Change Communication Slides Used At The October 2010 International Summit Workshop


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  • Tell AZ leadership story, using the change curve
  • Institute for Employment Studies: 7 organisations inc HMRC, Sainsbury’s, London Borough of Merton, Centrica Identified 25 ‘engaging’ managers with high engagement scores. Interviewed them, their manager and their teams. Focused on engaging behaviours, which can be learned, rather than personality. Span of control from 4-5000 employees. These mgrs also good at the difficult stuff.
  • There is lots of research on resilience and although definitions vary slightly all agree that is a real strength to people in work and home life. Note on the previous slide, we suggested the manager should pair resilient and non-resilient people together. Typically People tend to divide into 2 types: type D tend to see change as a Danger and type O tend to see change as an Opportunity . Personal resilience can be increased and managers should think about how they can increase their own resilience and that of team members. It might be helpful to get managers to think about their view of life/or individual team members’ view of life: How do you (and members of your team) view change? Potential danger and something preferably to be avoided or a natural part of life and, possibly, an opportunity? How do you view life? A series of steps or a set of constantly shifting variables? Change initially makes most of us feel uncomfortable. How do you react to those feelings? Try to avoid them or accept that this is an uncomfortable but natural part of adjusting to change? How good are you at compartmentalising your feelings of anger or frustration? Do you spend time getting anxious about issues that you cannot control or do you focus on what you can control? How good are you at asking for help ?
  • Some of these might be tough for employees who don’t know what their future is. HMRC has created a useful handout (Moving checklist) that helps people to think about their working life to date and what they want to achieve in future. HR&Learning might be able to come and run such a workshop or perhaps the manager could ask similar questions of the team. This will help people address 4: not seeing themselves as victims but using the changes as a good opportunity to reflect on work and what they want to get out of it. Refer to Options assessment – help people plan their future
  • Event Name Here 12/02/2007 Project Name: HMRC v1.8 We asked focus groups to think about what makes them happy at work, the sorts of things that motivate them to put in more effort We then ran our own ‘engagement survey’ made up of 16 questions Focus groups were then left to develop action plans for their areas Results were similar in each area – (next slide)
  • Event Name Here 12/02/2007 Project Name: HMRC v1.8
  • Event Name Here 12/02/2007 Project Name: HMRC v1.8
  • Change Communication Slides Used At The October 2010 International Summit Workshop

    1. 1. Communicating through change Communication Summit 11 October 2010
    2. 2. Workshop leaders <ul><li>Mike Pounsford </li></ul><ul><li>Hilary Scarlett </li></ul>
    3. 3. This morning’s session <ul><li>Interactive, and relevant to your interests </li></ul><ul><li>Practical, but including frameworks and lessons </li></ul><ul><li>Insightful, using the experiences of others and case studies </li></ul>
    4. 4. Agenda <ul><li>Scene setting </li></ul><ul><li>Leadership </li></ul><ul><li>Managers and change champions </li></ul><ul><li>Involvement </li></ul><ul><li>Measurement and audience segmentation </li></ul>
    5. 5. <ul><li>SCENE SETTING </li></ul>
    6. 6. Widespread change anticipated* Internal Engagement better results through your people *RSA pre- seminar survey – May 2010
    7. 7. What changes are you going through? <ul><li>In pairs, briefly discuss what changes are taking place in your organisation and how people are responding to those changes </li></ul><ul><li>(could be in the recent past, now, or in the future) </li></ul>
    8. 8. The climate that change can create <ul><li>Personal/individual </li></ul><ul><li>Anxiety and restlessness </li></ul><ul><li>Excitement about new opportunities </li></ul><ul><li>Guilt/anger </li></ul><ul><li>Confusion and paralysis </li></ul><ul><li>Disappointment/depression </li></ul><ul><li>Disaffection </li></ul><ul><li>Organisational </li></ul><ul><li>‘ Losing the plot’: uncertainty about purpose, contribution required, roles and responsibilities </li></ul><ul><li>Rumours go into overdrive </li></ul><ul><li>New, potentially antagonistic relationships between different staff groups and between managers and staff </li></ul><ul><li>Changes in leadership style: sometimes greater visibility, sometimes less </li></ul><ul><li>Change in performance: sometimes up, sometimes down </li></ul><ul><li>Sense of renewal and new energy </li></ul>
