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You Can’t Build a House Without Blueprints: Creating a Communication Strategy and Plan for Change

You Can’t Build a House Without Blueprints: Creating a Communication Strategy and Plan for Change. Presenter: Adrienne Schutte. Get to excited audiences…start with a communications strategy. Communication is one piece of change management. Description / Benefit

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You Can’t Build a House Without Blueprints: Creating a Communication Strategy and Plan for Change

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  1. You Can’t Build a House Without Blueprints: Creating a Communication Strategy and Plan for Change Presenter: Adrienne Schutte

  2. Get to excited audiences…start with a communications strategy

  3. Communication is one piece of change management Description / Benefit • Build program awareness, understanding, and buy-in • Feedback mechanisms Best Practices • Communications support the business objectives • Plan aims to build program awareness, understanding, and buy-in over time among key audiences • Messages effectively position program at organizational, functional and individual levels • Key audiences are identified and segmented • Two-way communications and push/pull systems are deployed • Communication is targeted to key risks and opportunities Articulate Business Case & Vision for Change Enable Workforce AssessOrganizationalChange Readiness & Risk Mobilize & Align Leaders Align Organization Engage & Communicate with Stakeholders Align Culture

  4. How do you create a blueprint for communications success? • Research • Plan • Execute (and train) • Measure

  5. Communications Strategy • What is a communications strategy? • A framework that guides communications activities over a specified timeframe • Why create a communications strategy? • To set measurable communications goals and objectives • To articulate and drive approval for guiding communications principles and approach for use throughout entire project, including key messaging • To align project communications with other communications activities and corporate/business unit strategy Tip: ensure communications objectives support business objectives of the initiative

  6. Outline of a communications strategy Research: • SWOT Analysis of the Current State • Audience and Communications Audit Plan • Communication Objectives • Key Messages and Message Map • Editorial Guidelines and Brand • Communication Infrastructure Execute (and train) • Communication Plan Measure • Monitoring and Measuring • Next Steps

  7. Research SWOT Analysis, Audience and communications audit

  8. Good communication begins with listening • Find out what’s going on currently • Do interviews, focus groups, surveys

  9. There are four activities for Sections 1 & 2 • Conduct Situational Analysis • What are communication strengths, weaknesses, opportunities, threats? • Conduct Stakeholder Analysis • Who’s involved in the effort? • Conduct Audience Assessment • What are the differences among audiences? What do they look like? What do they need? How do they like to receive information? • Conduct Communications Audit • What channels are available to deliver messages? To complete these work products, talk to stakeholders, team members, client staff – during this time, you’ll build relationships and credibility with people

  10. SWOT Analysis • The current state assessment provides: • An early opportunity to engage important client contacts, such as project managers/sponsors, senior leaders, and communications staff • A view into the organizational structure and culture of the organization relative to communications • Assessment helps in understanding: • Potential enablers and barriers of communications and change • Perceptions, needs, and preferences of key stakeholders/audiences • Client’s communications infrastructure and its strengths and weaknesses

  11. Example SWOT analysis

  12. Key activity – Audience Assessment • Audience assessment should: • Identify groups/individuals who will need to receive messages • Identify types of messages groups/individuals are currently receiving and are likely to need during project • Determine current gaps in communications program • Plan key messages that will be needed in future

  13. Sample Audience Assessment

  14. Key Activity – Stakeholder Analysis • What? • A determination of the current level of project awareness and perceptions as held by each stakeholder group • Recommended actions to take with each stakeholder group to achieve the desired level of awareness and project buy-in • Why? • Necessary to gauge awareness level and uncover issues/concerns to appropriately target communications and alignment-building activities • Useful in identifying project advocates and change agents, as well as individuals and groups resistant to change Stakeholder analysis is not the same as audience analysis Everyone looks at change from their own particular viewpoint and those viewpoints change over time – awareness of and support for change initiatives generally not uniform

