Change Management ebook

The Change ManagerTips For Effective Communication In Periods Of Rapid Change

| Change Manager Communications Planning Workbookwww.amplifi.ca

Strategic Communication Planning

Communication Planning

Description Of The Change Initiative

Situation Analysis

Communication Objectives

Briefly describe your top 3 communications objectives

Stakeholder & Audience Analysis

Developing Key Messages

Most Likely Questions

Communications Approaches

Communications Tools To Consider

Typical Responses to Pending Change

Communication Approach – Implementation Planning

Link to other programs and initiatives

Timeline, Milestones and Commitment Calendar

Budgeting

Evaluation

Approval Process

Communication Planning Final Checklist

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Tips & ToolsA Workbook for Managers

Change Manager Communications Planning Workbook | www.amplifi.ca

Strategic Communication Planning

This section contains a series of steps and checklists to assist you in focused planning of your strategic communication and change mobilization activities. This material will support comprehensive planning of sustained communication strategies, or in an abbreviated application will be useful for individual change initiatives and unique projects.

Communication Planning

This workbook will guide you to address and document relevant aspects of commu-nicating about the change initiative or business outcome you are trying to achieve. Following the templates and instructions you will develop a strategic approach to communications planning, giving consideration to:

1. Initiative Description and Business Objectives

2. Situation Analysis

3. Communication Objectives

4. Stakeholders and Audiences

5. Key Messages

6. Most Likely Questions

7. Communication Approaches (Tactics and Tools)

8. Link to overall communication program and other initiatives

9. Timeline, Milestones and Commitment Calendar

10. Budget

11. Evaluation

12. Approval Process


Description Of The Change Initiative

Provide a summary of the needed change in the operations, or in staff activities or behaviour. Outline the business objectives to be achieved or supported by this change. Be specific; including wherever possible, a list of what will be stopped, added, or considered; and any new measures of success. Specify the time requirement for completion.

1.0 Initiative

Description

(What is the initiative and what will be different when this initiative is implemented)

Business Objectives

(What are the measurable outcomes expected as a result of the change)

Completion Date

(What are the important milestones?)

Title


Situation Analysis

A succinct assessment of the current operating situation establishes the base from which change can be measured. What gets measured gets managed. This descrip-tion should provide an image of the urgent need for communication, the expected outcome, and identify known obstacles or enablers to receiving the messages.

2.0

Current Environment

1.0 Describe existing operation, behaviour or situation

Current Understanding

2.0 What has led to the need for change?2.1 What is known now about the need or planned change?2.2 What is the ‘change readiness’ of the affected group(s)?

Current communications

approaches & sources of information

3.0 Publications 3.1 Technology use3.2 Group meetings3.3 Advisory groups3.4 Third parties 3.5 Others?

Other Activities

List current or planned business initiatives and communications that may compete for attention or distract attention from the planned change.

Situation Analysis


Communication Objectives

Communications objectives should be clearly stated, supporting the business objec-tive, and relate to measurable outcomes. Depending upon the magnitude of change and the size of your organization, the communications effort may require an extended period of time in order to accommodate management availability and to address the cycle of change acceptance (awareness, understanding, acceptance, action).

Prior to drafting the communications objectives, consider the following:

What would happen if we don’t communicate about this right now?

What is the recognized sense of urgency for the change?

How do we expect (staff) to react to the planned change?

What are relevant measures of success for each phase of communications? Where do we stand at this point?

❏ Awareness

❏ Understanding

❏ Acceptance

❏ Action


Briefly describe your top 3 communications objectives

What you want to accomplish through communications, and when it is to be done by? (Outcomes are measurable indicators of progress toward the objective):

Objective #1:

Key Outcomes:1.

2.

Objective #2:

Key Outcomes:1.

2.

Objective #3:

Key Outcomes:1.

2.


Stakeholder & Audience Analysis

Depending on the specific initiatives, it may be necessary to segment employees into more specific groups. This helps to identify unique needs for communication mes-sages and activities, even though the specific information must remain consistent throughout the workplace.

4.0 Stakeholder Analysis

Stakeholder Group This could be staff segmented by location, functional area, or other factors?

Key Characteristics Relevant details that help shape com-munication, such as: staff mobility, shift work, perceptions from previous initiatives, others.

Current Level Of Understanding What is the current understanding about the change or need? What will enable or hinder receipt of your mes-sage – what is of most interest and concern to them; perceived threat or opportunity, what will be seen as a gain or loss. Prioritize by level of significance.

Desired Behaviour What do you want done, or not done, as the result of this communication?

Tactics/Timing What is the best way to reach them and when do we reach them? Print material, email, voicemail, flexibility for meetings, etc.

ResponsibilityWho is most credible with this stake-holder?


Developing Key Messages

Developing Initial Key Messages Based on your analysis of the existing situation, the communication objectives, and your understanding of important stakeholders and their perceptions, you are now ready to develop strategic key messages and target the communication approach for most effectively reaching each group. Three to five key messages are optimal.

