The document summarizes an internal communications workshop about engaging employees during periods of change. Laura Pallut from Save the Children and Paul Sweetman from Fishburn Hedges discussed the context and challenges of organizational change. They outlined principles for effective communication, including anticipation, clarity, leadership, empathy, and flexibility. Key practical steps include analyzing audiences, articulating clear messages, engaging gatekeepers, building dialogue and feedback mechanisms, and embedding changes. The workshop provided tools and examples for crafting a strategic internal communication plan to support change initiatives in organizations.
This document provides an overview of mentoring principles and best practices for Company ABC. It discusses that mentoring is a confidential relationship aimed at developing skills and competencies through learning and experimentation. Mentors significantly help mentees reach major goals and accelerate their learning. The document outlines 10 guiding principles for mentoring including being authentic, expanding mentoring over a lifetime, focusing on passions and stretch goals, and acting consistently with one's brand identity. It also provides details on mentoring lifecycles, skills, and processes to facilitate effective mentoring relationships.
Communities of Practice, the who, the what, the howLeigh Rathbone
Communities of practice are not new, but they are gathering importance as the world moves from Waterfall delivery methods to a more agile mindset. In that world, colleagues need a water hole, a way of learning, sharing, and up skilling, introducing my take, my experiences of CoPs. Its a journey that relays the failures, the learnings, and where we are now
This document provides 10 values for creating a positive work environment:
1. Be up-to-date on relevant skills through constant training.
2. Deliver on all promises made and ensure they make a difference.
3. Consider timing, as it is important.
4. Learn to say "no" when you are unable or don't have time.
5. Strive to become indispensable through work and relationships.
I’ve been “holding space” (creating environments where clients can feel safe and supported while resolving important issues) for as long as I can remember. Recently, I realized that I couldn’t adequately explain to myself, much less to anyone else, how I went about holding space. I decided to look at my own experience, as well as that of other practitioners, to more clearly understand what was important for me about this activity. I am sharing the results in this eBook.
1) The document discusses change management and setting a performing mindset to appreciate change. It outlines the objectives of the session as giving insight into the mindset and attitude required to appreciate change and deliver assigned mandates.
2) Key aspects of change management covered include defining organizational change, what change management is, the importance of leadership, and managing change at different levels like goals, systems, policies. Barriers to change are highlighted.
3) Elements of a high performing mindset discussed include desire, commitment, and taking responsibility. Communication strategies like the 5 C's and coaching to build employee commitment are also summarized.
One of the neglected skills that many managers ovrerlook is to confront reality, confirm "truths," and objectively address the needs of the business in a way that productively meets requirement
The document discusses concepts for transforming an organization's culture and leadership approach from managing compliance to enabling possibility thinking. It advocates for altering employees' worldviews to change what they see as possible and appropriate rather than just monitoring behavior. Key points include listening for new ideas rather than just confirming existing beliefs, making declarations about an inspiring future vision rather than just assertions about the present, and how 16% of employees adopting a new idea can create an unstoppable change.
This document provides an overview of mentoring principles and best practices for Company ABC. It discusses that mentoring is a confidential relationship aimed at developing skills and competencies through learning and experimentation. Mentors significantly help mentees reach major goals and accelerate their learning. The document outlines 10 guiding principles for mentoring including being authentic, expanding mentoring over a lifetime, focusing on passions and stretch goals, and acting consistently with one's brand identity. It also provides details on mentoring lifecycles, skills, and processes to facilitate effective mentoring relationships.
Communities of Practice, the who, the what, the howLeigh Rathbone
Communities of practice are not new, but they are gathering importance as the world moves from Waterfall delivery methods to a more agile mindset. In that world, colleagues need a water hole, a way of learning, sharing, and up skilling, introducing my take, my experiences of CoPs. Its a journey that relays the failures, the learnings, and where we are now
This document provides 10 values for creating a positive work environment:
1. Be up-to-date on relevant skills through constant training.
2. Deliver on all promises made and ensure they make a difference.
3. Consider timing, as it is important.
4. Learn to say "no" when you are unable or don't have time.
5. Strive to become indispensable through work and relationships.
I’ve been “holding space” (creating environments where clients can feel safe and supported while resolving important issues) for as long as I can remember. Recently, I realized that I couldn’t adequately explain to myself, much less to anyone else, how I went about holding space. I decided to look at my own experience, as well as that of other practitioners, to more clearly understand what was important for me about this activity. I am sharing the results in this eBook.
