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as. COMMUNICATORS. enabling and engaging the organization. AGENTS. Linda Ld Jacobson, APR. Arriving at Change management. Explore today. The 4 + 1 of change management Status of change management efforts U nderstand learning and enable change Communicators as change agents

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communicators

as

COMMUNICATORS

enabling and engaging the organization

AGENTS

Linda Ld Jacobson, APR

explore today
Explore today

The 4 + 1 of change management

Status of change management efforts

Understand learning and enable change

Communicators as change agents

Tools for change

Lessons learned about change communications

the 4 1 of c hange management
The 4 + 1 of Change management
  • A structured approach for transitioning individuals and organizations from a current state to a desired state
the 4 1 of c hange management5
The 4 + 1 of Change management
  • - Mission changes
  • - Operational changes
  • Technological changes
  • Attitudinal changes
  • - Legislative mandates

Image credit: Mission Impossible 4: Ghost Protocol, www.missionimpossible.com/gallery

the 4 1 of c hange management6
The 4 + 1 of Change management
  • Executive leadership
  • Project team
  • OCM team
  • - Change sponsors
  • - Change agents
  • Change targets

Image credit: Disney trailer from Toy Story 3

the 4 1 of c hange management7
The 4 + 1 of Change management
  • Determine if the changes are complex enough to require a structured approach to implementa- tion.
the 4 1 of c hange management8
The 4 + 1 of Change management
  • Effective use of change levers:
  • Leadership
  • Involvement
  • Communication
  • Training
  • Measurement
state of change management
State of Change management

Sept. 12, 1981

Nebraska fails to stop Iowa

  • Change management initiatives are costly.
  • According to Dr. John Kotter, 70 percent of CM projects fail.
    • Leading cause of failure is people issues primarily hampered by a lack of communication or absence of enablement.*
      • Lack of commitment and follow through by senior executives
      • Defective project management skills among middle managers
      • Lack of training and confusion among frontline employees.

* The Common Project Success Denominator Study, McKinsey

state of change management11
State of Change management

39 percent

32 percent

40 percent

22 percent

41 percent

The Common Project Success Denominator Study, McKinsey

Image credit: The Why, What, How of Change Management,ParaskAushik

state of change management12
State of Change management
  • Organizational benefit:
  • Potentially achieve ROI of 143 percent when an excellent OCM program is part of the change initiative
  • ROI drops to 35 percent when there is a poor OCM program or no program.
  • Success factors:
  • Senior | middle managers and frontline employees are all involved.
  • Everyone’s responsibilities are clear and clearly communicated.
  • Reasons for the project are understood and accepted throughout the organization.
  • Continuous and targeted communication is executed.
  • The approach was planned and organized.
understand learning
UnderstandLearning

“Never tell people how to do things. Tell them what to do, and they will surprise you with their ingenuity.”

– General George S. Patton

understand learning14
UnderstandLearning

“I once read that people are normally productive for about 5-7 hours in an eight-hour business day. But any time a change of control takes place, their productivity falls to less than an hour. “

- Dennis Kozlowski

CEO Tyco International

Performance

Time

The learning dip

Making sense of change management: A complete guide to the models, tools & techniques of organization change, 2nd ed.

understand learning15
UnderstandLearning

1. Denial

3. Exploration

Internal

Behavior

External

2. Resistance

4. Commitment

Time

Personal change model

Model by RapidBI

enabling change
enabling Change

Incorporate the changes into the culture.

Consolidate and build on the gains.

Generate short term wins.

Empower people to act on the vision.

Communicate the vision for buy-in.

Develop a clear shared vision.

Create the guiding coalition.

Establish a sense of urgency.

Model by Professor John P. Kotter

enabling change17
enabling Change

Focus on the 50 percent who are neutral. They represent the tipping point.

Making Change Work: Practical Tools for Overcoming Human Resistance to Change, Brien Palmer

enabling change18
enabling Change

Relentlessly communicate. And then do it again. And again.

  • Always answer the question: Where and how will change create pain or loss in the organization?
  • Identify change targets who have something to lose and anticipate how they will respond.
  • Communicate the “why” of change. Explain the urgency of moving away from established routines or arrangement.
  • Emphasize the benefits of change (i.e., job security, cost, higher pay).
  • Involve resisters in the change-management effort.
  • Explain the criteria for success and how it will be measured.
  • Explain how people will be rewarded for success. Strategically tie rewards to change objectives. Then communicate wins during the change-management initiative.
  • Ensure two-way communication.
traits of change agents
Traits of Change Agents

Data collector

Strategic catalyst

Influential thought advisor

Not tied to the status quo

Dot connector

Change Agents

Empathetic

Educator

Marathoner

Consensus builder

Problem solver

communicators as change agents
Communicators as Change Agents

Awareness

Advocacy

Strategic Communicators

Adoption

communicators as change agents21
Communicators as Change Agents

3STEROIDS

The right information needs to get to the right people at the right time.

Communicate constantly, continuously and consistently.

Be innovative but strategic in your communications.

Image credit: www.vectorvilla.com

tools for change agents
Tools for Change Agents

Tell the change-management story effectively.

tools for change agents23
Tools for Change Agents
  • Common channels and vehicles:
    • Company town halls
    • Print | Electronic communications
    • Team briefings | presentations
    • E-mails
    • Conference calls
    • Employee | customer focus groups
    • Surveys
tools for change agents24
Tools for Change Agents
  • Uncommon channels and vehicles:
    • Additional intranet or extranet sites
    • WebEx | Skype meetings
    • Report templates
    • Social media
    • Confidential help lines
    • Notices
    • Formal Q & A sessions
    • Custom survey tools
    • Video
    • TV | digital signage
change agent in action
Change Agent in action

Lessons Learned

  • Be ready to stretch – in every direction.
  • Be ready with a robust but efficient approval process for communications.
  • Be prepared to educate constantly about:
    • The change
    • The process
    • The tools and channels for communicating
  • Establish and maintain key relationships with the program lead and the OCM lead.
  • Be relentless in communications, but be strategic. Change-management communications are iterative. Communicate, measure, adjust if necessary, and then communicate again.

PTC Communications Approval Process

change management r esources
Change management resources
  • Managing Change and Transition: 7 Practical Strategies to Help You Lead During Turbulent Times (Boston: Harvard Business School Press, 2003), Harvard Business Essentials
  • Esther Cameron and Mike Green, Making Sense of Change Management: A complete guide to the models, tools & techniques of organizational change 2nd edition (Philadelphia, Kogan Page, 2009)
  • Dan S. Cohen, The Heart of Change Field Guide: Tools and tactics for leading change in your organization (Boston: Harvard Business School Press, 2005)
  • John P. Kotter, Leading Change (Boston: Harvard Business School Press, 1996)
  • http://www.kotterinternational.com
  • http://www.change-management.com/
change management questions
Change management questions

Linda Ld Jacobson, APR

ljacobson@quepr.com