  15. Stakeholder Type Role/Impact/Expectations Current Desired during Integration Commitment Commitment Action Steps Awareness = 1 Awareness = 1 Buy - in = 2 Buy - in = 2 Ownership = 3 Ownership = 3 Managers & How should I communicate with my 1 3 Communicate “talking points” for them to use Supervisors staff about this integration? when discussing the integration with staff Integration Team How does participating in the 2 3 Adjust MVP program to reflect integration - related Leads responsibilities integration team affect me and how will I be measured? Internal sales force How should I describe this 1 3 Communicate “talking points” for them to use integration to my customers? when d iscussing the integration with customers When should I tell customers about the transaction Commercial & Large Does this transaction affect me? 0 1 Have internal sales force speak to customers Industrial Customers How? directly regarding new company Create billing insert to provide details as to when a nd how things will change (if applicable) All customers Does this transaction affect me? 0 2 Create billing insert to announce new company, How? and provide details as to when and how things will change (if applicable) Customer contact How should I answer customers’ 1 2 Create talking points document personnel questions about the transaction? State & local gov’t What is the role of this new 0 2 Make visits to key legislators and constituents officials, including company in North Carolina? before close of the sale key economic How does it affect economic Create a company overview to describe the new developers develo pment? entity Media What is the new company? 0 2 Create media campaign Community reps, Wh at is the new company? 0 2 Create mailing to illustrate commitment to civic and non - profit community Will it change the level of organizations commitment to the community? Schedule face - to - face meetings with key reps & organizations Sample Stakeholder Analysis Internal/Employees Customers/Suppliers Public/Press/Investor Rel.

  16. Example: Stakeholder Map: We identified 49 internal and 32 external audiences • Asked the client: • Who needs to know about this program? • What organizational group are they in? Where is the org chart? • Which member of leadership knows the most about this group? • What level of communication does this group need?

  17. Stakeholder Interview Questions • How would you describe the objectives of the Sample Program? Would you consider program an IT or a business initiative? • Based on your knowledge of the Program, how does this initiative align with the other strategic initiatives? • What is the current degree of awareness about the Program and it’s objectives for Client Services? • To what extent has the vision of the future state at ARC been communicated to the regions? • How would you describe executive understanding of the Program? How would you describe leadership support of Program? What examples come to mind? • One potential risk is that employees are confused about the “what, why and how of Program” and how far along we’ve come in the solution development. Do you see this as a risk? If yes, why? • What are some other “people” risks to successful adoption of Program’s new procedures and tools? What impacts could result from not addressing these risks? • In your opinion, what is the most effective way to engage field staff in the Program? Who should be involved in this effort? Who should lead this effort? • What needs to be changed across all regions in order for deployment to be a success? What factors are working in favor of a successful solution deployment? • Do you feel that there is the right amount of communication between leadership and employees? What kinds of communications or activities would you suggest to improve end-user understanding of Program and improve their willingness to adopt its changes?

  18. Plan Communication objectives, Key messages and message map, Editorial guidelines and brand, Communications infrastructure

  19. Communication Objectives • What are you trying to do? • Do you want to educate your customers? • Do you want to defuse a situation? • Do you want to improve your organization’s reputation? • Objectives must align with business objectives • And, as always, they must be SMART • Specific, measurable, achievable, realistic, time-focused

  20. Example Objectives (not measurable) Develop and deliver a communications plan during 2005, effectively targeting key audiences; small and medium size farmers, funders and institutional decision makers, to accomplish the following: • Position MIFFS as an accomplished, successful leader in Michigan agricultural and food business community. • Differentiate MIFFS role vs. other Michigan agricultural organizations as the nucleus of the agricultural community and the first stop for Michigan agricultural and food business in need of assistance and resources. • Implement a communications plan that will nurture (build, develop and maintain) a long term relationship with key audiences in order to develop trust and gain credibility of the MIFFS organization leading to audiences’ active participation (quantify) with MIFFS and active support(quantify) of community based food systems.

