Helpful Communication Tools

Communicating Change The Complete Course - Communicating Change
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Transcript

So, we've talked about the WHO THE what the how we share some helpful tools will make your job of communicating change, much more effective, much more engaging. Here's one that comes from this idea of awareness, understanding, commitment and action. The objective here is, you can see the bar across the top that has the colors of awareness, understanding commitment, action, they sit on top of columns. Then there's a column over here called audiences. The way this works simply is to list your stakeholder groups for your particular project on this column here, and we're only going to pick a small few for now. We're going to use that fairly unsophisticated method of scoring, or measuring the effectiveness of the communication and these are simply circles.

A fully demonstrated circle would be completely filled in that partially demonstrated circle would be half full. If it's not demonstrated at all. I know Circle it's empty. And if you don't know, you've got a question mark, of course with a circle around it. And what we're talking about here is, is awareness, understanding, commitment and action, fully demonstrated partially demonstrated not demonstrated at all or you currently don't know. So the way this tool works simply is and you can do this on your own is to look at each group through the lens of one particular specific project.

And see how far along on awareness understanding commitment and action they are, if they are only as in the sales and marketing group, only partially aware, you've got to ask yourself for this particular change, is it important that sales and marketing really do understand and commit an act in order for this change to be successful? If the answer is no, then partial awareness might be good enough. Maybe you want to be more aware, but you don't need to worry about anything else. However, if that's not the case, and sales and marketing really do need to act differently, we have a problem. Now, here's an opportunity for you to use this tool yourself. So you can find this worksheet.

And you can fill this out. And you can do this right now if you like, just simply push, pause, focus on a particular project or change and list a few of the audiences that are involved. And then draw circles filled in half filled in open or a question mark, if you want to do this individually, push pause and go ahead and do that. The other way to think about using this tool is to get a group of people together that you're involved with. Maybe it's a group of your manager colleagues, or maybe it's your project team and have a conversation about this. This becomes a much more accurate and effective tool when used over time.

And when you have input from a variety of different people. You don't all see the same situation the same way. So that's one tool, an assessment tool. Here's another way to think about a tool and this I have found to be the most powerful communication tool, bar none. And these are one page talking notes. These are notes written out in outline and point form to make complicated information understandable.

So imagine taking a 75 page project plan, or a three ring binder full of a project plan, and putting it in simple outline form on a one page piece of paper. What would you put down? Now of course, most of us don't have those kinds of skills to make complex information that simple. So our communication professionals can be very helpful here to help us make complex information understandable, but these point form. Talking notes if you will, can be very helpful when you add graphics and images. These are created with input from the senior leaders and the project teams.

Trying to get all the leaders on the same page, including the supervisors. And as I say, communication professionals can be helpful here as well. And what we're trying to do is literally, we're trying to get everybody on the same page. Now, that's a common phrase in changing organizations. Are we all on the same page? Well, I want to know, what's the page we're talking about here.

This is not a page that is meant to be sent or read to employees. It's a page that really is driven around dialogue and conversation and talking and updates. The update piece is critically important because the situation continually evolve. So these one page talking notes need to have dates on them. These are tools that communicate the essential facts, strategy change and transition related facts. And these are a foundation for dialogue between all leaders, executives, that directors, the managers and the supervisors and for the supervisors and their employees.

Here's an example. This is a one pager that took a 98 page strategic plan and boiled it down onto one piece of paper. there was considerable debate going into this that that could actually be done. But the communication people in the internal od folks in this organization were really, really good people. And they hung in there and they got this done. There were lots of meetings around the mission, the values, what's the truth, they need to share around why is change necessary and what happens if we don't?

Where are we going and the corporate strategies, the strategic priorities, but once they got it nailed down, this became a piece of paper that was used to launch any new project because they all went back to this is why we're doing this project now. So it's a strategy sheet. Now this has been sanitized if you will. Or made neutral, but very, very close to exactly what tool that was used in that one particular organization. Here's a tool that talks about a major change. And in it, this first row up on top, how it works, talks about the change.

The why change now talks about the strategy, and the stop message is all about the transition. So here was an example of strategy change and transition related information on one piece of paper. Here's another one. And this was a great tool as I look at it now, I still can't understand it. It's very confusing. It's full of acronyms and full of all kinds of details.

But what was interesting is that the people who developed this and the people who received this information and this was the only handout that was given the only slide on this 45 minute meeting with the entire is group in this organization. They all understood this And so you've got across the middle, you've got this four lane highway that they're headed down. And they're trying to get to the future out there on the right hand side of the page, and they had some descriptors using those pictures. But what was interesting is they had some things, some cars or some projects or some processes are some ways of working, that were headed on an off ramp. And they were then headed off into literally nowhere because they were getting out of those kinds of work. And they also had a number of new projects coming on the on ramps and becoming a part of the whole organization.

So they love this analogy. And this was, this is a situation in an organization that these folks rarely did. They bring their whole group together. They had tried it in some cases in the recent past and they didn't go particularly well. But the pace and the pressure around all of these changes in the confusion was increasing to a point they knew they needed to do something They worked a long time on making this work. There was several late night meetings as they came up with this idea.

And what was fascinating is at the end of the 30 minute presentation, they had 45 minutes for it. And they talked this through for 30 minutes. And the executive director of this is group was standing in front of the whole audience and said, so what do you think there was a pause? And he thought, Oh, say, this hasn't gone well. But spontaneously, the group stood up and gave him a standing ovation, which was of course he was very embarrassed because it wasn't just him and he's all of his other senior team and the project teams around this. Were part and parcel and of course he had them up on the front of the room with him.

But it was a spontaneous act of appreciation for clarifying a very messy situation. So helpful tool. Here's a tool that was used as an update. This is a transformation bringing it home. A bunch of management systems alive across the organization. This had been going on for a while.

And this was just an update. This was not a railway company, by the way, but they liked the idea of trains and railways and tracks. Moving from trial runs into phases that were actually going to get this thing going. This was a launch of a major initiative that they had tried time and time and time and time again, the left hand side of the page depicted decades of attempts to improve their quality and their processes. They decided once and for all, they were going to get out of the desert and get on this highway and they were launching corrective action that particular week. Two months later, they were going to get Lean Six Sigma in and they already had one black belt and some green belts in the organization.

Self assessments were coming risk management was going to come and they were moving towards meeting international ISO registration. So they were saying about this. So this was an interesting tool that they use to talk about, we're going in a different direction. Now, here's a very helpful tool that would talk about aligning, strategy and change. So we've got a vision, refocusing the enterprise, a number of different priorities, the four of them in the blue boxes, and then all of the changes. So lots of information here, but it's organizing how all of the projects align with the priorities in pursuit of the overall vision.

So there are some tools. How can you utilize these the abs, the assessment tool? Maybe it's the one pagers How can you utilize some of these tools to communicate change in a much more engaging way in your organization. Again, find the action plan that you've been making some notes on, and make a note using helpful tools to communicate more effectively.

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