1) The document discusses change management and setting a performing mindset to appreciate change. It outlines the objectives of the session as giving insight into the mindset and attitude required to appreciate change and deliver assigned mandates.
2) Key aspects of change management covered include defining organizational change, what change management is, the importance of leadership, and managing change at different levels like goals, systems, policies. Barriers to change are highlighted.
3) Elements of a high performing mindset discussed include desire, commitment, and taking responsibility. Communication strategies like the 5 C's and coaching to build employee commitment are also summarized.
One of the neglected skills that many managers ovrerlook is to confront reality, confirm "truths," and objectively address the needs of the business in a way that productively meets requirement
The document discusses concepts for transforming an organization's culture and leadership approach from managing compliance to enabling possibility thinking. It advocates for altering employees' worldviews to change what they see as possible and appropriate rather than just monitoring behavior. Key points include listening for new ideas rather than just confirming existing beliefs, making declarations about an inspiring future vision rather than just assertions about the present, and how 16% of employees adopting a new idea can create an unstoppable change.
In this document, Deb James introduces an approach to "measuring what matters" for community partnerships. She discusses evaluation in three stages: planning what to measure by defining success, describing changes, and considering evidence; collecting and analyzing information through various methods; and using findings to reflect, learn, improve, and share successes. Key tips include prioritizing what's most important to measure, using both numbers and stories as evidence, and focusing on learning as well as proving success. The goal is for partnerships to better understand their impact and tell their story of progress.
If you need a great program for change management in your organization. Here it is. I would be happy to offer this program to you free of charge and to actually conduct a one hour overview with your organization FREE, if you are in the Phoenix Area. Otherwise, enjoy and use this slide show.
This document discusses the importance of service leadership. It argues that effective leadership requires caring about people and having vision, purpose, and moral integrity. It outlines five key areas of service leadership: leadership, customer advocacy, business savvy, getting results done, and being ambassadors. Details, delivering tactical results, and creating a service culture all make a difference for service leaders. Leaders must remove barriers, hold teams accountable, and work with other teams to deliver transparent services with a sense of urgency.
The document discusses social factors that influence collaboration behaviors and adoption of new technologies. It presents a model of four stages of user adoption: winning attention, cultivating basic concepts, enlivening applicability, and making it real. People care about making progress on meaningful work, developing skills and expertise, having autonomy and input, and trust. Whether and how much people share is influenced by what they care about and reasons like building reputation, job requirements, helping others, or creating opportunities. Improving collaboration requires understanding these human behaviors and small, repeated changes to culture over time by leaders setting examples of expanded sharing and cooperation.
The document provides an overview of the BUILD process for developing entrepreneurial solutions to social issues. The BUILD process involves five steps: Believe, Understand, Invent, Listen, and Deliver. It describes how each step was applied to develop solutions for improving curriculum and hygiene awareness at Ikageng Crèche in South Africa. Under the "Understand" step, community needs were identified in areas like curriculum, hygiene, and outdoor space. Under "Invent", potential solutions were brainstormed like new curriculum, games, and advertising. Through "Listen", feedback was gathered and solutions like new curriculum, games, and mats were selected. Under "Deliver", the solutions were implemented and their impact was
This webinar covered introducing and implementing new ideas in government. It discussed the importance of understanding your organizational climate and goals before presenting a new idea. It then outlined a three step process for implementing ideas: 1) Sell the idea by identifying an existing gap and how the idea fills it, 2) Pitch the idea by presenting the gap and asking for needed resources, and 3) Work the idea by assembling resources, inspiring teams, and identifying small wins. The webinar emphasized believing in ideas, socializing them positively, staying resilient, and finding champions. Subject matter experts then answered questions from participants.
Planning, Selling, and Engaging: Gaining Buy-In from Ideation to DeliveryJerry Manas
Jerry Manas shares best practices in software and process adoption and change leadership, gaining buy-in from ideation to delivery. Based on a chapter in his book, The Resource Management and Capacity Planning Handbook.
