how to build buy-in in your school district for change or initiatives -from NSPRA in San Antonio

1. Building buy-in Selling change in your organization Brian Woodland NSPRA 2011 www.peelschools.org www.linkedin.com/in/BrianWoodland hashtag: #nspra11

3. But Brian I am so busy…even when I try to relax…

6. “ “ Any committee that is of the slightest use is composed of people who are too busy to want to sit on it for a second longer than they have to. - Katharine Whitehorn

8. You need to work at buy-in to break through the clutter, get attention, and build real team commitment

10. “ “ Commitment unlocks the doors of imagination, allows vision, and gives us the ‘right stuff’ to turn our dreams into reality - James Womack

12. A bit about change—and us

13. Get a system commitment

14. Get a yes from leadership

15. A quick case in point

17. Good PR starts with relationships, with the public, one-to-one

20. “ “ Preserve and use the human moment. - Crazy Busy

22. The point of the video… If we want to reveal the smile we need to go past -what we see -to who the person really is

25. A “Transparent” Moment You need to practice grounding

28. I could use a drink—of water or something.

29. Should I call my spouse?

30. I could sleep for five days straight.

31. When is lunch?

33. sets norms for humour, participation

34. brings people into the present

35. demonstrates value for others

36. gets brains in the room

38. the superintendent’s vision

40. Don’t squander your buy-in opportunities with things that just don’t matter—like a staff newsletter!

42. Support district strategic plan

43. Do not “sell” district

44. Not about superintendent image

45. Encourage parent involvement

48. You have role to support, enable

49. Not image-building

50. Not automatically a “yes”

51. Remember role of board

52. Even when you don’t like the idea

54. K-8 vs K-12

56. Staff need to make initiatives their own

62. system expectation that events will be planned based on the dates

67. will it help students succeed?

72. how do “they” feel about change?

76. we love the challenge, the excitement

79. I said no

81. Quick quiz: What percentage of your time—and that of the senior leaders in your district—is devoted to creating a shared and outwardly focussed long-term view of the future? The average time amongst senior executives is around __ per cent?

82. Answer: 3% Source: The Leadership Challenge, James Kouzes and Barry Posner

84. “ “ People don’t resist change. They resist being changed! - Peter Senge

85. Top 5 barriers to change (idea-killers) We’ve never done it before We tried that once and it failed We don’t have enough money It is the wrong time of year 5. Can we talk about it more?

88. “ “ Change is hard because people overestimate the value of what they have—and underestimate the value of what they may gain by giving that up. - James Belasco

90. Remember the...…

91. What do you think of when I say “the Alamo”?

93. “ “ If you want to build a ship, don't gather your people and ask them to provide wood, prepare tools, assign tasks. Call them together and raise in their minds the longing for an endless sea. - Antoine de Saint-Exupery

94. Question time: What is our “longing for an endless sea”?

95. “ “ If there is hope in the future there is power in the present. - John Maxwell

97. “ “ Hope is the great activator. - ZigZiglar

99. be the ongoing advocate

100. be willing talk the talk

101. be prepared to take the high road

102. use your communication prowess

104. “ “ Hope is the foundational quality of all change. - Alfred Adam

105. There are good ways and bad ways to make change happen...

109. “ “ Changing the attitude and behaviour of people is very, very hard to accomplish. You can't simply give a couple of speeches or write a new credo. If employees don't see the key changes in what you say and do and in your behaviours and mannerisms, it's hard to change the culture. - Thomas J. Neff and James M. Citrin, You’re in Charge—Now What?

110. “ “ Management deals with the here and now. Leadership looks beyond the present to imagine what could be. - Jim Clemmer, Leader's Digest

113. “ “ Leadership and learning are indispensable to each other. - JFK

115. We believe in listening

116. All ideas are good ideas

119. And we do for external audiences. But really, we think people in our district should just…

120. The truth is... we just want people to trust in our fabulousness!

122. We know what’s best

123. Frustrated by slow pace

124. Some ideas are dopey

128. WBI

129. WBI WORLD’S BEST IDEA

130. We are VERY excited about our WBI... WBI

132. We are afraid if we share our WBI internal staff might not recognize our innate brilliance... WBI

134. Bad news. Not everyone will love your WBI. Ever.

135. But the pesky input makes your WBI even better. Always. WBI

136. We need to honour and respect the experience of our internal audiences—seek, award and recognize their expertise

139. Can’t be by coincidence. Need to create formal structures for input.

140. Sometimes we do great works and the fabulous “thing”, “initiative” or even the “WBI” comes back to us like…

142. WBI WORLD’S BEST IDEA

143. Would you like a fast, easy and free way to avoid the boomerang.... WBI

145. Agenda input shared

146. Formal representation from principals, vice-principals, assistant superintendents, business

147. Minutes posted online

148. Test ideas out, get feedback

149. Hear how things are on the ground

151. Remember to pay attention to all system leaders…

152. “ “ Leadership is action, not position. - Donald H. McGannon

156. Us

157. Over-eager

160. Them

161. Super factual

164. There is a missing comma on page 63, paragraph four, line 12...

165. So that makes us worry our leadership team meeting experience will be less this…

167. And more this…

170. Do a good job

171. Welcome input-don’t take personally

172. Know rules

173. Watch your language

174. Know you will not win them all

175. Be prepared

178. At the table in Peel On senior team on executive committee at private session of board on contingency teams at director’s council part of the ‘learning side’ of the organization

