Communication Framework for Change Agents
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This document provides a framework for change agents to effectively communicate change by understanding their audience's perspective and focusing the message. It outlines that people accept change at different rates due to personal and professional factors. The framework advises change agents to consider their audience's personal views on change, their professional focus areas, and whether the audience is receptive to determine the best approach. It provides examples of how to tailor the message based on the audience's role and perspective, such as emphasizing metrics for visionaries and process improvements for pragmatists. The overall goal is to understand the audience and communicate the value of change in a way that addresses their specific interests and concerns.
Communication Framework for Change Agents
- 1. Communica)on Framework for Change Agents
- 2. Want to drive change in your organiza2on? The Two Rules of Change: Technological change is inevitable, swift and exponentially powerful. Gordon Moore's wisdom People don’t accept and embrace change at the same pace or for the same reasons; resistance is inevitable. Geoffrey Moore and Roger Everett's wisdom
- 3. Win hearts and minds!
- 4. PROFESSIONAL My team’s or my own performance will improve or our business outcome will be better OR There isn’t enough evidence this will improve our business. PERSONAL I will have less tedious work to do. I will have less risk of error or I will look like a hero for sponsoring or supporting this. OR This will add hours to my week or day. I fear this will fail and I’ll look like a failure along with it. I have so much else going on, I don’t see how I can learn this now.
- 5. How does your audience react to change?
- 6. What's their personal perspec2ve? What excites change agents and visionaries rarely motivates conservatives and skeptics – understand your audience’s personal perspective on new ideas to be more effective communicating value.
- 7. What's their professional focus? What concerns senior executives and front-line practitioners are rarely the same. Map the level of detail and content of your message to the focal areas of the audience.
- 8. Is the audience cap2ve? If you’re a leader communicating change to your team, weigh and consider:
- 9. WATCHES: METRICS Focuses on: PERFORMANCE & RESULTS Visionary Share the vision, quan9fy what's possible: less cost or risk, more revenue or growth Pragma;c Quan9fy what's probable and steps/costs to achieve likely results Conserva;ve Quan9fy what others have achieved and the cost of not changing (cost, risk, revenue, share) Skep;c Determine quickly if the exec is a skep9c, find another sponsor if so LEVEL: Exec What's in it for them?
- 10. What's in it for them? Watches: PROCESS Focuses on: RELIABILITY & PREDICTABILITY Visionary Describe the poten9al process benefits and new opportuni9es available as a result of change Pragma;c Demonstrate probable process improvements. Highlight knowledge, risk or other gaps that will be closed Conserva;ve Detail the process improvements; demonstrate current process shortcomings so risk of inac9on exceeds risk of change Skep;c Minimize your 9me investment; highlight the risks, costs or shortcomings of current process. LEVEL: Director
- 11. Watches: ACTIONS Focuses on: EXECUTION PRIORITIES Visionary Highlight what more they can achieve and the personal and career opportunity presented Pragma;c Provide specific examples to show how this change improves key ac9ons; detail what is required to achieve results Conserva;ve Show how your idea reduces risk of failure, inac9on, or error in current prac9ces or prevents loss, so risk of inac9on as greater than the risk of change Skep;c Minimize 9me spent trying to convince this person. Find a strong execu9ve sponsor to help. LEVEL: Manager What's in it for them?
- 12. Watches: PROCESS Focuses on: STEPS & QUALITY Visionary Show how they can make a bigger impact, grow and be a part of great change Pragma;c Explain specifically what will change -‐-‐ what steps are eliminated, what are improved. Show execu9ve sponsorship Conserva;ve Itemize what they won't have to do in the future, what tedium is eliminated, and how they or their work will be beSer off Skep;c Don't invest 9me convincing this skep9c; there is liSle you can do to accelerate their adop9on LEVEL: Prac99oner What's in it for them?
- 13. Get the Workboard app free forever at www.workboard.com Now go change your world! Set ambi;ous goals Manage execu;on priori;es Mo;vate teams Streamline mee;ngs Recognize achievement Use Workboard to share and achieve your goals. Source: Moore, Geoffrey A., Inside the Tornado: Strategies for Developing, Leveraging, and Surviving Hypergrowth Markets