Convince me – persuasion techniques that get things doneKevin Kline
From noted IT expert and author, Kevin Kline - Ever wanted to convince the boss try something new, but didn't know where to start? Ever tried to lead your peers only to fail to achieve your goals? This session teaches you the eight techniques of influencing IT professionals, so that you can innovate and achieve change in your organization.
1. Learn about the fundamental difference between influence and authority and how you can achieve a high degree of influence without explicit authority.
2. Learn the eight techniques of influencing IT professionals, when to apply them, and how to best use them.
3. Discover the communication and procedural techniques that ensure your ideas get a hearing by bosses and peers, and how to best win support for them.
Bagi Pengunjung Slideshare yang Membutuhkan PELATIHAN PENGEMBANGAN MANAJEMEN, PERUBAHAN MANAJEMEN atau MANAJEMEN SECARA UMUM ataupun MANAJEMEN SDM, DLL maka Anda dapat menghubungi Kami di : 0878-7063-5053 (Fast Response) dengan HARD-Hi SMART CONSULTING
How to create personas and how to segement your audience in a meaningful way.
Hammad Khan of Zabisco presented this slideshow to a crowd of 50 digital decision makers for a Figaro Digital seminar in November 2011.
This document discusses how to better understand website and app audiences through the use of personas. It recommends moving beyond traditional role-based segmentation by humanizing personas so they reflect real people's motivations and goals. The document provides a 5-step process for creating effective personas: 1) identify individuals, 2) understand goals and scenarios, 3) discover motivations, 4) apply appropriate modes of persuasion, and 5) create profile summaries centered around users. Motivations can be intrinsic like mastery or extrinsic like recognition. Personas should be used to guide design and marketing rather than just created as an exercise.
My second invited keynote in March- this time to an amazing audience in Tokyo -- had great attendance by a wide range of academics, entrepreneurs/champions AND high-ranking government officials. (Content overlaps with Dubai talk.) Also presenting is Boo Edgar from Gothenburg, Dr. Noriko Tajo of Hosei, Dr. Shingo Igarashi of Kyushu/QREC and Dr, Yoshii Ishii, METI.
This presentation covered understanding and overcoming bias in the workplace. It discussed how unrecognized bias can negatively impact teams and provided case studies to illustrate potential biases. The key messages were that bias is often unintentional and based on life experiences, recognizing bias in oneself and others is important for building strong, diverse teams, and being open to different perspectives is crucial for leveraging diversity.
Taking the pain out of communications planningCharityComms
This document discusses principles for effective communications planning. It emphasizes that strategic planning should not just be a paper exercise but should focus on providing information to audiences. It also notes that communications should not just focus on big launches but require ongoing engagement. The document provides templates for conducting a communications audit, developing objectives, campaigns, and annual plans. It stresses integrating channels and involving stakeholders to build relationships rather than just making asks.
In the rapidly evolving landscape of education in today's world, the ability to navigate complex change is crucial for leaders and organizations. Leading such change requires building the buy-in of stakeholders, address roadblocks hindering progress, and fostering a culture of experimentation that embraces calculated risks and encourages learning from failures. This workshop introduces the concept of transformative leadership, introducing a comprehensive framework specifically designed to guide leaders and organizations as they tackle complex challenges where no obvious solution exists.
These slides are from a workshop run at the Aurora Institute Symposium in Palm Springs, October 2023
This document discusses Appreciative Inquiry and how it can be applied to agile teams. Appreciative Inquiry is a philosophy and process that focuses on what works well rather than identifying problems. It involves asking positive, open-ended questions to discover strengths and imagine possibilities. The document outlines how Appreciative Inquiry uses a 5 D process (Define, Discover, Dream, Design, Destiny) and appreciative interviews to shift a group's mindset. It provides examples of reframing questions from a problem-focused to an appreciative lens and suggests adapting Appreciative Inquiry through appreciative retrospectives and visualizing desired outcomes.
The science behind fake news and misinformation: lessons for effective charit...CharityComms
Dr Andreas Kappes, lecturer, City, University of London
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
How to find the heart of your story and truly connect with your audienceCharityComms
Stephen Follows, creative director, Catsnake
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
In this document, Deb James introduces an approach to "measuring what matters" for community partnerships. She discusses evaluation in three stages: planning what to measure by defining success, describing changes, and considering evidence; collecting and analyzing information through various methods; and using findings to reflect, learn, improve, and share successes. Key tips include prioritizing what's most important to measure, using both numbers and stories as evidence, and focusing on learning as well as proving success. The goal is for partnerships to better understand their impact and tell their story of progress.