  21. Example Objectives (measurable) Campaign Objectives: • Generate awareness of featured Hallmark holiday products with at least 40 million impressions (exceeding 2008 results of 35.1 million). • Drive engagement with featured Hallmark holiday products through celebrity and blogger product trial. • Meet our ROI goal of 12% (measured internally through Hallmark’s proprietary marketing measurement tool; based on spend and impressions across all marketing tactics). Tactical Goals: • Secure product inclusion in at least two national consumer gift guides (print and/or online versions). • Generate national entertainment media coverage (broadcast, print and online) from the celebrity event. • Secure product reviews on at least 25 of our targeted blogs (1/2 of our original list of 50).

  22. Key Messages • Communicate what you’re doing and why • Communicate what will be different • Fit with your objectives • Speak to audiences • Above all…use clarity • You’re a human being. Write like one.

  23. Key Messages and Message Map • Break everything down into 3 levels of messaging • Work with subject matter experts to understand and create the levels • Level 1: Elevator speech • Level 2: Supporting messages • Level 3: Proof points • Level 4: Anecdotes and illustrations

  24. Use VC – it’s the smart way to meet Level 1 Campaign sign-off VC saves the environment VC saves time VC saves money Level 2 Other points to include in level 3 messages • VC is the closest thing we have to face-to-face meeting . • The VC user experience has improved immensely over the last couple of years; there is still room for improvement, but the technology is getting there. • VC is one of a range of collaborative tools we should use to connect with our clients and one another Campaign poster headlines • Why travel xx miles just to shake hands? • New York and back before lunch • Take minutes, not miles • Delays not expected • 1 expensive meeting (local and global versions) • Make your mark without leaving footprint • Go global, stay local Level 3 There are many benefits of using VC for you, your client and XXXX • Improve your productivity and diary flexibility • Improve your work-life balance • Reduce the stresses of travelling • Save on hotel costs, travel and expenses • Show clients we are minimising expenses • Reduce your personal carbon footprint • Reduce our carbon footprint • Demonstrate to clients that we walk the talk Campaign copy The above benefits can be developed into short paragraphs of text for use alongside the headlines and sign-off

  25. Editorial Guidelines and Brand • If you don’t tell them how to do it, who will? • Create your own style guide if one doesn’t exist in your organization • Get great tips from: • www.ragan.com • www.wyliecomms.com • Great Writer’s Tool

  26. Communications Infrastructure • Simple: • Who’s going to do what? • Will you have an editorial board? • Who will do approvals of communication • Identify roles and responsibilities, then get agreement

  27. Coordinate communications activities across division for DVPs and CEOs; Illustrate connection between solution components; Drive awareness of Program content and deployment timeline; Answer specific questions about Program solution, processes, and program status using Program Communications information sources Maintain leadership connection to Program Team; Communicate information required to coordinate deployment components across regions, for example equipment or budgeting concerns; Facilitate decision-making prior to Program deployment Distribute high-level messages concerning Program impacts to Services and customer-facing staff, for example messages with role definition, training, or employment themes; Represent leadership support of Program deployment and communicate benefits to business audiences Mirror leadership support at local levels by reinforcing Program benefits to external stakeholders, such as donors, sponsors and hospital customers; Cascade details of the Program solution to functional teams; Prepare staff and volunteers for procedural changes associated with the new systems Example: Sharing the Communications Role • The task of communicating about Program solutions, impacts, and deployment should be shared across the Division. • Program messages will be sent from a variety of sources to deliver the best impact to audiences. • Key Communicators in each Division will support direct messaging with materials distributed through channels most accessible for customers, sponsors, donors and regional staff. These include posters at fixed drive sites, customer letters, and newsletter articles. Key Communicator Division Advocate Divisional VP CEO Mgmt

