Communicators as change agents
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1. The document discusses the 4+1 model of change management which includes establishing a sense of urgency, developing a shared vision, empowering others to act on the vision, generating short-term wins, and consolidating gains. 2. It emphasizes that communicators play an important role as change agents by establishing the need for change, contributing to the change team, consolidating gains, and communicating and engaging others. 3. Effective tools and channels for change agents include common channels like town halls and emails as well as less common channels like social media, video, and customized survey tools to constantly, continuously, and consistently communicate the right information to the right
Communicators as change agents
- 1. COMMUNICATORS as AGENTS enabling and engaging the organization Linda Ld Jacobson, APR
- 2. ARRIVING AT Change MANAGEMENT 2
- 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 3
- 4. THE 4 + 1 OF Change MANAGEMENT What? A structured approach for transitioning individuals and organizations from a current state to a desired state 4
- 5. THE 4 + 1 OF Change MANAGEMENT Why? - Mission changes - Operational changes - Technological changes - Attitudinal changes - Legislative mandates Image credit: Mission Impossible 4: Ghost Protocol, www.missionimpossible.com/gallery 5
- 6. THE 4 + 1 OF Change MANAGEMENT Who? - Executive leadership - Project team - OCM team - Change sponsors - Change agents - Change targets Image credit: Disney trailer from Toy Story 3 6
- 7. THE 4 + 1 OF Change MANAGEMENT When? Determine if the changes are complex enough to require a structured approach to implementa- tion. 7
- 8. THE 4 + 1 OF Change MANAGEMENT How? Effective use of change levers: - Leadership - Involvement - Communication - Training - Measurement 8
- 9. STATE OF Change MANAGEMENT • 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. Sept. 12, 1981 Nebraska fails to stop Iowa * The Common Project Success Denominator Study, McKinsey 9
- 10. STATE OF Change MANAGEMENT 10
- 11. STATE OF Change MANAGEMENT Employees unsatisfied 39 percent Executives unsatisfied 32 percent Operational disruption at Go-Live 40 percent Failure to realize some benefits 22 percent Failure to realize 50 percent + benefits 41 percent 0 5 10 15 20 25 30 35 40 45 The Common Project Success Denominator Study, McKinsey Image credit: The Why, What, How of Change Management, Parask Aushik 11
- 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. 12
- 13. UNDERSTAND Learning “Never tell people how to do things. Tell them what to do, and they will surprise you with their ingenuity.” – General George S. Patton 13
- 14. UNDERSTAND Learning “I once read that people are normally productive for about 5-7 hours in an Performance 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 Time The learning dip Making sense of change management: A complete guide to the models, tools & techniques of organization change, 2nd ed. 14
- 15. UNDERSTAND Learning 1. Denial 3. Exploration Internal Behavior External 2. Resistance 4. Commitment Time Personal change model Model by RapidBI 15
- 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 16
- 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 17
- 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. 18
- 19. TRAITS OF Change AGENTS Data collector Strategic catalyst Influential thought advisor Not tied to the status quo Dot connector Change Agents Empathetic Educator Consensus builder Marathoner Problem solver 19
- 20. COMMUNICATORS AS Change AGENTS Establishing Contributing the need for to the change change team Creating Consolidating vision and gains values Strategic Communicators Noticing Communicating improvements and and engaging energizing Empowering others 20
- 21. COMMUNICATORS AS Change AGENTS 3 STEROIDS 1. The right information needs to get to the right people at the right time. 2. Communicate constantly, continuously and consistently. 3. Be innovative but strategic in your communications. Image credit: www.vectorvilla.com 21
- 22. TOOLS FOR Change AGENTS Tell the change-management story effectively. 22
- 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 23
- 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 24
- 25. Change AGENT IN ACTION – 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. 25 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/ 26
- 27. Change MANAGEMENT QUESTIONS Linda Ld Jacobson, APR ljacobson@quepr.com 27
Editor's Notes
- #5: What is CM? Change management has at least three different aspects, including: adapting to change, controlling change, and effecting change. A proactive approach to dealing with change is at the core of all three aspects. For an organization, change management means defining and implementing procedures, processes and/or technologies to deal with changes in the business environment and to profit from changing opportunities. At the individual level, it means understanding the changes that must take place within the individuals to ensure that the change is successful. Organizational change management requires a holistic approach that addresses both process and people.
- #6: Why do organizations undergo change management?Triggers for change vary. The mission changes; operational changes are needed due to growth, mergers and acquisitions, IT process changes, or legislative mandates. Sometimes, organizational change is needed to redirect the culture, address financial loss or market share loss, or to address large customer or employee feedback concerns.
- #7: Who is involved?Executive leadership Project teamOCM team- Change sponsors- Change agentsChange targets