Post on 21-Nov-2014
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Building buy-inSelling change in your organization
Brian WoodlandNSPRA 2011
www.peelschools.org
www.linkedin.com/in/BrianWoodlandhashtag: #nspra11
But Brian I am so busy…even when I try to relax…
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
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You need to work at buy-in to break through the clutter, get attention, and build real team commitment
Commitment unlocks the doors of imagination, allows vision, and gives us the ‘right stuff’ to turn our dreams into reality
- James Womack
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What we will do together...
• What is buy-in for?•A bit about change—and us• Get a system commitment• Get a yes from leadership•A quick case in point•Thunderous applause, great evaluations, lunch
Good PR starts with relationships, with the public, one-to-one
Preserve and use the human moment.
- Crazy Busy
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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
Brian Woodland
• Director of Communications, speaker, Dad
• Adopted son with an adopted son
Write down
-what people see
-who you are
A “Transparent” Moment
You need to practice grounding
Why? Because you are here...
• Am I missing important Will and Kate coverage?•I could use a drink—of water or something. •Should I call my spouse?•I could sleep for five days straight.•When is lunch?•Will this get funny soon??
About Grounding...
• an inclusion activity•sets norms for humour, participation•brings people into the present•demonstrates value for others•gets brains in the room•focuses mental energy
What we will do together...
• What is buy-in for?
What are you trying to get buy-in for?
• what is “right” from a PR perspective
• the superintendent’s vision • what is best for kids
What are you trying to get buy-in for?
• what is “right” from a PR perspective
Don’t squander your buy-in opportunities with things that just don’t matter—like a staff newsletter!
What are the “right things”?
•Increase openness/transparency•Support district strategic plan•Do not “sell” district•Not about superintendent image •Encourage parent involvement•Respond to needs of schools
What are you trying to get buy-in for?
• the superintendent’s vision
By using powerful language, positive communication style, and non-verbal expressiveness, leaders breathe life into a vision.
The Leadership Challenge
The superintendent’s vision-really?
• As system leader has role to guide • You have role to support, enable• Not image-building• Not automatically a “yes”• Remember role of board• Even when you don’t like the idea• Even if you don’t like superintendent
Like what?
•“Consult” vs “inform”•K-8 vs K-12•Student lottery
Without buy-in, people can’t stand the pressure
•Need to build real commitment•Staff need to make initiatives their own•Takes time to internalize
• developed with faith groups
• system expectation that events will be planned based on the dates
• we have moved, cancelled events that conflicted with faith days
Without buy-in, people can’t stand the pressure
•Without buy-in no good act can stand up to even one negative voice
What are you trying to get buy-in for?
•what is best for kids
What’s best for kids
• direct support of schools• will it help students succeed?• research supports
What we will do together...
•A bit about change—and us
We need a common understanding of what “change” means…
A bit about change—and us
• how do “we” feel about change?
• how do “they” feel about change? • what do we do?
Do we really notice how much has changed around us...
How do “we” feel about change?
• yes, thank you!
• we love the challenge, the excitement • it’s a rush!
Our theme song about change…
How do “they” feel about change?
• no, thank you
• I said no • I mean no.
“Their” theme song about change?
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?
Answer: 3%
Source: The Leadership Challenge, James Kouzes and Barry Posner
People don’t resist change. They resist being changed!
- Peter Senge
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Top 5 barriers to change (idea-killers)
1. We’ve never done it before2. We tried that once and it failed3. We don’t have enough money4. It is the wrong time of year 5. Can we talk about it more?
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
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Remember the...…
What do you think of when I say “the Alamo”?
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
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Question time:
What is our “longing for an endless sea”?
If there is hope in the future there is power in the present.
- John Maxwell
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Hope is the great activator.
- Zig Ziglar
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145,000 students: One picture of the future
Getting to the heart of the matter
• be passionate about what you believe• be the ongoing advocate• be willing talk the talk• be prepared to take the high road• use your communication prowess•lead the conversation about learning
Hope is the foundational quality of all change.
- Alfred Adam
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There are good ways and bad ways to make change happen...
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?
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Management deals with the here and now. Leadership looks beyond the present to imagine what could be.
- Jim Clemmer, Leader's Digest
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Leadership and learning are indispensable to each other.
- JFK
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What we will do together...
•Get a system commitment
What we say...
•“R” for research critical part of our RACE work•We believe in listening•All ideas are good ideas•We want to hear other voices
And we do for external audiences. But really, we think people in our district should just…
The truth is... we just want people to trust in our fabulousness!