  28. Example: Purpose of Program Communications Network The Program Communications Network (PCN) is created to “champion” Program messages within each Services division and serve as an extension of the Program Communications Team in successful message creation and distribution. • Role • Network serves as functional communications team in Services field organization • Key Communicator acts as field liaison between staff in blood regions and the Program Program Team • Responsibilities • Participate in regular meetings of Program Communications Network • Create local communications plans supporting all phases of Program deployment • Distribute Program messages through divisional and regional channels • Report feedback from regional staff to Program Communications team • Time Commitment • Monthly conference call with Program Communications team (1-hour) • Routine information sessions from Program Deployment (Division Advocate Conference Call) • 1-4 hours per month in review of Program Communications materials • Standard planning & development time for local adaptation of Program materials • Expectations • Proactively support Program system deployment by exchanging information with staff, customers, donors, sponsors, and other regional audiences • Use existing contacts and tools to ensure localized delivery of Program messages

  29. Communication Plan • You know how to do this one! • But whatever you do….don’t rely on the cascade model!! • Same rules apply • Compelling narrative • Specifics • Understand your audience(s) • Connect right message to right audience • Deliver it through the right channel • Commit to measuring your effectiveness • Don’t let your plan be dictated by rigid templates

  30. The Cascade Model Typically Works Like This…

  31. Tactical Communications Plan

  32. Key Lesson: Information “push” and “pull” tactics work together to saturate all audiences Strategic activities to deliver messages multiple times in varied ways are the key to communication success. Web-based Channels Face-to-face Communication Consistent Written Communication Leadership Spokespeople Program Town Hall xxxxxxx.org CxxxxxNet IT Portal Services Neighborhood Program Deployment Site Site for Division Advocates and BCN On-line Discussion Boards Leadership Meetings Customer presentations Kickoff Meetings Division Advocate Weekly Meetings Specialty Presentations Program Communication Network Monthly Meetings Industry Conferences Customer Presentation Brochure for Hospitals eNewsletters Communications Toolkit Deployment Communications Program Bulletin Content Communications Talking Points for all Levels of Leadership Action Plans Cascading Information to all audiences Support for Web-based and feedback channels Functional Meetings INFORMED AUDIENCES Feedback Channels Help Improve Communications

  33. Enable Communications Infrastructure • What is a communications infrastructure? • A blueprint of the flow of communications, including roles, processes, protocols, channels and resources that support communications in an organization • How do you enable the infrastructure? • Establish protocols for delivering communications according to the communications plan • Determine execution responsibilities with key client resources • Facilitate execution of communications deliverables across key milestones

  34. Example: There is a process for creation and approval of various types of communication We developed a RACI chart with the client and the PMO to ensure everyone understood their communication role

  35. Execute (and train) Communication plan

  36. Develop a Communications Plan • What is a communications plan? • A “to do” list of communications activities and events created to bring the communications strategy to life, by enabling and fostering change • A comprehensive matrix of tactical communicative events designed to support project objectives and also mitigate risks identified in the Organizational Risk and Readiness Assessment (ORRA) • Why create a communications plan? • Aligns all responsible parties over course of communications rollout • Ensures all audiences are addressed in communications effort • Are the concrete actions that can be measured to determine success or areas of improvement

  37. How to Develop a Communications Plan Elements to include: • Stakeholder group/audience for each activity • Key messages intended for each stakeholder group/audience • Vehicle/channel to be employed • Purpose/objective of communications activity • Party responsible for communications creation and deliver and event planning • Sender/spokesperson for each communications activity • Mechanisms for receiving feedback • Timeframe, frequency, and sequencing of communications

  38. Implement and Execute Communications Plan • Execute against the plan as you would any other project plan! • Develop tactical communications deliverables (e.g., announcements, newsletters, e-updates, events, etc.) • Manage the approval process • Solicit feedback where appropriate • Develop discrete work plans to address communications milestones and activities, related to specific issues • Examples: Road Shows, HR Communications, including changes in leadership, changes to workforce (e.g., layoffs), changes to compensation • Know your budget before you plan!

