Hello! Getting Beyond the Facts…Telling the Story of Change...An Infographic uses concise data in...

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June 22, 2017 Getting Beyond the Facts…Telling the Story of Change Hello! Joan Yee Linda Mah

Transcript of Hello! Getting Beyond the Facts…Telling the Story of Change...An Infographic uses concise data in...

Page 1: Hello! Getting Beyond the Facts…Telling the Story of Change...An Infographic uses concise data in avisual form, it needs to be able to tell a story that makes sense to your audience

June 22, 2017

Getting Beyond the Facts…Telling the Story of Change

Hello!

JoanYee LindaMah

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SESSION OVERVIEW

• Thechangemanagementplanvsthecommunicationplan

• Thefouroverlookedaspectsofcommunication

• Theimportanceofstory-tellingandhavingaclear“calltoaction”

• TheWHOTool™

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WHEN DOES COMMUNICATION BEGIN?

Theprojectorchangecomestolife,describingthebenefitsandimpactstotheorganization.

Astrongplandefinestheactivitiesandrolestomanageandcontroltheimplementationoftheprojectandchange.

Theexecutionofplansdrivesawareness oftheneedforchangeand thedesire toparticipateinandsupportthechange.

STRATEGY PLANNING IMPLEMENTATION

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GOOD, BETTER, BEST

1. Morecommunication2. Haveacommunicationstrategy3. Communicateearlier4. Moreattentiontosenior

leadership5. Morededicatedpeopleworking

oncommunication**Prosci®2011BestPracticesinChangeManagementBenchmarking

Study

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A PLAN, IS A PLAN…RIGHT?

ChangeManagement

Plan

CommunicationPlan

§ Resource§ Sponsorship§ StakeholderAssessment§ ImpactAssessment&Readiness§ Learning&Development§ Measurement&BenefitRealization§ Sustainability

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COMMUNICATION PLAN

• TargetAudience• CommunicationOutcomes• KeyMessages• Channel• RolesandResponsibilities• Schedule• Measurement

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FOUR OVERLOOKED ASPECTS

1. Theimportanceofstory2. Clear“calltoaction”3. Supportthe“calltoaction”4. Measurethesuccessofyour

communication

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1. THE IMPORTANCE OF STORY

Onceuponatime...• Storiesmakeinformation

memorable• Astorywillhelpensurekey

messagesarelinkedtogether

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GETTING BEYOND THE FACTS

Page 10: Hello! Getting Beyond the Facts…Telling the Story of Change...An Infographic uses concise data in avisual form, it needs to be able to tell a story that makes sense to your audience

Informationgraphicsorinfographicsaregraphicvisualrepresentationsofinformation,dataorknowledgeintendedtopresentcomplexinformationquicklyandclearly.

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2. CLEAR “CALL TO ACTION”

• Don’tjusttellthethestory• Beclearandbeobvious

Youwantmetodowhat?

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• Checkyourcommunicationpiecestoseeiftheyhavea“calltoaction.”

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3. SUPPORT THE “CALL TO ACTION”

• Ensurethe“calltoaction”canbeactedonwithenoughtimeforfollow-through

• People,processes,toolsareinplace

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4. MEASURING SUCCESS

• Whymeasure?• Whatcanyoumeasure?

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THE WHO TOOLTM

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WHO

• Whoisthetargetaudienceforthechange?• Whoshoulddeliverkeymessages?

Notabeliever

I’mgoodwithchangebut…

Advocateforchange

TheWHOTool™

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WHY and WHAT

• Whydoestheprojectorchangematter?

• Whatdopeopleneedtoknow?• Whatdopeopleneedtodo- thecall

toaction.

TheWHOTool™

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HOW

• Howwillinformationbecommunicated?

• Determinethebestmixofcommunicationchannels

TheWHOTool™

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OFTEN and OPEN

• Keeptheconversationgoing• Two-wayconversations

TheWHOTool™

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CONCLUSION

• Communicateearlier• Usestory-tellingtolinkyourcommunication• Checkforthe“calltoaction”• Use“TheWHOTool™”togetyoustarted

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Q&AThankyoutoallwhoattendedourwebinarandforyourgreatquestionsandsuggestions!Pleasefeelfreetocontactusdirectlyifyouhaveanyotherquestions.~Joan&Linda

Wereceivedanumberofquestionsonmeasurement.Theyare:• Doyouhavealistofstandardcommunicationmetrics?• Measuringisthehardest– especiallyifthereisnotbuiltinanalyticsmethodwhenworkingwithaclient.Anysuggestionsother

thanpolls?• Iamalwaysinterestedinanytoolsandtacticsusedforcommunicationmeasurement• DoyoumakeuseofChangeAgentsto“measure”thesuccessofcommunications?

