Communicating Change: The premise: employee satisfaction leads to customer satisfaction leads to success in business le

1. Communicating Change: The premise: employee satisfaction leads to customer satisfaction leads to success in business leads to the bottom line (profit) Thus, it is the primary responsibility of the practitioner to ensure high employee satisfaction

2. Research has shown conclusively that employee satisfaction is directly linked to the ability of the supervisor to communicate with employees

3. Communicating Change: Why are people resistant to change? Cognitive dissonance Most people would rather die than change Reactions to change: Anger Fear Skepticism Distrust Uncertainty Hope Energized

4. 3 stages in reaction to change: • shock, disbelief • Trying to “buy time” or stall • What do you want me to do? (acceptance)

5. Reaction to change has to do with perception of leader: • Conspiratorial: “he doesn’t care about us; he’s just taking care of himself” • 3 stooges – “we’re in deep trouble and that person has no clue” • What is needed is a “powerful rationale” that will convince employees of need to change

6. Communication is an essential tool for accomplishing change It is often used poorly or thoughtlessly Used poorly, it confuses, makes angry, feeds skepticism, cynicism Thus it worsens fears, lessens communications still more, makes employees more resistant to change

7. “Powerful rationale” must be “rooted in the marketplace” A Vision – people will work for something larger than themselves, will “hitch on” if vision presented well People at work are like mountain climbers who need to tether themselves to other climbers in order to face the mountain – must be “connected”

8. Need Strategic Communication, not Reactive Communication Reactive focuses on WHAT People want WHY See diagram to explore relationship between “say” and “do” COMMUNICATE TO MOTIVATE

9. Share information • Share the wealth • Create excitement by sharing vision • What to communicate: • Your business vision, strategies • Obstacles • Issues of concern

10. Employees want to know: How are we doing? Why do we have to change? What can I do to protect my job? Do you care? Your task as a leader is to proclaim the vision and keep others moving towards it

11. The Employee Communication Model 1st piece of pie: provide direction – tell me what to do 2nd piece – provide feedback – how am I doing? 3rd piece – consider individual needs – does anyone care?

12. 4th - Communicate objectives – how we’re doing – provide the “big picture” 5th – communicate vision/mission/values – become the cheerleader 6th – create empowerment – “How can I help?” provide genuine opportunities for involvement, support risk takers, promote mutual trust

13. Consider Resistance – force that slows or stops movement Signs of resistance: Aural fog/confusion Direct criticism Immediate criticism Silence Burned before Deflection (changing subject) Denial Easy agreement Malicious compliance Raising objections (but. ..)

14. Cycle of change • Random incidents – unawareness • Recognition of problem – realization of need for change • Initial action – building energy • Implementation – cooperation • Waning activity

15. Overcoming resistance: Maintain clear focus Embrace resistance – listen to objections Relax Join with the resistance – begin together Change the game – nothing to resist

16. Degrees of resistance: • Change itself – no hidden agenda – just don’t like the idea • 2. Deeper issues – distrust, bureaucratic culture/ punishments loss of face • Deeply embedded – see you as enemy, historical animosity

17. Factors important in getting new ideas across to others: • Relative advantage – change better than status quo • Compatibility – link to old ways • Simplicity – keep it simple, easy • East to test, experiment • Observability- see it in action