The What❏ Provide the relevant details: what, when, how❏ Clearly outline the expectations for the initiative, and for staff❏ Outline the potential or desired affect: what is going to be different (or not?) What

are employees expected to do as a result?

The Need❏ Position the initiative in context: put into perspective why this is taking place,

why it is necessary (linking it to overall business goals, the big picture, third party endorsement)

❏ Outline the case for change; what will happen if we don’t do it or there is no change

The Process❏ Provide the target milestones❏ Describe the consultation, feedback or decision-making processes❏ Indicate follow-up contacts and timing for subsequent communications

*Updating ongoing communications

Subsequent/ongoing communication should:❏ Reinforce the key messages❏ Communicate and celebrate progress, the successes and achievement of

milestones❏ Identify and acknowledge obstacles and what is being done to address them❏ Acknowledge how far people have come, the efforts they have made to make the

initiative successful* Studies indicate that once a week is the most effective frequency for ongoing com-munication updates during a major change


Most Likely Questions

Managers and supervisors can significantly increase their ability and comfort level in handling uncertainty if they take a disciplined approach to anticipating likely or difficult questions. Consistently, employees view their direct supervisors as amongst the most trusted and credible sources of information in times of change. Rarely do we have more than 50% of the information about an impending change that employees would like us to have. It is important to be able to handle those questions where you do not yet have information to provide a complete response.

Prepare a list of the likely top 20:1. Gather the information on the subject that has already been circulated within

your organization. Often questions get re-framed, and there are appropriate and endorsed answers available

2. “Stand in the shoes of your direct reports.” Anticipate the questions you would have wanted answered if you were in their position. Most often these relate to uncertainty about very personal and direct affects upon their job or work area:

• What can you tell me about job security? What about my job? • Are roles and responsibilities changing? How? • Who reports to whom now? • What is the impact on contracts, business agreements, partnerships they

I am responsible for managing?• What is going to happen to my current work/projects? • How will this affect our interaction with customers? • What will happen to protect the quality of our workplace? • Do you expect us to do this while our ‘real work’ suffers?

3. Talk to another manager, supervisor or the communications specialist. Get them to review your list, ask for their ideas on other likely questions

4. Themes will start to emerge, edit the list into groups of similar questions. 5. Draft a response for the questions you simply do not have information about, and

practice them out loud:

• “I do not have that information. I will try to find out, and I will get back to you by the end of the day tomorrow, one way or the other.”

• “We are early in the process. Not all the answers are yet known. I will provide an update next week at our regular meeting.


Communications Approaches

In section 2.0, Situation Analysis, you identified several current communications ap-proaches. Research consistently shows that of all communications methods avail-able, employees most value and trust face-to-face communications with their direct supervisors. There will be appropriate times for senior management to participate in employee events or presentations; you will need to judge the significance, impact and opportunity for such involvement.

Research has also shown that to gain awareness of significant change, existing com-munications tools must be supplemented with new methods, and supported with increased frequency. As well, establishing a unique ‘brand presence’ or special tem-plates and identity, helps communications about the change standout from on-going business communications.

Communications Tools To Consider:

Face-to-face with supervisorEmployee forumEmployee advisory groupsBroadcast voice mail messagingEmailDigital forumIntranet Video conferencesDirect email feedback

Employee recognition and awards Desk drop memoNewsletterCoffee group discussionsBreakfast with the BossBulletin boards, posters and displaysInternal show and tell (mini-trade show)Speeches at professional/trade meetingsOthers?


Typical Responses to Pending Change


Leaders Communicate to all Stakeholders along the Continuum


Communication ApproachImplementation Planning

Stakeholder Group

List the stakeholder group, key members or leader.

Message

Outline targeted key messages for this stakeholder

Mechanism

Describe the appropriate tool, action, or medium for the stakeholder group and message.


(R)

(D)

(R)

(D)

(R)

(D)

(R)

(D)

(R)

(D)

Responsible

(R)Person to ensure appropri-ate message, mechanism and timing. May be different from (D)person delivering message.

Timing

Specify date, time, project mile-stone or frequency e.g. weekly

Feedback Mechanism

Defines the mechanism to a) evaluate the effectiveness of the communicationb) collect feedback, questions and follow up.


Link to other programs and initiatives

At any given time there are competing demands for an employee’s attention and time. It is important that change initiatives are coordinated, and wherever possible positioned to be supportive of each other, and of the broader corporate objectives. Note available information and check with your supervisor and key communications contact to ensure maximum and up to date information is being used in your commu-nication planning.

Record existing change initiatives and major corporate events that may impact the time and attention of your employees or target stakeholder:

Potential Change Interaction or Event

Contact Information Timeline Coordination/Cleared


Timeline, Milestones and Commitment Calendar

At any given time there are competing demands for an employee’s attention and time. It is important that change initiatives are coordinated, and wherever possible positioned to be supportive of each other, and of the broader corporate objectives. Note available information and check with your supervisor and key communications contact to ensure maximum and up to date information is being used in your commu-nication planning.