Ifyouhavea“calltoaction,”likely,thereisametricthatcanbesetagainstit.Forexample,ifa“calltoaction”istohavepeoplesignupforaninformationsession,somemetricscouldbe:thenumberofregistrations,thenumberofquestionsabouttheinformationsessionandthenumberandtypesofquestionsattheinformationsession.

Measuringcommunicationisachallengeandthemetricormeasurementusedmayalsodependonthecommunicationgoal.Forexample,ifthecommunicationgoalis“inform”thenametriccouldbethenumberofcommunicationtacticsthatwereusedto“inform”andhowoftenpeoplewere“informed.”Ifyouareusinganintranetarticleasthe“inform,”youcouldtrackthenumberofclicksonthearticleorifthe“inform”isthroughemailandyourorganizationhasthecapability,trackthenumberofopenedvs.unopenedemails.

Also,youcouldcheckwithyourITdepartmenttoseewhatcapabilitiestheyhavetosupportyourmeasurementgoals.

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Q&AWhatadvicedoyouhaveforhandingrumours?Rumoursareatrickytohandle,especiallyiftherumourisaboutsensitivematters.Trytouncoverandunderstandtherootcauseoftherumour.E.g.,istheresomethingthathasgoneunaddressedandpeoplearelefttofillinthegapswiththeirownideas?

Ifyoutorespondtotherumourbyprovidingfactsorinformationthatprovidesclarityfortheissue,thiscanhelpdispeltherumor.Itwillalsoshowtransparencyandthatyouarelistening,haveheardtherumourandareaddressingit.

Anyadviceforwhentherearedisclosureconstraintsandcommunicationisdiscouraged?Ouradvicewouldbetofindoutwhatyoucancommunicate.Ifyouareinasituationwherethereisalegalorregulatoryconstraint,workwiththeseexpertstodeterminewhatcanbestated.Insomecases,youmayneedtostatethatforconfidentialofregulatoryreasons,youarenotabletodisclosecertainpiecesofinformation.However,youwillcommittocommunicatingwhatyoucan.

Youmayalsobeabletoreferpeopletopublicsourcesofinformatione.g.,corporatewebsiteforpublicannouncementsorpublicregulatorysites.

Doyouseparateoutchangecommunications(theWHO)andtrainingcommunications(thedetailsontactics)oraretheypartofthesameplan?Foraholisticview,theyshouldbepartofthesameplanorintegratedwiththetrainingplan.

Doyouhaveastory-tellingtemplate?Wedon’thaveonerightnow.Butweencourageyoutokeepintouchwithusasweareworkingonothertoolsandtemplates.

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Q&AWouldyoutalkmoreaboutthe“CalltoAction?”We’reimplementingamajorsystemchange,andwe’recommunicatingoveralongperiodoftime.SoI’mnotsurewhattypesof“callstoaction”mightwork.Withoutknowingthedifferentphasesofthesystemchangethatisplanned,the“calltoaction”willdependonthegoalofeachphaseofthechangeandwhotheimpactedend-usersorstakeholdersareforthephase.

Whenusinga“calltoaction,”thinkofactiveverbstostartthe“call.”Forexample,“goto,register,readetc.”

Onethingwestrugglewithisthe“branding”projectswhenitispartofagreaterinitiativethatcorporatehasnotyetbranded.Anytips?Sometips(including)somethatwereceivedfromouraudienceare:• Checkinwithinternalcommunicationsteamandengagethemtohelpyoudevelopthe“brand.”• Thebrandshouldrelatetotheprojectandhelptoquicklydescribewhattheprojectis• Keepthebrandingsimpleanduseitconsistentlyinallaspects• Alsopayattentiontohowthebrandingtranslatesintoothercultureslanguagesifyourorganizationusesotherlanguages

internally

Anysuggestionsonifyoudonothaveanin-houseresourcetodevelopandinfographic?AnInfographicusesconcisedataina visualform,itneedstobeabletotellastorythatmakessensetoyouraudiencewithoutthemneedingthebackgroundinformation.Keepitspecific,relevant,andtargetedtoyouraudience.Thelayoutshouldbesimpleandhaveimpact.

Herearesomeresourcesthatweresuggested:CANVA hasinfographictemplates- www.canva.com,Istockphoto.com,Shutterstock.com, Piktochart.com , Adobeillustrator

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