If you need a great program for change management in your organization. Here it is. I would be happy to offer this program to you free of charge and to actually conduct a one hour overview with your organization FREE, if you are in the Phoenix Area. Otherwise, enjoy and use this slide show.
This document discusses the importance of service leadership. It argues that effective leadership requires caring about people and having vision, purpose, and moral integrity. It outlines five key areas of service leadership: leadership, customer advocacy, business savvy, getting results done, and being ambassadors. Details, delivering tactical results, and creating a service culture all make a difference for service leaders. Leaders must remove barriers, hold teams accountable, and work with other teams to deliver transparent services with a sense of urgency.
The document discusses social factors that influence collaboration behaviors and adoption of new technologies. It presents a model of four stages of user adoption: winning attention, cultivating basic concepts, enlivening applicability, and making it real. People care about making progress on meaningful work, developing skills and expertise, having autonomy and input, and trust. Whether and how much people share is influenced by what they care about and reasons like building reputation, job requirements, helping others, or creating opportunities. Improving collaboration requires understanding these human behaviors and small, repeated changes to culture over time by leaders setting examples of expanded sharing and cooperation.
The document provides an overview of the BUILD process for developing entrepreneurial solutions to social issues. The BUILD process involves five steps: Believe, Understand, Invent, Listen, and Deliver. It describes how each step was applied to develop solutions for improving curriculum and hygiene awareness at Ikageng Crèche in South Africa. Under the "Understand" step, community needs were identified in areas like curriculum, hygiene, and outdoor space. Under "Invent", potential solutions were brainstormed like new curriculum, games, and advertising. Through "Listen", feedback was gathered and solutions like new curriculum, games, and mats were selected. Under "Deliver", the solutions were implemented and their impact was
This webinar covered introducing and implementing new ideas in government. It discussed the importance of understanding your organizational climate and goals before presenting a new idea. It then outlined a three step process for implementing ideas: 1) Sell the idea by identifying an existing gap and how the idea fills it, 2) Pitch the idea by presenting the gap and asking for needed resources, and 3) Work the idea by assembling resources, inspiring teams, and identifying small wins. The webinar emphasized believing in ideas, socializing them positively, staying resilient, and finding champions. Subject matter experts then answered questions from participants.
Planning, Selling, and Engaging: Gaining Buy-In from Ideation to DeliveryJerry Manas
Jerry Manas shares best practices in software and process adoption and change leadership, gaining buy-in from ideation to delivery. Based on a chapter in his book, The Resource Management and Capacity Planning Handbook.
Convince me – persuasion techniques that get things doneKevin Kline
From noted IT expert and author, Kevin Kline - Ever wanted to convince the boss try something new, but didn't know where to start? Ever tried to lead your peers only to fail to achieve your goals? This session teaches you the eight techniques of influencing IT professionals, so that you can innovate and achieve change in your organization.
1. Learn about the fundamental difference between influence and authority and how you can achieve a high degree of influence without explicit authority.
2. Learn the eight techniques of influencing IT professionals, when to apply them, and how to best use them.
3. Discover the communication and procedural techniques that ensure your ideas get a hearing by bosses and peers, and how to best win support for them.
Bagi Pengunjung Slideshare yang Membutuhkan PELATIHAN PENGEMBANGAN MANAJEMEN, PERUBAHAN MANAJEMEN atau MANAJEMEN SECARA UMUM ataupun MANAJEMEN SDM, DLL maka Anda dapat menghubungi Kami di : 0878-7063-5053 (Fast Response) dengan HARD-Hi SMART CONSULTING
How to create personas and how to segement your audience in a meaningful way.
Hammad Khan of Zabisco presented this slideshow to a crowd of 50 digital decision makers for a Figaro Digital seminar in November 2011.
This document discusses how to better understand website and app audiences through the use of personas. It recommends moving beyond traditional role-based segmentation by humanizing personas so they reflect real people's motivations and goals. The document provides a 5-step process for creating effective personas: 1) identify individuals, 2) understand goals and scenarios, 3) discover motivations, 4) apply appropriate modes of persuasion, and 5) create profile summaries centered around users. Motivations can be intrinsic like mastery or extrinsic like recognition. Personas should be used to guide design and marketing rather than just created as an exercise.