180. Ways to get to the table___ become the organizational expert on crisis and crisis planning__ when you attend, be insightful__ find reasons to come to meetings__ find a buddy__ leverage successes__ read and share__ become a good predictor/issue watcher__ always know the news __use other districts as a rationale__ don’t take no for an answerYour ideas...

181. NO Say NO to NO!

184. Not this…

185. Question: What is the role and value of you as a school district PR person?

199. Focussed on learning

200. Part of the learning team

201. Integrated into the organization

202. Seen as more than a frill or budget cut fodder

207. “ “ The pinnacle is that of a trusted advisor, in which virtually all issues are open to discussion and exploration. The trusted advisor is who we turn to when an issue first arises. - The Trusted Advisor

209. You came from the private sector as a trained communicator... You don’t get education, and you never will. You never worked the frontlines, so I will do what I think is best.

211. Get your APR

212. Manage crises and issues superbly

215. The communication department’s work is focused on service to schools and their staff Janet McDougald Chair of the Board Peel District School Board

216. Late breaking news…I do not have a strategic communications plan!

219. Sometimes put your leadership team or board through a stress test!

220. “ “ We are willing to pay an expert hundreds of dollars an hour for advice, but we're unwilling to pay ourselves the courtesy of trusting that our own instincts and knowledge can guide us to successful completion. - Eric Maisel

222. Super factual

223. Even brutally honest feedback makes us better—to a point…

225. With so many team players and cheerleaders the brutally honest make us better. Really.

226. Someone needs to tell you about the missing comma...

227. “ “ Leaders learn by leading, and they learn best by leading in the face of obstacles. As weather shapes mountains, problems shape leaders. - Warren Bennis

230. Ask..how is agenda structured, where am I on the agenda, who else is on the agenda, how and when are questions taken, who is there, how much/little background etc.

231. In other words, know the secret handshake, or hand gesture…

236. Why not just have the superintendent tell them we are doing it…

244. If only every idea—no matter how un-sellable—was this easy to sell to senior team

246. We believe our communication skills will prevail, but some ideas aren’t sellable…

250. If under pressure you sweat, lose track of words, flush red, sob uncontrollably—don’t. And be ready.

253. Don’t have a missing comma on page 63, paragraph four, line 12...

255. And being prepared means if you don’t have the right answers, you have the right questions

257. “ “ Questions wake people up. They prompt new ideas. They show people new places, new ways of doing things. They help us admit that we don’t have all the answers. They help us become confident communicators - Leading With Questions

260. Students need this and……….. …………………………………. ……………………………………. ………………………….for children.

261. “ “ Change the world—one conversation at a time… It is not enough to be willing to speak. The time has come for you to speak. Your time of holding back, of guarding you private thoughts, is over. Your function in life is to make a declarative statement. - Susan Scott

263. Speak your mind—even when your voice shakes.

266. thrifty

267. PR-averse

268. process is their friend

269. site-based resistance to direction from centre

273. survived four name changes

274. is a big “P” and says our names starts with P

275. was not used consistently, not on school letterhead

276. not on one of our 221 “branches”

277. people had an unnatural affection for the “P”--especially my most senior people with all the power, influence, control over my destiny

279. The “big P” did not reflect our changed board or brand

281. listen--and use process as product

282. build buy-in/relinquish control

283. focus launch resources internally

284. remember external audiences/opinion leaders

286. One picture of the future Our key message: New signature of the Peel District School Board declares our public commitment to help all students succeed

288. build ownership/relinquish control

289. listen—and use process as product

290. focus launch resources internally

291. remember external audiences/opinion leaders

293. not under the radar—high profile

294. involve most senior people on “blue ribbon” committee

295. brand the branding—Picture the Future

296. deal with concerns before they become stumbling blocks(25 year club, heritage)

297. represent the system

300. build ownership and capacity/relinquish control

301. listen—and use process as product

302. focus launch resources internally

303. remember external audiences/opinion leaders

305. no pre-meetings—ever

306. made personal commitment

307. listen to advice—even if not what I thought (How many balloons?)

