Communications Principles, Strategy and Lessons Learned

1. CommunicationsPrinciples, Strategy and Lessons Learned The content in this document was provided by a consulting firm who reviewed the EI Toolkit. It was provided as key input to assure successful Communications in a program. They recommend that a comprehensive plan/strategy be based on the six guiding principles referenced on the next page. For further support in this area, refer to the contacts under the ‘Support’ tab of the EI Toolkit EI Toolkit Document version 1.0, November 2003 Last validated: June 2004 EITK0604

2. Communication Principles • Link the message to strategic purpose / direction • Employees should understand need • Builds credibility • Be open and honest • Critical to maintaining credibility • “Open” does not have to mean all information available every step of the way • Set realistic expectation • Begin early to outline potential implications • Do not gloss over potentially negative messages • Share parameters and limits to prevent the anticipation of worst case outcomes • Provide for two-way communications • Opportunities for employees to submit the questions they really have • Opportunities for employees to provide their ideas for the effort • Put greater emphasis on being proactive versus reactive • Send out messages in advance, before the “hue and cry” becomes too great • Avoid the defensive posture • Send the same message repeatedly through alternative channels • Frequently, individuals need to hear a message multiple times before internalizing • Multiple channel increase the chance of the message being internalized

3. ELEMENT KEY POINTS Focus on the Business • The main goal of the communications strategy is to improve the clarity, content, and structure of the communications being delivered to the users • Many communications should be reengineered — Any new or revamped communications should be tested with the users for acceptability (i.e., effectiveness, clarity, conciseness, etc.) Develop a robust set of effective communications • All major communications being delivered to the users from the IT organization as a whole, or from the individual IT groups, should be considered • The set of communications identified should span the spectrum from executional/operational communications to strategic communications Ensure that the process for delivering the communications is well thought out • The specific audiences, mediums, frequencies, and delivery and feedback processes for each identified communication should be determined • A communications coordinator role should be created to facilitate and govern the overall communication process and many of the specific communications Encourage self service • IT should post much of its information on the intranet and include links to this data within documents it electronically delivers • IT should train the users on how to find and use the information posted on the intranet The strategy should be explicit and help guide the overall communications plan Essential Elements of the IT Communications Strategy

4. The communications plan should be a comprehensive listing of all communications • The critical elements for any communication should include: • Who the communication should go to • Who should deliver the communication (the messenger) • How often the communication should be delivered • The medium for delivering the communication (i.e., memo, email, etc.) • How important the communication is • The process for communication delivery and feedback collections • All of the individual communications identified are gathered into a communication plan that can be executed against • Higher priority communications should be singled out for evaluation to ensure that the messages are being heard • The communication plan should be viewed as “living” documents that will be continuously updated and improved as the communications are delivered and feedback is received

5. In addition, pitfalls and lessons learned should be captured

6. I. Formalize implementation VI. Train key players in the processes change process I I. Ensure that sponsors "Walk VII. Diagnose the organization's The Talk" reactions to change III. Cascade sponsorship VIII. Communicate — there is through all levels never too much IV. Use "Pain Management" to IX. Reward adoption of build commitment to change change, and vice versa V. Involve the organization — X. Separate major, necessary in design and change from "good ideas" implementation 207-40450. S /DL FSPC UK 005-031 01 08 The toolkit should include a high-level comprehensive change management plan Change Management Best Practices