My second invited keynote in March- this time to an amazing audience in Tokyo -- had great attendance by a wide range of academics, entrepreneurs/champions AND high-ranking government officials. (Content overlaps with Dubai talk.) Also presenting is Boo Edgar from Gothenburg, Dr. Noriko Tajo of Hosei, Dr. Shingo Igarashi of Kyushu/QREC and Dr, Yoshii Ishii, METI.
This presentation covered understanding and overcoming bias in the workplace. It discussed how unrecognized bias can negatively impact teams and provided case studies to illustrate potential biases. The key messages were that bias is often unintentional and based on life experiences, recognizing bias in oneself and others is important for building strong, diverse teams, and being open to different perspectives is crucial for leveraging diversity.
Taking the pain out of communications planningCharityComms
This document discusses principles for effective communications planning. It emphasizes that strategic planning should not just be a paper exercise but should focus on providing information to audiences. It also notes that communications should not just focus on big launches but require ongoing engagement. The document provides templates for conducting a communications audit, developing objectives, campaigns, and annual plans. It stresses integrating channels and involving stakeholders to build relationships rather than just making asks.
In the rapidly evolving landscape of education in today's world, the ability to navigate complex change is crucial for leaders and organizations. Leading such change requires building the buy-in of stakeholders, address roadblocks hindering progress, and fostering a culture of experimentation that embraces calculated risks and encourages learning from failures. This workshop introduces the concept of transformative leadership, introducing a comprehensive framework specifically designed to guide leaders and organizations as they tackle complex challenges where no obvious solution exists.
These slides are from a workshop run at the Aurora Institute Symposium in Palm Springs, October 2023
This document discusses Appreciative Inquiry and how it can be applied to agile teams. Appreciative Inquiry is a philosophy and process that focuses on what works well rather than identifying problems. It involves asking positive, open-ended questions to discover strengths and imagine possibilities. The document outlines how Appreciative Inquiry uses a 5 D process (Define, Discover, Dream, Design, Destiny) and appreciative interviews to shift a group's mindset. It provides examples of reframing questions from a problem-focused to an appreciative lens and suggests adapting Appreciative Inquiry through appreciative retrospectives and visualizing desired outcomes.
The science behind fake news and misinformation: lessons for effective charit...CharityComms
Dr Andreas Kappes, lecturer, City, University of London
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
How to find the heart of your story and truly connect with your audienceCharityComms
Stephen Follows, creative director, Catsnake
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
Testing stories in the real world: a case study breakdown with Unicef and Cat...CharityComms
Stephen Follows, creative director, Catsnake and Madhu Parthasarathi, digital campaigns manager, Unicef
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
Shifting public perceptions of childhood obesity as part of a long-term appro...CharityComms
Rosa Vaquero, head of communications and Rachel Pidgeon, communications manager, Guy's and St. Thomas' Charity
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
Golden rules for changing hearts and minds in divided timesCharityComms
Nicky Hawkins, director of impact, FrameWorks Institute
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
How framing is changing the rules of charity commsCharityComms
Luke Henrion, strategic communications manager and Paul Brook, chief copywriter, Joseph Rowntree Foundation
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
Applying behavioural insights to commsCharityComms
Clare Delargy, senior advisor, The Behavioural Insights Team
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
Alexandra Chesterfield, behavioural scientist, Depolarization Project and Laura Osborne, associate, Depolarization Project and campaigns director, London First
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
What if we thought right outside the box?CharityComms
Antonio Cappelletti, director of engagement and communications, The Brain Tumour Charity
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
Creating a new sea story - a first aid kit for ocean communicationsCharityComms
The document discusses creating effective communication strategies for raising awareness about ocean conservation. It recommends establishing that the ocean has health, showing how human health is connected, communicating past harms, focusing on solutions and stewardship, being creative, and repeating key messages. The Marine CoLAB aims to cultivate public understanding of ocean systems and solutions through collaboration, experimentation, and framing issues around shared values. Their "changing health" story and reframing the ocean as the planet's body or climate's heart are presented as promising communication approaches.
