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Communicators as change agents

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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.

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Communicators as change agents

  1. 1. COMMUNICATORS as AGENTS enabling and engaging the organization Linda Ld Jacobson, APR
  2. 2. ARRIVING AT Change MANAGEMENT 2
  3. 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. 4. THE 4 + 1 OF ChangeMANAGEMENT What?A structuredapproach fortransitioningindividuals andorganizationsfrom a currentstate to adesired state 4
  5. 5. THE 4 + 1 OF ChangeMANAGEMENT Why?- Mission changes- Operational changes- Technological changes- Attitudinal changes- Legislative mandates Image credit: Mission Impossible 4: Ghost Protocol, www.missionimpossible.com/gallery 5
  6. 6. THE 4 + 1 OF ChangeMANAGEMENT Who?- Executive leadership- Project team- OCM team- Change sponsors- Change agents- Change targets Image credit: Disney trailer from Toy Story 3 6
  7. 7. THE 4 + 1 OF ChangeMANAGEMENT When?Determine ifthe changes arecomplexenough torequire astructuredapproach toimplementa-tion. 7
  8. 8. THE 4 + 1 OF ChangeMANAGEMENT How?Effective use ofchange levers:- Leadership- Involvement- Communication- Training- Measurement 8
  9. 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, 1981Nebraska fails to stop Iowa * The Common Project Success Denominator Study, McKinsey 9
  10. 10. STATE OF Change MANAGEMENT 10
  11. 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 percentFailure 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. 12. 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. 12
  13. 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. 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. 15. UNDERSTAND Learning 1. Denial 3. Exploration Internal Behavior External 2. Resistance 4. Commitment Time Personal change model Model by RapidBI 15
  16. 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. 17. ENABLING ChangeFocus on the 50 percentwho are neutral. Theyrepresent the tipping point. Making Change Work: Practical Tools for Overcoming Human Resistance to Change, Brien Palmer 17
  18. 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. 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. 20. COMMUNICATORS AS ChangeAGENTS 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. 21. COMMUNICATORS AS ChangeAGENTS 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. 22. TOOLS FOR Change AGENTSTell the change-management story effectively. 22
  23. 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. 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. 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. 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. 27. Change MANAGEMENT QUESTIONS Linda Ld Jacobson, APR ljacobson@quepr.com 27

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