    9. 9. Biggest challenges <ul><li>Leadership direction and visibility; keeping senior people on message/equipping middle-upper mgmt with sufficient info </li></ul><ul><li>Consistency through line management communication </li></ul><ul><li>Simplifying messages </li></ul><ul><li>Involvement </li></ul><ul><li>Targeting for different audiences </li></ul>
    10. 10. Different kinds of change need different types of communication Communication Participation in decision-making Communication reduces uncertainty; control leads to a greater sense of employee well-being Types of change Strategic Organisational-level changes e.g. external factors, change in government, change in direction, viability of the company Structural Inner workings of the company: eg change in structure, merging of work units, change of reporting lines, relocation Job-related Change in role, ways of working, responsibilities, use of technology
    11. 11. The steps to internalising change <ul><li>“ help thousands of people take small steps through the change process…” </li></ul>information conversation reflection action 3 Setting the scene Contact Awareness Understanding Engagement Acceptance Commitment Internalisation I know something is changing I know what it is I know the implications for me I’ll look at doing it the new way I’ll do it the new way This is the way we do things This is the way I do things Achieving acceptance Achieving commitment
    12. 12. <ul><li>LEADERSHIP </li></ul>
    13. 13. How one leader used the change curve to tell his story
    14. 15. Leaders can “seed” effective conversations during difficult change “ Leaders tend to talk about macro economy and political stuff when people just need to know how does this affect me” Sit in on team meetings Help field questions Feedback to Board “ The news may not be good but at least I get a view about what we are going to do about it” “ Gets filtered to focus on our issues” “ It gives us a chance to explore the difficult issues”
    15. 16. Sometimes leaders can say what the company officially cannot…. Corporate Affairs … and external media messages can help internally: ‘ Cadbury lays into Kraft as fight heats up’ The Daily Mail ‘ There’s no way I want to see Cadbury’s sold off to Kraft…’
    16. 17. Lessons <ul><li>Alignment of leadership </li></ul><ul><li>Make it easy for leaders to be visible </li></ul><ul><li>Be authentic </li></ul><ul><li>Make it personal </li></ul><ul><li>Demonstrate concern for people </li></ul><ul><li>Provide commentary – “off the record” </li></ul>
    17. 18. <ul><li>MANAGERS AND CHANGE CHAMPIONS </li></ul>
    18. 19. Managers Source: Institute for Employment Studies The top behaviours of engaging managers The top behaviours of disengaging managers Communicates, makes clear what’s expected Lacks empathy/interest in people Listens, values and involves team Fails to listen and communicate Supportive, backs team/you up Self-centred Target-focused Doesn’t motivate or inspire Clear strategic vision Blames others, doesn’t take responsibility Shows active interest in others Aggressive Good leadership skills Lacks awareness Respected Doesn’t deliver
    19. 20. The three major transition phases <ul><li>Endings </li></ul><ul><li>Listen </li></ul><ul><li>Don’t be surprised by ‘over reaction’ </li></ul><ul><li>Help people let go </li></ul><ul><li>Give people information </li></ul><ul><li>Mark the endings symbolically </li></ul><ul><li>Treat the past with respect </li></ul><ul><li>Define what’s over and what is not </li></ul><ul><li>Core purpose & values continue </li></ul><ul><li>Neutral Zone </li></ul><ul><li>Acknowledge the neutral zone </li></ul><ul><li>Create temporary systems, structures, roles </li></ul><ul><li>Protect from failure </li></ul><ul><li>Use the neutral zone creatively: opportunity to try new ways of doing things </li></ul><ul><li>New Beginnings </li></ul><ul><li>Encourage new ways of doing things </li></ul><ul><li>Paint a picture of what the future will be like </li></ul><ul><li>Rebuild trust </li></ul><ul><li>Involve people in planning </li></ul><ul><li>Celebrate success </li></ul>Source: William Bridges, Managing transitions, 1995 and 2002