308. use their voices

309. facilitate--don’t direct

310. do not underestimate—help build capacity(hotel room/fashion examples)

312. build ownership and capacity/relinquish control

313. Listen—and use process as product

314. focus launch resources internally

315. remember external audiences/opinion leaders

317. start with RFP—reviewed based on criteria

318. six companies invited, four presented, two reference checked

319. committee made choices—had total ownership at each stage

320. many times where more info was needed about design etc.

322. thrifty

323. PR-averse

324. process is their friend

325. site-based--resistance to centre

327. extend “branding brand” with Picture the Future survey

328. Use info to separate personal opinion from organizational need

329. remember that process is their friend

330. test on most senior—then change—and feedback

331. make survey be seen as neutral

336. agreement on words

337. old “P” did not reflect our board/brand

338. distinct design direction given

339. useful info—comments re heritage of old logo

340. guided committee at each step—words put on boards around room at each meeting

342. The tone should be fun, youthful and modern.

344. committee asked for three to be refined

345. narrowed to one—many revisions

346. lively discussion but words were guide for what to choose, decide

347. brought up core questions about our brand—big or little, for example

349. presented in private session

350. all committee members spoke

351. shared the journey

352. started with words

353. unveiled—then explained logo

354. then gave sample pieces—portfolio, cards, letterhead

355. Approved! Applause! When do I get my hat?

358. One picture of the future

359. One picture of the future

360. One picture of the future

362. build ownership and capacity/relinquish control

363. Listen—and use process as product

364. focus launch resources internally

365. remember external audiences/opinion leaders

367. command performance for all system leaders

368. talked to committee—gathered ideas

369. each member had a “thing”—van, balloons, display system, pen, pin, briefcase

370. we decided to build on that with a “something for everyone” strategy

371. integrated committee into event

372. logo launch—secret centrepiece of speech

375. 3 Questions

376. 3 Questions

378. One picture of the future Unveiling the new visual identity for Peel DistrictSchool Board—video provides concrete, not abstract, message and connection

379. One picture of the future

381. New signature of the Peel District School Board declaresour public commitment to help all students succeed

383. speaking notes

384. q and a

385. exact instructions and timeline

389. launch kit with briefcase, pen, pin, video, all key publications usually have to wait for

390. unveil of new vans

391. new display systems

392. balloons--a big seller

393. told of external launch

402. no surprises policy

404. all staff received launch mailer before public

405. launch mailer—committee member idea—”I wish people could think about the words before they saw the logo”

410. sent in custom envelope that reinforced message

411. directed to www.peelschools.org for more information

413. we launched at our new Oscar Peterson Public School—with Oscar Peterson

414. unveiled first school sign, played his music

415. gave media all information—including cost

416. connected first with local media and with issues management at ministry

418. TORONTO STAR SEPT. 7, 2005

419. MISSISSAUGA NEWS SEPT. 7, 2005

420. BRAMPTON BULLETIN SEPTEMBER 8, 2005

422. www.peelschools.org electronic version of launch mailer, teaser emails

423. integrated into events/speeches

425. build ownership and capacity/relinquish control

426. Listen—and use process as product

427. focus launch resources internally

428. remember external audiences/opinion leaders

439. no criticisms/issues

440. exceeded all communication objectives/targets

441. we cannot keep up with demand for items

442. no use of old logo--within a week

443. new logo is used consistently

444. now rolling out standard school signage and letterhead

446. Some feedback I love the logo. Great job on the launch! – reporter, Mississauga News This was the best start of the year event we've ever had. Everyone loves the new logo. – Superintendent of Education The launch was masterful. This project has been the highlight of our professional careers. – Co-owners, Hambly and Woolley Inc. The success of the logo is all about the fact that the committee felt valued and honoured. Our input was welcomed. You and your team have much to be proud of. You're the best in the country. – Chair of the board Who could not love this logo? It makes you smile every time you see it. – Ontario Public School Boards' Association I showed my staff the video. It tells everything you need to know in two and a half minutes, and they love the logo.– secondary school principal

447. 145,000 students: One picture of the future I don't think anyone could have imagined a launch as successful as this one. The system has adopted the identity as their own.– Director of Education I love the new logo. Can I get pins for my whole school staff? – elementary school principal I want to congratulate you on a job well done this morning. The venue was great, and it looked fabulous when you entered the building. I think everyone was hyped up by the time they left.– Peel board employee It (the logo) immediately delivers a warm message that we are a caring board. I am proud to be a part of this board.– secondary school principal I think it (the logo) reflects the curiosity of young students and how they're looking ahead for knowledge. I also think it shows the way a school board should be.– parent

448. 145,000 students: One picture of the future

451. A last word… Never forget that even the smallest acts of kindness by each of us can have a major impact on the lives of the children we serve…