Record existing change initiatives and major corporate events that may impact the time and attention of your employees or target stakeholder:

The communication plans must be entered directly into your calendar, as well as in the calendar of those you need to be involved. Experience consistently shows, without this “hard-wired” approach, considerable slippage occurs and key milestones are frequently missed. Communication must be project managed with the same tenacity and commitment as an engineered high-rise construction job.

Month 3

Week 1 Executive Conference

Employee Memo – Monthly Update

One-on-ones

Vacation

Product Development Review

Project Milestone:

Event

Launch “CCC” Corporate Cost Control Initiative

Management Meeting

Corp. Newsletter

Review Business Plan

Ziff teamBreakfast

Management Meeting

Signoff Work Process Redesign

New York Meeting

Work Process Launch – all staff meeting

One-on-ones

Employee Recognition

Management Meeting

Civic Holiday

Week 2

Week 3

Week 4

Week 5

Legend

“continues through”

Monday Tuesday Wednesday Thursday Friday


Budgeting

It is essential to identify the individual responsible for the availability of the necessary supplies and materials. While costs must always be appropriately managed, commu-nications budgets are most often exceeded when timelines become compressed and suppliers have to stretch staff and equipment to meet tight deadlines. Having one contact within the organization will facilitate effective use of the suppliers time and your budget.

Stakeholder Group

Note stakeholder for related communication mechanism

Communication Mechanism

List the event, communication tool, action, materials or medium utilized.

Timing

Specify date, frequency e.g. weekly


Total

Responsibility

Individual accountable for availability of supplies

Supplier

Identify if available internally or identify third party supplier

Cost

Estimate per unit and total cost


Evaluation

There are several levels of evaluation possible with each communication initiative. With a strategic focus, overall measurable objectives were set out in 3.0 Communica-tions Objectives. Tracking progress is a matter of measuring how close we are to the target objectives, or how far we progressed from where we were at the outset. A more formal approach to measurement is called for in that case. Individual initiatives can be evaluated through a variety of informal measures.

❏ Focus groups • Facilitated by external experts • Need to be carefully planned and appropriately structured❏ Print or electronic surveys • Can be ‘self-administered’ and designed for simple tabulation • Part of print material distribution❏ Visible presence of communication materials • Permeating the workplace as a sign of acceptance❏ Meetings and events held • Attendance indicates momentum and acceptance❏ Feedback forms at events • Simple feedback form gives opportunity for anonymous questions, feedback❏ Number of questions/participation at events • “buzz-factor” if people find information worthwhile • Personal feedback from attendees❏ Event debriefing • Direct feedback and coaching from trusted advisors❏ Observable changes in behaviour • Related to strategic objectives • Ultimate feedback mechanism

The key to using feedback effectively is first and foremost, to maximize the use of what is working and to change what is not. Secondly, when properly tabulated and present-ed in charts and graphs the evaluation data helps emphasize the significant business impact that change communications has upon the organization’s ability to achieve its corporate goals.


Approval Process

Though the change initiative and the communications to support it may be entirely internal focused, it is most likely that your information will be available to the public in a remarkable short period of time. Depending on the public profile of your organiza-tion, it may be that the media have your handouts before your first employee meeting is over!

This gives rise to the principle of drafting all materials and ensuring any conversation would not embarrass you if reported on the evening news. A clear approval process and disciplined application is the supervisors’ best defense against miss-stating the corporate position.


Communication Planning Final Checklist This checklist is useful to review when you are in the final stages of developing your communication plan. It may help to identify gaps or more opportunities.

❏ Do we clearly understand the problem/issue/challenge • Have we done enough research/fact-gathering?❏ Have we thought-through all of the audiences’ needs?❏ Have we thought about reaching those who are on vacation, leave, and shift work?

❏ Do we clearly know what outcome we are seeking with this communication program? • Are we trying to do too much? • Are the goals realistic and measurable? • Do they directly address the problem?❏ Have we linked with all relevant individuals and departments to develop this plan?❏ Is the implementation well organized in the sense of timing, sequence, and

budget?❏ Is the approval process clear?❏ Are there clear roles and responsibilities and accountabilities?❏ Have we considered all of the best ways to reach employees such as a phone or

e-mail hotline, focus groups? Is there anything more we should do?❏ Have we built-in a way to measure our results … and evaluate – how will we know

if we’re successful?❏ Is this program a template for future planning?❏ Do the tactics we chose reflect an understanding of employees’ needs? ❏ Are we planning a major announcement on the Friday of a long summer weekend,

or the spring break when most are away?❏ Is the chosen approach sufficient; have we done enough or are we doing too

much for the issue?❏ Ask: what worked? Did we meet our objectives? • If not, what didn’t work❏ Were there questions and issues raised that we did not think of in advance? • If we had to do it all over again …

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