    20. 21. Equipping managers with skills <ul><li>One approach: developing short workshops </li></ul><ul><ul><li>The impact on team and organisational performance </li></ul></ul><ul><ul><li>What creates engagement </li></ul></ul><ul><ul><li>Specific skills eg </li></ul></ul><ul><ul><ul><li>Involvement in decision-making at ‘local’ level </li></ul></ul></ul><ul><ul><ul><li>Making work meaningful </li></ul></ul></ul><ul><ul><ul><li>Balancing challenge and support </li></ul></ul></ul><ul><ul><ul><li>Flexible style (Situational leadership) </li></ul></ul></ul><ul><ul><ul><li>Coaching skills </li></ul></ul></ul><ul><ul><ul><li>Building resilience </li></ul></ul></ul>
    21. 22. Helping managers to share ideas – example from workshop Using quotes from Who moved my Cheese? and put them up on posters on the wall. Maidstone What some managers are doing to help people in the Neutral Zone Holding “Communal vents” one afternoon a week (but not on a Friday) St. Austell Creating a one-page personal moves planner so that people can plan what they take, what they leave and what they want from the future Getting staff to write up on flip charts what’s worrying them. Then dividing the concerns into two – those we can’t control and those we can. Then creating action plans for those they can control
    22. 23. <ul><li>“ More than education, more than experience, more than training, a person’s level of resilience will determine who succeeds and who fails.” </li></ul><ul><li>Dean Becker, President, Adaptiv Learning Systems </li></ul>
    23. 24. The 5 basic characteristics of resilience <ul><li>Resilient people: </li></ul><ul><li>Take a constructive but realistic view of change. They know life is complex but see the opportunities in change </li></ul><ul><li>Engage with change rather than trying to prevent it </li></ul><ul><li>Have a view of what they want to achieve in life or at work </li></ul><ul><li>Are not set in their ways: they remain flexible </li></ul><ul><li>Develop approaches to dealing with change – they don’t see themselves as victims. </li></ul><ul><li>Resilient and non-resilient people feel discomfort when faced by change but is how they react to the changes that make the difference. </li></ul><ul><li>You can help your team become more resilient. </li></ul>
    24. 25. Confident advocating purpose Confident advocating policies <ul><li>Reluctant advocates </li></ul><ul><li>Integrated campaign </li></ul><ul><li>Leadership support (from top and with workshop hosts) </li></ul><ul><li>Measureable improvement, reinforcement and confidence </li></ul>100+ workshops 2,500 leaders Creating Ambassadors at Natural England
    25. 26. <ul><li>INVOLVEMENT </li></ul>
    26. 27. <ul><li>What techniques are used in your organisation to increase involvement? </li></ul><ul><li>Which have been most effective at improving employee voice? </li></ul><ul><li>What are the recurring challenges? </li></ul>
    27. 28. <ul><li>Identify </li></ul><ul><ul><li>A small number of Natural Work areas of around 150 – 200 people </li></ul></ul><ul><ul><li>Facilitators in each area </li></ul></ul><ul><li>Involve local people to </li></ul><ul><ul><li>Explore “engagement” for them </li></ul></ul><ul><ul><li>Define simple measures for “engagement” in each area </li></ul></ul><ul><ul><li>Invite them to improve local engagement and performance </li></ul></ul><ul><ul><li>Roll out action plans to improve </li></ul></ul><ul><li>Lessons </li></ul><ul><ul><li>Improved quality, teamwork, service and productivity </li></ul></ul><ul><ul><li>Use cynics, lead from behind, go for pragmatic quick wins, respond immediately </li></ul></ul><ul><ul><li>Measure </li></ul></ul>Increasing voice – creating engagement “hot spots”
    28. 29. Metrics generated provide local data... All Results 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% I get feedback on how our work 'makes a difference' I would recommend my area as a good place to work My ideas and suggestions about how we work are valued I have sufficient access to learning required to do my job I feel like going the extra mile for my team I have had the opportunity to learn new skills in the last six months I am involved in decisions that affect how our team works I have the right information to do my job I have received recognition for good work in the last three months I am regularly invited to identify and solve work based problems My manager talks to me about how my work fits into our overall goals My work challenges me I feel I do a worthwhile job My manager values me I am clear what I am accountable for I am clear about the quality of work that is expected of me % Agree
    29. 30. What do participants think? ‘ I’ve loved being involved in this work because I felt listened to’ ‘ In the first session my example of feeling engaged was five years ago; in the second session it was this work’ ‘ At first I was very sceptical, but I think now we can really use this stuff’ ‘ Needs leading from bottom up so it does not feel like it is being done to you and led by a corporate spokesperson.’ ‘ Cynics turned in the process and became powerful advocates for change.’ ‘ I can see how this is going to make a difference’
