Melanie Franklin - “Communication, communication, communication: creating a dialogue around...
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Communication, communication, communication: creating a dialogue around change Melanie Franklin Co-Chair Change Management Institute UK [email protected] 1
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Transcript of Melanie Franklin - “Communication, communication, communication: creating a dialogue around...
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Communication, communication, communication: creating a dialogue around change
Melanie FranklinCo-ChairChange Management Institute UK
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Melanie Franklin has been responsible for the successful delivery of effective change and for creating environments that support transformational change for over twenty years.
She is the co-chair of the Change Management Institute in the UK and is a ‘Master’ level change practitioner. Melanie is the author of many books on change and project management including Managing Business Transformation and Agile Change Management.
www.change-management-institute.com
CREDIBILITYAffording you membership and affiliation to a professional industry organisation CAPABILITYEnsuring you have access to opportunities to continually develop and be recognisedCONNECTIONLocal connections within a global community
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Success = Participation
1. Effective sponsorship from senior management in terms of active visible support, ongoing support throughout the life of the initiative, acting as role models for the change, communicating and being ambassadors for change;
2. Buy-in from front-line managers and employees which got the change moving and kept momentum going;
3. Continuous and targeted communication throughout the project. This would be tailored in depth and breadth to the different interested communities;
4. An experienced credible team who maintained good internal working relations and also networked into the organization;
5. A well-planned and organized approach which is suited to the type of change being managed.
Prosci Research 2008 - 2014
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Success = Participation
• 70% success rate when leaders ensure front line staff members feel a sense of ownership
• 71% success rate when from line employees take the initiative to drive the change
• 79% success rate when both applyMcKinsey 2014
autonomytalents
interest
motivation
participation
meaning
ENTJ
ISTJ
INFJ
ESFPISTP
ESTP
Activist Theorist
ReflectorPragmatist
Achievement
Affiliation
Power
Understand my talents!
Activists/Pragmatists – Let me at it/If its relevant!
• Show me the business case so I understand that this change is viable
• Let me pilot the change in my area• Give me some dummy data to play with• Explain how the change links to my job description• Lets just do it!• Give me a chance to enter live data• Don’t tell me about the risks• Provide me with a coach who understands my role to help
me get started
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Theorists/Reflectors – lets not rush!
• Give me a flowchart that demonstrates how the decision to pursue this change was made
• Give me a step by step plan for how this change will be achieved• Let me do some analysis to ‘prove’ the usefulness of the change• Let me go to a lecture by someone respected in the subject• Let me find a training course that will teach me the theory about
this• Let me go on a visit to see this change in action• Let me watch a video of others working in this new way• Give me a case study to illustrate the new ways of working• Give me some references and recommendations from others
about their experiences of making this change• Give me a forum to discuss my views of the change with others
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Autonomy – let me choose my medium!