This document summarizes trends affecting charities and nonprofit organizations. It discusses how the COVID-19 pandemic may accelerate changes to flexible working arrangements. Younger generations are having different views of charities that organizations need to understand. While Brexit continues to impact politics, charities must work to build relationships with new MPs and consider how to engage Conservative voters. Mental health and environmental issues are rising up public and political agendas. Charities are experimenting with pop-up events and spoken word audio to engage new audiences.
What defines us? The importance of authentic communicators and the misconcept...CharityComms
Gary Mazin, stories library manager, RNIB
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
What has our brand got to do with our gossip culture?CharityComms
Kelly Smith, partner, NEO and Karin Tenelius, founder, Tuff Leadership Training
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
How to identify or develop a values framework and apply it to your audiencesCharityComms
Cian Murphy, research director, nfpSynergy
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
Embedding social research insights into your communications and culture CharityComms
Kate Nightingale, head of marketing and communications and Francesca Albanese, head of research and evaluation, Crisis
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
20 Voices for 2020: Using supporter-generated content to share personal storiesCharityComms
This document discusses a campaign by Fight for Sight called "20 Voices for 2020" that aims to raise awareness of the personal impact of sight loss in the UK. It will feature 20 supporter-generated videos sharing stories of how sight loss has affected people's lives. While supporter-generated content is authentic, it also poses risks like unsuitable language or poor storytelling. To address this, the document recommends carefully selecting case studies and having open conversations about language to guide stories in the right direction without compromising authenticity.
Crisis at Christmas: Sharing real-life stories at the point of supportCharityComms
Grace Stokes, senior media officer and George Olney, stories manager, Crisis
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
How Bowel Cancer UK maximise case studies during Bowel Cancer Awareness MonthCharityComms
Francesca Corbett, press manager, Bowel Cancer UK
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
Crisis communications isn't always about the negativeCharityComms
Nicola Swanborough, acting head of external affairs, Epilepsy Society
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
What opportunities does the new parliament offer charities?CharityComms
This document summarizes a report on opportunities for charities in the new UK parliament. It finds that Brexit, housing, education, and the economy top MPs' agendas. Conservative MPs were more likely to trust and engage with local charities. Face-to-face meetings and events were seen as the most influential ways for charities to contact MPs. The report advises charities to emphasize their local links and constituency-level impacts to appeal to Conservative MPs.
What opportunities does the new parliament offer charities?
Employee engagement during change
1. Internal Communications and
Employee Engagement Workshop
17 February 2011
CharityComms is the professional membership body for charity communicators. We believe charity communications
are integral to each charity’s work for a better world.
W: www.charitycomms.org.uk
T: 0207 426 8877
E: emma@charitycomms.org.uk
6. What do we mean by change?
There are many types of change:
• Mergers and acquisitions
• New strategy/vision
• Re-structuring
• Brand engagement
• Closures/redundancies
• Constant evolution…
7. The trials of tough times
• Falling budgets
• Service cessation
• Office closures
• Redundancy programmes
• Employee/volunteer morale
• Public awareness/concern
8. The challenge of change
“There is still a strong tendency for directors
to adopt the ‘ready, fire, aim’ approach to
change and then to pray that the impetus will
carry them through. This approach creates
confusion, demoralisation and resistance to
change. It is highly cost-ineffective and
organisationally destructive”
(Professor Bob Garratt, Imperial College, London)
13
9. A typical change curve
“I’m gutted!” “To make things
“I’m gutted!” work around here
“I feel numb” we could do this”
“I feel numb”
“ I don’t believe it”
“This can’t be “I’m prepared to
happening” give it a go”
“ OK, I’ll give it the
benefit of the
doubt”
Commitment/ excitement
Denial/rejection Enthusiasm/hope
“ How can I have got
myself into this position?”
“ What happens next?”
Anger/resistance Acceptance/curiosity
Opposed Engaged
10. Building commitment
Commitment
Degree of change
Involvement
Support
Understanding
Awareness
Degree of involvement
11. Our top ten principles
• Anticipation
• Clarity
• Predictability
• Regularity (“little but often”)
• Leadership and management
• Dialogue
12. Our top ten principles (cont/d)
• Empathy
• Co-ordination
• Responsiveness
• Integration
And one more, underpinning them all:
• Flexibility
16. 1. Build a firm foundation
• Help leaders understand the role and impact of comms (even when
there isn’t any change…)
• Create a cross-functional Comms team (e.g. HR)
• Agree on key objectives and milestones
• Ask the difficult questions, eg:
o What can/can’t we say at each stage?
o Are there any events/issues that could affect us?
o Does everyone agree to follow the principles/practices laid down?