    30. 32. <ul><li>MEASUREMENT & SEGMENTATION </li></ul><ul><li>- What and how do you measure communication and employees’ views through change? </li></ul>
    31. 33. Measurement – keeping it simple <ul><li>A. Knowledge of direction </li></ul><ul><li>1. I know the overall direction that M is taking </li></ul><ul><li>2. I know what the goals and strategy of my global business unit are </li></ul><ul><li>3. I know what the goals and strategy for my site and work unit are </li></ul><ul><li>4. I understand how my job/role contribute to company goals  </li></ul><ul><li>B. Quality of communication </li></ul><ul><li>1. I regularly meet with my immediate manager / supervisor to discuss what we are trying to achieve </li></ul><ul><li>2. There are opportunities to voice my concerns/questions </li></ul><ul><li>  3. Senior site managers are visible and able to talk about issues which affect me </li></ul><ul><li>4. Overall, company communication to employees is good </li></ul><ul><li>C. Relationship with M </li></ul><ul><li>1. M treats me fairly </li></ul><ul><li>2. I feel part of M </li></ul><ul><li>3. I feel optimistic about the overall direction that M is taking </li></ul><ul><li>4. I feel I can make a positive contribution to s future </li></ul><ul><li>5. M values its people </li></ul><ul><li>6. M values its customers </li></ul><ul><li>7. I believe that M is doing the right thing for its customers </li></ul>
    32. 34. Tracking - keeping it simple Share price rose 8-fold during the change programme and Chief Executive hailed as ‘the turn-around king’ by The Financial Times Year 1 2 3 4 I know the overall direction that the company is taking 28% agree 39% 49% 61% I understand how my job contributes to company goals 68% 77% 81% 82% Overall, communication to employees is good 37% 48% 55% 58%
    33. 35. <ul><li>SEGMENTATION </li></ul><ul><li>- How do you segment employees during change? </li></ul>
    34. 36. Using factors and clusters to segment <ul><li>Example of creating clusters of employees: </li></ul>Cluster 1 (1011 respondents) – not supported Negative about factor 8: supportive environment Negative about factor 1: communication (and development) Cluster 2 (916 respondents) – negative about customers and colleagues Negative about factor 6: customers Negative about factor 3: colleagues Negative about factor 7: my contribution Negative about factor 2: understanding of goals   Cluster 3 (3058 respondents) - positive Positive about factor 1: communication Positive about factor 8: supportive environment Positive about factor 6: customers Positive about factor 4: The future of the company   Cluster 4: (939 respondents) – negative about senior managers Negative about factor 9: senior managers talking about costs etc
    35. 37. The change in four months was striking... % agree Before After % change I understand the business strategy 54 82 +28 I feel that the business has an exciting future 43 68 +25 I understand our customers’ expectations 79 92 +13 I see how me and my team fit in the bigger picture 64 79 +15 I see how we need to change the way we work 64 81 +17
    36. 38. The business case Engaging people at all levels Successful change Unsuccessful change 59% 37% Source: McKinsey, June 2006; 1,536 global executives Costs of disengagement $300 billion in lost productivity Source: Gallup 2010 Total returns to shareholders 47% higher amongst effective communicators Source: Towers Watson 2010
    37. 39. Change communication – what we believe <ul><li>The nature of change differs and communication needs to be planned accordingly </li></ul><ul><li>Change is messy and ambiguous </li></ul><ul><li>Leaders need to be visible and know when to be consistent </li></ul><ul><li>Managers are key – equip and support them </li></ul><ul><li>People need a vision for the change and to see the benefits </li></ul><ul><li>The greater the uncertainty, the more a fair approach matters </li></ul><ul><li>Involvement in decision-making helps change and reduces stress </li></ul><ul><li>It’s not just the words, tone matters too </li></ul><ul><li>Symbolic moments speak volumes and can help or hinder hugely </li></ul><ul><li>Dignity – organisations need to think about the long-term relationship with those staying and leaving </li></ul><ul><li>Feedback </li></ul><ul><li>Sustained plan and campaign </li></ul>
    38. 40. Contact Us Michael Pounsford Couravel Limited Riverside House River Lawn Road Tonbridge Kent, TN9 1EP T +44 (0) 1732 78 3525 M +44 (0) 7860 196 343 F +44 (0) 0732 363 636 E [email_address] W