Why...
•This is our area of expertise•We know what’s best•Frustrated by slow pace•Some ideas are dopey•And the big one..people will love our idea so much they won’t worry that we did not consult..In other words we are...
WBI
WBIWORLD’S BEST IDEA
WBI
We are VERY excited about our WBI...
WBI
We are afraid if we share our WBI internal staff might not recognize our innate brilliance...
Bad news. Not everyone will love your WBI.Ever.
WBI
But the pesky input makes your WBI even better. Always.
We need to honour and respect the experience of our internal audiences—seek, award and recognize their expertise
Can’t be by coincidence. Need to create formal structures for input.
Sometimes we do great works and the fabulous “thing”, “initiative” or even the “WBI” comes back to us like…
WBIWORLD’S BEST IDEA
WBI
Would you like a fast, easy and free way to avoid the boomerang....
Create a work team/advisory committee
•Meet monthly•Agenda input shared•Formal representation from principals, vice-principals, assistant superintendents, business• Minutes posted online•Test ideas out, get feedback•Hear how things are on the ground•Builds buy-in. Big time.
Breakthrough innovations depend on ordinary people bridging their expertise and building their communities around their insights.
- Kathleen Eisenhardt
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Remember to pay attention to all system leaders…
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Leadership is action, not position.
- Donald H. McGannon
What we will do together...
•Get a yes from leadership
Us
Over-
eager
Them
Super factual
There is a missing comma on page 63, paragraph four, line 12...
So that makes us worry our leadership team meeting experience will be less this…
And more this…
Get a “yes” from leadership•Be part of the “ring of fire”•Do a good job•Welcome input-don’t take personally•Know rules•Watch your language•Know you will not win them all•Be prepared•Talk kids
Get a “yes” from leadership•Be part of the “ring of fire”
Are you at the table?
The unofficial org chart
“The Action”• Decisions, interplay, discussions, arguments
Your role—take it and communicate it as directed. Period.
YOU
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
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 answer
Your ideas...
NOSay NO to NO!
Get a “yes” from leadership•Do a good job
Do you sometimes find yourself in the “usual” roles?
Not this…
Question: What is the role and value of you as a school district PR person?
On ounce of prevention…
Unless you are:
•A voice at the table•Focussed on learning•Part of the learning team•Integrated into the organization•Seen as more than a frill or budget cut fodder•Then you cannot build buy-in.
Question time...
• What is your “C” level in the district?
•Credibility
What do we want most as professional communicators in education? (quick tip—not a cool new mug!)
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
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Why they should NOT listen to you
• you came from the public sector, or straight from college... You really know nothing about education, and I don’t even believe this “PR” thing is a profession, so I will do what I think is best
• 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. • You were a teacher in the system... You don’t know anything that I don’t know, so I will do what I think is best.
So, how do you become the trusted advisor
• Win awards
• Get your APR • Manage crises and issues superbly
•Stay focussed on what matters to your district
• The communication department’s work is focused on service to schools and their staff
Janet McDougaldChair of the BoardPeel District School Board
Late breaking news…I do not have a strategic communications plan!
Sometimes put your leadership team or board through a stress test!
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
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Get a “yes” from leadership•Welcome input-don’t take personally
Super factual
Even brutally honest feedback makes us better—to a point…
With so many team players and cheerleaders the brutally honest make us better. Really.
Someone needs to tell you about the missing comma...
Leaders learn by leading, and they learn best by leading in the face of obstacles. As weather shapes mountains, problems shape leaders.
- Warren Bennis
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Get a “yes” from leadership•Know rules
Understand the structure, rules of engagement and how group works together…
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.
In other words, know the secret handshake, or hand gesture…
Why not just have the superintendent tell them we are doing it…
Get a “yes” from leadership•Watch your language
Don’t let the wrong words form a barrier to getting ideas through leadership council in a “presentation”
Watch your words
•Journalism•Gotcha Journalism
“Is your item for information, dialogue or discussion...”
Get a “yes” from leadership•Know you will not win them all
If only every idea—no matter how un-sellable—was this easy to sell to senior team
We believe our communication skills will prevail, but some ideas aren’t sellable…
Get a “yes” from leadership•Be prepared
Be prepared, be calm, be ready. Not…
If under pressure you sweat, lose track of words, flush red, sob uncontrollably—don’t. And be ready.
Don’t have a missing comma on page 63, paragraph four, line 12...
And being prepared means if you don’t have the right answers, you have the right questions
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
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Get a “yes” from leadership•Talk kids
To work in the world lovingly means that we are defining what we will be for—rather than reacting to what we are against.
