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Lets explore

Explore the context and impact of change, managing stakeholders, fatigue, and cultural change, while building leadership competence in change management. Discuss the shift in people's trust and communication preferences, and how organizations need to adapt their strategies accordingly.

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Lets explore

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  1. IABC CanberraNew Paradigms for Change CommunicationAdrian Cropley, ABC, FRSAPresidentCropley CommunicationMelbourne, Victoria, AustraliaTwitter@acropley

  2. Lets explore • The context for change • The impact of change on individuals and organisations • Identifying stakeholders – what are their likely reactions • Managing change fatigue and implementing cultural change • Building leadership competence in managing change and people in the journey

  3. The context Towers Watson 2013- 2014 Change and communication ROI study

  4. Top three comms activities unchanged, but… Source: CEC 2012 Resource Allocation Benchmarks

  5. Globally, less than 1 in 5 believe a leader will tell the truth on a difficult issue

  6. Old sources of information are no longer the most powerful • 75% of people don’t believe companies tell the truth in advertising • 9 out of 10 consumers online trust recommendations from people they know • 7 out of 10 consumers online trust opinions of unknown users • 78% of consumers trust peer recommendations • 61% trust family and friends, and customer reviews over manufacturers, experts or retailers Discussion: • What does this mean for the way organisations communicate? Arthur W Page Society – Building Belief

  7. Impact of change “There is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to manage, than to initiate a new order of things. For the initiator has enemies in all those who profit by the old order and only lukewarm defenders in those who would profit from the new.” Niccolo Machiavelli

  8. Reaction Time Reaction New stability Current stability Positive future planing Denial Seeing possibilities Blocking Anger Exploring Accepting Time Acceptance Action Commitment Shock Reaction  Cropley Communication

  9. Passive Resistance Acceptance Active Resistance Indifference Our stakeholders  Cropley Communication

  10. Willingness to change Participate Delegate Sell Tell Ability to change  Cropley Communication

  11. Reputation valley Reaction New stability Current stability Positive future planing Denial Seeing possibilities Blocking Anger Exploring Accepting Time Acceptance Action Commitment Shock Reaction  Cropley Communication 2008

  12. What we should do Shock Reaction Acceptance Action Commitment  Cropley Communication

  13. Change fatigue Ivey Business Journal 2006

  14. What are we dealing with here? Change Fatigue Amount of change Time to Change

  15. Focus on the big picture • Can a number of changes be communicated as one • Is there a logical path – Story? • Communicate in simple terms • Celebrate milestones and take it off the radar

  16. What does this mean for cultural change? Values Brand  Cropley Communication

  17. Where it fits Source:AA group

  18. Building leadership competence Towers Watson 2013- 2014 Change and communication ROI study

  19. Towers Watson 2013- 2014 Change and communication ROI study

  20. Tips from Ipsos Mori Three things tend to deteriorate automatically in situationsof change: • Employee perception of leadership visibility • Employee understanding of organisational objectives • Employee perception of being kept informed

  21. How leaders are judged • What are you saying? • Do you care? • Can I trust you? • How will you support me? What they say How they say it What they do

  22. Leaders should understand the audience High NOT CONCERNED/ BUT SHOULD BE Wake up call! CONCERNED AND RIGHTLY SO! Engage and involve Impact of project on employee NOT CONCERNEDAND NO NEED TO BE Explain CONCERNED BUT DON’T NEED TO BE Educate and reassure Low Employee interest/concern High Low Source: Bill Quirke

  23. The new Paradigm • Change is constant • Trust continues to shift • Leader action not words • Be where the conversation is Image-Extrovertdiary.blogspot.com

  24. IABC CanberraNew Paradigms for Change CommunicationAdrian Cropley, ABC, FRSAPresidentCropley CommunicationMelbourne, Victoria, AustraliaTwitter@acropley

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