communicators as change agents
DESCRIPTION
Overview of change management, failure rate and success factors. Communicators are naturally and uniquely positioned to step into the change agent role. Change agent traits, tools, tips.TRANSCRIPT
AGENTS
COMMUNICATORS
enabling and engaging the organizationLinda Ld Jacobson, APR
as
ARRIVING AT Change MANAGEMENT
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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
THE 4 + 1 OF Change MANAGEMENT
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A structured approach for transitioning individuals and organizations from a current state to a desired state
What?
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- Mission changes- Operational
changes- Technological
changes- Attitudinal
changes- Legislative
mandates
Why?
THE 4 + 1 OF Change MANAGEMENT
Image credit: Mission Impossible 4: Ghost Protocol, www.missionimpossible.com/gallery
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Who?
- Executive leadership
- Project team- OCM team- Change
sponsors- Change agents- Change targets
THE 4 + 1 OF Change MANAGEMENT
Image credit: Disney trailer from Toy Story 3
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Determine if the changes are complex enough to require a structured approach to implementa- tion.
When?
THE 4 + 1 OF Change MANAGEMENT
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How?
THE 4 + 1 OF Change MANAGEMENT
Effective use of change levers:- Leadership- Involvement- Communication- Training- Measurement
• 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.
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STATE OF Change MANAGEMENT
Sept. 12, 1981
Nebraska fails to stop Iowa * The Common Project Success Denominator Study, McKinsey
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STATE OF Change MANAGEMENT
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STATE OF Change MANAGEMENT
Failure to realize 50 percent + benefits
Failure to realize some benefits
Operational disruption at Go-Live
Executives unsatisfied
Employees unsatisfied
0 5 10 15 20 25 30 35 40 45
22 percent
41 percent
40 percent
32 percent
39 percent
The Common Project Success Denominator Study, McKinsey Image credit: The Why, What, How of Change Management, Parask Aushik
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STATE OF Change MANAGEMENTOrganizational 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.
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“Never tell people how to do things. Tell them what to do, and they will surprise you with their ingenuity.”
– General George S. Patton
UNDERSTAND Learning
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Perf
orm
ance
Time
The learning dip
“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
Making sense of change management: A complete guide to the models, tools & techniques of organization change, 2nd ed.
UNDERSTAND Learning
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Beha
vior
Time
1. Denial
2. Resistance
3. Exploration
Exte
rnal
Inte
rnal
Personal change modelModel by RapidBI
4. Commitment
UNDERSTAND Learning
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ENABLING Change
Establish a sense of urgency.
Create the guiding coalition.
Develop a clear shared vision.
Communicate the vision for buy-in.
Empower people to act on the vision.
Generate short term wins.
Consolidate and build on the gains.
Incorporate the changes into the culture.
Model by Professor John P. Kotter
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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
ENABLING Change
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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.
ENABLING Change
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Change Agents
TRAITS OF Change AGENTS
Strategic catalyst Influential thought advisor
Dot connector Not tied to the status quo
Marathoner
Problem solver
Consensus builder
Empathetic Educator
Data collector
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Contributing to the change
team
Creating vision and
values
Communicating and engaging
Empowering others
Noticing improvements and
energizing
Consolidating gains
Establishing the need for
change
Strategic Communicators
AwarenessAdvocacy
Adoption
COMMUNICATORS AS Change AGENTS
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3 STEROIDS1. 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
COMMUNICATORS AS Change AGENTS
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TOOLS FOR Change AGENTS
Tell the change-management story effectively.
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• Common channels and vehicles:– Company town halls– Print | Electronic
communications– Team briefings |
presentations– E-mails– Conference calls– Employee | customer focus
groups– Surveys
TOOLS FOR Change AGENTS
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• 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
TOOLS FOR Change AGENTS
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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.
LESSONS LEARNED
PTC Communications Approval Process
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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/