- Christine Baldwin
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Students need this and………..………………………………….…………………………………….………………………….for children.
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
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Speak your mind—even when your voice shakes.
What we will do together...
•A quick case in point
5 horrifying, jaw-dropping ideas to shut down your senior team
1. Let’s open up Facebook for all students and staff
2. Let’s post senior admin and trustee expenses online
3. Let’s publish our school-by-school violence statistics
4. We need to develop a policy around washroom use by
transgendered students and staff
5. Let’s change the board logo
About our culture
• generally do not like change• thrifty• PR-averse• process is their friend• site-based resistance to direction from centre• of 20,000 staff, 19,998 think they are
designers
Logo dated from creation of the original Peel County Board
of Education in 1969—and it looked it.
145,000 students: One picture of the future
About the (beloved) old logo
• created 36 years ago for the Peel County Board of
Education• survived four name changes• is a big “P” and says our names starts with P• was not used consistently, not on school letterhead• not on one of our 221 “branches”• people had an unnatural affection for the “P”--especially
my most senior people with all the power, influence,
control over my destiny• reviewed (unsuccessfully) in 1991
The “big P” did not reflect our changed board or brand
145,000 students: One picture of the future
How we did it
• start at the top• listen--and use process as product• build buy-in/relinquish control• focus launch resources internally• remember external audiences/opinion
leaders• leverage successes
Our key message:
Peel District School Board deserves a consistent visible identity
(the message was not that the old identity was terrible)
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
145,000 students: One picture of the future
How we did it
• start at the top• build ownership/relinquish control• listen—and use process as product• focus launch resources internally• remember external audiences/opinion
leaders• leverage successes
145,000 students: One picture of the future
Start at the top
• brought to full board• not under the radar—high profile• involve most senior people on “blue ribbon”
committee• brand the branding—Picture the Future• deal with concerns before they become
stumbling blocks(25 year club, heritage)• represent the system• get it approved and process defined
One picture of the future
Future Committee:
Director, chair, two trustees, superintendent of
education, finance superintendent, appointed
elementary principal, appointed secondary principal
145,000 students: One picture of the future
How we did it
• start at the top• build ownership and capacity/relinquish control• listen—and use process as product• focus launch resources internally• remember external audiences/opinion leaders• leverage successes
145,000 students: One picture of the future
How?• committee members always spoke first• no pre-meetings—ever• made personal commitment• listen to advice—even if not what I thought
(How many balloons?)• use their voices• facilitate--don’t direct• do not underestimate—help build capacity(hotel
room/fashion examples)•make it fun/worthwhile/valuable
145,000 students: One picture of the future
How we did it•start at the top•build ownership and capacity/relinquish control•Listen—and use process as product•focus launch resources internally•remember external audiences/opinion leaders•leverage successes
145,000 students: One picture of the future
Process is my best friend
• system likes process—comfortable—so use it• start with RFP—reviewed based on criteria• six companies invited, four presented, two
reference checked• committee made choices—had total ownership
at each stage• many times where more info was needed about
design etc. • choice made was unanimous
145,000 students: One picture of the future
About our culture• generally resistant to change
• thrifty• PR-averse
• process is their friend• site-based--resistance to centre
• 20,000 staff, 19,998 think they are designers
145,000 students: One picture of the future
How do you create a logo—I mean
visual identity—without definition of
organization need/brand
• consult—ask• extend “branding brand” with Picture the Future survey• Use info to separate personal opinion from
organizational need• remember that process is their friend• test on most senior—then change—and feedback• make survey be seen as neutral• leave nothing to chance
Survey was a success
• over 500 people responded—unions, senior staff,
trustees, parents, school councils, faith leaders,
community agencies, business leaders, teaching and
non-teaching staff, mangers, students• agreement on words• old “P” did not reflect our board/brand• distinct design direction given• useful info—comments re heritage of old logo• guided committee at each step—words put on boards
around room at each meeting• through process defined our brand—for the first time
Survey was a success
145,000 students: One picture of the future
What they said
•The Peel board is student-focussed, diverse and progressive.•The tone should be fun, youthful and modern.•The identity should be bold, simple, timeless and make use of a symbol.
145,000 students: One picture of the future
Now over to Hambly and Woolley Inc.
• brought ten fully-rendered designs • committee asked for three to be refined • narrowed to one—many revisions• lively discussion but words were guide for what to choose, decide• brought up core questions about our brand—big or little, for example• involved a “journey”—some loved it logo—some not—all came to love it
145,000 students: One picture of the future
And the winner is...
