency:
When we need to
monitor this data
Reported . . .
• Daily
• Quarterly
Two times a year
Beginning in
completion of
schedule
Formula:
How we would calcu-
late the measure
Computes as . . .
HUTS share
Nielsen formula
based on stations’
targets
PUTS share
Number with
decided characteris-
tic divided by total
demographic
Target demographic;
GRPs over a speci-
fied schedule
Operational Definition:
How we would define
the measure clearly to
stakeholders
Tell us about . . .
Percentage of viewers
reached based on the
universe of market
Profile of viewers who
watch programs
Reach of commercial to
targeted viewers or the
number of target audi-
ence reached
Measure:
Results, dimension,
quantity or capacity
of a business
process output
Our measures . . .
Customer
Ratings
Qualitative demo-
graphic research
Demographic hit
ratio—reach
Exhibit 4.5. Balanced Scorecard Sample
Television Scorecard
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EMMIS ATTRIBUTE MODEL
Attached is a draft of the Emmis Attribute model that has been developed based on
our work with RBL and the input that you provided individually in your conversations
with Jim Intagliata.
To produce this model, Jim has streamlined the standard RBL attribute architecture
from twenty-seven attributes down to a more manageable twelve. He has also worked
to incorporate all of the Emmis Commandments and Rules for Managers into the pro-
posed model so that it is clear that these values are not being forgotten or discarded
as we work to build a more performance-oriented culture (you will see these items
bolded and noted throughout the text where they fit). Finally, on the initial page of
the attachment he has provided a matrix that indicates which roles the attributes
apply to and the key reasons these attributes have been incorporated into the model.
As you will see, the proposed model has these key design features:
1. There are eight core attributes that will be expected to be demonstrated by all
Emmis employees at all levels, and an additional four attributes that will be
expected to be demonstrated by individuals who directly manage other people
(managers) and by individuals who manage entire divisions or functions
(executives).
2. For each attribute that is in the Emmis model there is a separate set of behavioral
indicators, depending on the role the individual is playing in the organization. For
example, with regard to Innovation and Agility, what someone is expected to do to
demonstrate this attribute varies depending upon whether they are in a position of
an individual contributor, a manager, or an executive. The intent of this design is
to highlight that the way in which people are expected to add value to the organi-
zation changes over time as they grow and advance in their career.
What We Need From You
In order to refine and finalize this model we would greatly appreciate your input.
Please take the time to read through the model and consider the following questions
as you do:
• Do you feel that any of the attributes included in the model are unnecessary and
add no value?
• Are there any important attributes that you feel are not represented at all in the
model and need to be added?
• As you read each attribute, do the differentiation and progression of expectation
from individual contributor to manager to executive levels make sense to you?
• Finally, as you review the wording of each competency, do you have any specific
suggestions regarding how we might express the same idea but “Emmisize” the lan-
guage more?
We will be following up shortly to schedule a phone conversation in which we can
gather your feedback. The deadline we are working to meet is to have the model
finalized by
_________
so that the Emmis Attribute model can be introduced as part
of the Performance Management System roll-out.
Exhibit 4.6. Competency Feedback
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. selfless leader-
ship in the best interest of the corporation.
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BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE
cart _143 99_ch04.qxd 10/19/04. Objective/Use
(Continued)
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BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE
Exhibit 4.4. Internal