Communicate during change
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The document outlines tips for effective communication during periods of change and presents a change communication plan template. The template recommends (1) explaining the purpose for change clearly, (2) painting a picture of how the outcome will look to help people visualize it, and (3) giving each person a role to play and contribute to both the plan and outcome. It also suggests (4) laying out a step-by-step plan for phasing in the change. The goal is to provide clarity around goals and accountability, address people's concerns, and ensure they understand how to transition successfully through the change process.
Communicate during change
- 1. Change Communication Tips More frequent communication: studies show 70% of people desire at least weekly communication during change Ongoing clarity and line of sight to goals, metrics, accountability More face-to-face (intimate) communication Regular communications from executive sponsors and senior managers More information about the impact of the change on colleagues Everything you say and do has an impact. Guard against publicly expressing negative opinions about the change or the decision-makers. Forums at all levels to share concerns and dispel rumors Provide accurate information as it becomes available Corporate Leadership Council
- 2. Tool: A Change Communication Plan PURPOSE PICTUREPLAN PART 1 2 34 Explain the purpose for the change. People need to understand the logic behind what was done. What was the opportunity? Who said it was a opportunity? What evidence is there? What would have occurred if no one acted? Paint a picture of how the outcome will look & feel. People need something they can see... or at least imagine. Purposes are critical... but abstract Picture in peoples head is the reality they live in A new organizational picture helps refocus peoples energy Use visuals describe the operating model and high level roles Give each person a part to play in both the plan and the outcome. People need tangible ways to contribute and participate. Make sure everyone has a place: Whats your role in thiswhere do you fit? What does this mean to us / to you? What wont change? Teams or work streams? What about your team? Layout a step-by-step plan for phasing in the change. People need a clear idea of how they can get where they need to go. Transitional Management vs. Change Management: More detailed and person-oriented Oriented to the process, not just outcome Start with where the people are (not with outcome) and then work forward 1 Corporate Leadership Council
- 3. PURPOSE PICTUREPLAN PART 1 2 34 Explain the purpose for the change. _______________________________ _______________________________ _______________________________ _______________________________ _______________________________ _______________________________ Ensure a discernable purpose has been communicated. Paint a picture of how the outcome will look & feel. People need something they can see... or at least imagine. Give each person a part to play in both the plan and the outcome. Layout a step-by-step plan for phasing in the change. _______________________________ _______________________________ _______________________________ _______________________________ _______________________________ _______________________________ Dont create an overwhelming visual. _______________________________ _______________________________ _______________________________ _______________________________ _______________________________ _______________________________ Ensure that they are involved.. _______________________________ _______________________________ _______________________________ _______________________________ _______________________________ _______________________________ Dont underestimate member needs. Tool: A Change Communication Plan
Editor's Notes
- #4: Slick 6 Side B