•presented to board June—18 months after start of process•presented in private session•all committee members spoke•shared the journey•started with words•unveiled—then explained logo•then gave sample pieces—portfolio, cards, letterhead•Approved! Applause! When do I get my hat?•keep it secret for three months!!
Nothing left to chance
Nothing left to chance Report of the Picture the Future Committee-In-CommitteeJune 14, 2005
Brief Overview – Brian Initial Process – Brian Survey Results – BrianDesign Process – Barb & BobHeritage and Preservation of the 'P' – Barb & BobReview Process – Rani & JudyLogo Unveil – Barb & BobElementary – Hazel Secondary – ScottStaff – ConnieCommittee Stands Behind Logo – Jim Questions – Jim/BrianMotion – JanetRollout After Approval – Janet
One picture of the future
One picture of the future
One picture of the future
145,000 students: One picture of the future
How we did it•start at the top•build ownership and capacity/relinquish control•Listen—and use process as product•focus launch resources internally•remember external audiences/opinion leaders•leverage successes
145,000 students: One picture of the future
Use existing, expected event for launch
• start-of-year speech became our big gamble• command performance for all system leaders • talked to committee—gathered ideas• each member had a “thing”—van, balloons, display system, pen, pin, briefcase• we decided to build on that with a “something for everyone” strategy• integrated committee into event• logo launch—secret centrepiece of speech• all materials “hinted” at logo in advance
145,000 students: One picture of the future
Advance material hinted at visual identity,
speech laid groundwork by focussing on
importance of first impressions
3 Questions
3 Questions
One picture of the future
Unveiling the new visual identity for Peel District
School Board—video provides concrete, not abstract,
message and connection
One picture of the future
New signature of the Peel District School Board declaresour public commitment to help all students succeed
Leaders given material to deliver the
message
• copy of video• speaking notes• q and a• exact instructions and timeline• call to action
One picture of the future
145,000 students: One picture of the future
“Something for everyone” means
everyone
• chocolate business cards• launch kit with briefcase, pen, pin, video, all key
publications usually have to wait for• unveil of new vans• new display systems• balloons--a big seller• told of external launch• lunch bags for frontline staff at separate event
145,000 students: One picture of the future
Honour internal audiences
• we say our internal audiences will always have
information first• no surprises policy• event on Wednesday, holiday on Monday, public
launch on Tuesday
Honour internal audiences
• leaders had video and notes to use before
Tuesday launch• all staff received launch mailer before public• launch mailer—committee member idea—”I
wish people could think about the words before
they saw the logo”• at least 70 per cent of principals showed video
—our goal was 50 per cent
Honour internal audiences
• mailer shared “the journey”•Idea of committee member
145,000 students: One picture of the future
External audiences-opinion leaders
• opinion leaders (politicians, community
agencies, faith leaders, boards of trade
members, other communicators, media, ministry
of education, etc.) sent launch mailer• sent in custom envelope that reinforced
message• directed to www.peelschools.org for more
information• we sent 5000
145,000 students: One picture of the future
External launch—used existing media
opportunity
•start-of-school is a natural time for media stories—but
lots of competition,•we launched at our new Oscar Peterson Public School—
with Oscar Peterson•unveiled first school sign, played his music•gave media all information—including cost•connected first with local media and with issues
management at ministry•second launch in Brampton
TORONTO STAR
SEPT. 7, 2005
MISSISSAUGA NEWS
SEPT. 7, 2005
BRAMPTON BULLETIN
SEPTEMBER 8, 2005
145,000 students: One picture of the future
External audiences-beyond the launch
• camera-ready article for parents• www.peelschools.org electronic version of
launch mailer, teaser emails• integrated into events/speeches• asked all principals to talk to school councils
145,000 students: One picture of the future
How we did it•start at the top•build ownership and capacity/relinquish control•Listen—and use process as product•focus launch resources internally•remember external audiences/opinion leaders•leverage successes
145,000 students: One picture of the future
Seek out opportunities to build on the
success, continue with momentum, see
the transformation of simple things into
powerful brand extensions
145,000 students: One picture of the future
Some measures of success• the logo was approved• no criticisms/issues• exceeded all communication objectives/targets• we cannot keep up with demand for items• no use of old logo--within a week• new logo is used consistently• now rolling out standard school signage and letterhead• won two major awards
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
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
145,000 students: One picture of the future
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…
What we will do together...
•Thunderous applause, great evaluations, lunch