  39. Videos, Webcasts, Blogs and Wikis are the latest in execution – communicators as multimedia producers

  40. Measure Measuring and monitoring

  41. Monitor & Measure “Not every thing that counts can be counted, and not everything that can be counted counts.” - Sign hanging in Albert Einstein’s office at Princeton • What does monitoring and measuring mean in terms of communications? • Continuous assessment of communications activities to incorporate feedback received • Measure overall effectiveness of communications strategy • Why monitor and measure? • To understand if messages delivered are understood by audiences and if communications activities are engaging audiences, as intended • To continuously improve and adjust strategy and plan, as needed

  42. Measuring and Monitoring • Measuring communication without a strategic communication plan in place is worse than useless. Deciding to draw up this plan is your first move. • Ways to measure: • How much coverage did you receive? • What was the tone of that coverage? • Were your spokespeople quoted? • Did visitors to your site hit specific landing pages? • How long were visitors on your site? • Which media outlets was the coverage in? • How many emails/calls did you receive on the topic?

  43. Communications Dashboard Dates: 6/21/08 – 7/11/08 Total communications to each audience Frequency of each type of media Next Week

  44. Use Google Analytics where possible The data shows steadily increasing Deltek page views, with a high of 442 on 5/6/08. One driver for the dramatic increase is an email sent to all of MC announcing answers to questions from recent Deltek MC briefing. Two of the top 5 most popular Deltek pages are the “question” pages, where employees can post questions to be answered by the Deltek team.

  45. Appendix - Additional Tools & Resources

  46. Additional Resources • Corporate Conversations: A Guide to Crafting Effective and Appropriate Internal Communications – Shel Holtz, AMACOM, 2003 • The Heart of Change: Real-Life Stories of How People Change Their Organizations – John P. Kotter and Dan S. Cohen, Harvard Business School Press, 2002 • The Leadership Solution: Say It, Do It – Jim Shaffer, McGraw-Hill Trade, 2000 • Communicating Change: Ideas from Contemporary Research (IABC Research Foundation) – Nancy Welch and Mark Goldstein, Irish Amer Book Co, 1998 • Communicating for Change: Connecting the Workplace with Marketplace – Roger D’Aprix, Jossey-Bass Inc., 1996 • Leading Change: Chapter 6, Communicating the Change Vision – John P. Kotter, Harvard Business School Press, 1996 (pp. 85-100) • Communicating Organizational Change: A Management Perspective (Suny Series in International Management) – Donald Peter Cushman and Sarah Sanderson King, State University of New York Press, 1995 • Communicating Change: Winning Employee Support for New Business Goals – T. J. Larkin and Sandar Larkin, McGraw-Hill, 1994 • “Drucker on Communication” – Constantine Von Hoffman, Harvard Business Review • “Barriers and Gateways to Communication” – Carl R. Rogers and F.J. Roethlisberger, Harvard Business Review, v 69, no. 6, Nov-Dec 1991 (pp 12-18) • Control Through Communication: The Rise of System in American Management – J. Yates, John Hopkins University Press, 1989 • “Change Management: Communication's Pivotal Role” – A Research Report by the Conference Board: Kathyrn Troy • “Reaching and Changing Frontline Employees” – TJ Larkin and Sandar Larkin, Harvard Business Review • “Managing Your Virtual Company: Create a Communication Plan” – Melissa Raffoni, Harvard Business Review

  47. New Media Overview With the advent of the Internet and new tools that make informal communication on a large scale possible, new media is something that every communicator must understand, know and plan for in their strategies. Some of these new tools which tie consumers to other consumers, employees and companies are: Blogs RSS Feeds Wikis Podcasts V-casts Webinars Social Networking

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