• Make sure plans, reporting processes, protocols are clear
17. 2. Analyse audience(s)
• Draw together existing evidence…
o audience maps
o employee research
o channel mapping
• …but segment for this specific exercise
• Identify key groups, eg
o ‘gatekeepers’
o special groups (eg maternity, long-term sick, absent people)
• Articulate the ‘desired response’ from each group
19. Desired audience responses
The rational: The emotional: The action:
what do we what do we what do we
want people want people to want people
to know? feel? to do?
21. 3. Articulate messages
• Create a clear, core narrative
o rationale
o facts/evidence
o vision
o empathy
o process
• Involve key stakeholders in development/testing
• Equip all protagonists to use this narrative, eg:
o leaders
o managers
o gatekeepers
• Review regularly and update
23. 4. Equip ‘gatekeepers’
• Leaders set vision, ‘gatekeepers’ shape and deliver
• Collate knowledge/insights about communication preferences
• Issue bespoke briefings on role and importance, eg:
o Note from CEO/webcast/audio
o Briefing document and core narrative
o Q&As to respond to teams
• Keep them informed
• Keep seeking views and feedback
o What concerns do they have?
o What questions are others raising with them?
• Recognise they may be affected too…
24. 5. Engage audiences
• Create one programme, tailored as necessary
o Core mechanisms, for momentum
o Additional channels by audience
• Keep information flowing, even as brief updates
o Maintain leadership visibility
o Harness full communication infrastructure
• Ensure consistent support for ‘gatekeepers’
• Seek, welcome and respond to employee feedback/ideas
• Show how people affected are being treated
• Maintain alignment with external communication
• Monitor and respond (not least to social media…)
25. 6. Build dialogue – and gain feedback
• Change requires communication, not just information
• Dialogue opportunities:
o Leadership: audio, visits, ’11@11’, ‘speed date’ process
o Management: Team meetings, ‘breakout moments’
o Functional: ‘surgeries’ , breakfast sessions
o Electronic: blogs, discussion boards, video pods
o Quirky: postcards, ‘question of week’
• Proactively seek feedback and questions
• Feed back the feedback
• Be rapid, open and honest throughout
26. Evaluation opportunities
Out-
Outputs Outcomes
takes
• Feedback forms • ‘Pulse’ surveys • Full survey
• Audience numbers • Pop-up surveys • Business metrics
• User figures • Key figure interviews
• Focus groups
• Q&A processes
27. 7. Embed the change
• Keep showing care and empathy (for those who leave and
those who remain)
• Identify new symbols and stories
o New ways of working?
o Front-line anecdotes?
• Celebrate supportive behaviour
o Case studies
o Proof points
• Maintain leadership visibility
• Continue supporting ‘gatekeepers’
• Keep seeking, sharing and responding to feedback
• Align processes/performance management
29. Your challenge
• Your organisation is facing pressure on resources
and cuts on funding
• It will need to reduce the scope of its services and
make redundancies as a result
• It will need to introduce these changes whilst
seeking to maintain, as far as possible, ‘business as
usual’
• You need to prepare an internal communication
plan to support the change
30. Groups
• Group 1 – consider audiences/desired response
• Group 2 – core script
• Group 3 - communication channels, opportunities and issues
10 mins and then present back
32. Top tips
• Plan, plan, and plan again
• Don’t hide
• Create a crystal clear narrative: and stick to it
• Ask the difficult questions up-front
• Stick to what you can say, when (and don’t speculate)
• Be prepared to unsettle people
• Be candid but show compassion
• Be vigilant and responsive at all times
33. Common pitfalls
• Not being clear on rationale
• Not speaking to audience interests/concerns
• Leaving rumours to fill the void
• Using ‘management speak’
• Not building dialogue
• Not evaluating/seeking feedback
34. Handouts
1. Typical format for internal communications plan
2. Typical internal document set
3. Brief for communication champions