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COMMUNICATORS

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

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  1. as COMMUNICATORS enabling and engaging the organization AGENTS Linda Ld Jacobson, APR

  2. Arriving at Change management

  3. 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

  4. The 4 + 1 of Change management • A structured approach for transitioning individuals and organizations from a current state to a desired state

  5. 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

  6. 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

  7. The 4 + 1 of Change management • Determine if the changes are complex enough to require a structured approach to implementa- tion.

  8. The 4 + 1 of Change management • Effective use of change levers: • Leadership • Involvement • Communication • Training • Measurement

  9. 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

  10. State of Change management

  11. 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

  12. 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.

  13. 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

  14. 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.

  15. UnderstandLearning 1. Denial 3. Exploration Internal Behavior External 2. Resistance 4. Commitment Time Personal change model Model by RapidBI

  16. 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

  17. 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

  18. 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.

  19. 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

  20. Communicators as Change Agents Awareness Advocacy Strategic Communicators Adoption

  21. 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

  22. Tools for Change Agents Tell the change-management story effectively.

  23. 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

  24. 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

  25. 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

  26. 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/

  27. Change management questions Linda Ld Jacobson, APR ljacobson@quepr.com

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