You are on page 1of 57

Building a Spectator-Free Workplace™ Since 1998

Change Communications
Crash Course for Preparing Managers, Sept. 14, 2010
Welcome

Presenter: Linda Dulye | President / Founder

© Dulye & Co. 2010 2


Welcome

Co-presenter: Eric Hansen | Measurement Team Lead

© Dulye & Co. 2010 3


Crash Course Objectives
Overview: Dulye & Co.

Focus: Stepped-up
role for managers
as change
communicators

8 Catalysts: Tested
tools and practices
that improve skills
and confidence
© Dulye & Co. 2010 4
Dulye & Co. Overview
12-year reputation as leading change-management
consultancy
• Internationally recognized
• 4 IABC Quill-Award-winning programs since 2008
Specializing in Spectator-Free Workplace™
solutions:
• Leadership development
• Employee engagement
• 2-Way workplace communications
• Effectiveness measurement

© Dulye & Co. 2010 5


Dulye & Co. Clients

© Dulye & Co. 2010 6


Reality Check: Mega Change Underway

© Dulye & Co. 2010 7


Reality Check: Impact on the Workplace

Fear & Uncertainty

© Dulye & Co. 2010 8


When Fear and Uncertainty Consumes Managers
Disruption snapshot: Which channels do you rely on to stay informed?

Email 77%
Newsletters 72%
Supervisor 60%
Co-workers 55%
Grapevine 43%
Outside media 40%
Company web site 36%
Dept. Management 23%
Opportunity
Exec. Management 14%
Company videos 10%

0% 25% 50% 75% 100%

© Dulye & Co. 2010 9


Focus Factor for Today‟s Webcast

“How do we get managers to communicate?”

Get it at www.dulye.com/webcast

© Dulye & Co. 2010 10


Crash Course: 4R Fundamentals

Go beyond
tactics

Build an
integrated
system

© Dulye & Co. 2010 11


8 Catalysts for Change Communications

1. Engage managers to communicate


2. Get broad, interactive, inclusive
3. Talk meaningfully about change
4. Emphasize 3Vs
5. Maximize listening
6. Minimize negativity and resistance
7. Tackle tough questions and rumors
8. Use data for focused, fast follow-up
© Dulye & Co. 2010 12
Crash Course: 4R Fundamentals

Engage
managers to
communicate

Get broad,
interactive,
inclusive.
Reach

© Dulye & Co. 2010 13


How Do You Engage Managers?

“We don’t have any


standard process.
We just assume
that managers will
do it.”

© Dulye & Co. 2010 14


Requirements for Manager Engagement

1. Data
2. Roadmap
3. Support

© Dulye & Co. 2010 15


Get Data!: Audit Current State
How are we What’s the impact
communicating? of current
communications on
What are we people and
communicating? processes?
How effective are
the channels? The
messages?

Measure manager and employee dynamics.


Analyze and trend by locations, departments and levels.

© Dulye & Co. 2010 16


Audit Example: Employee Channel Preferences
What is the best way to receive further information about the new strategy?

Mtgs w/ mgr

What is the best way to provide feedback about the new strategy?
Mtgs w/ leaders

Mtgs w/ mgr

© Dulye & Co. 2010 17


Audit Examples: Manager Knowledge and Skills

Measure and audit current…


Business Knowledge Communication Skills
I understand the purpose of the business
transformation and how it supports our strategy
Listening to
employees'
comments Leader
Responding to
employees' Direct
questions
Reports
1 2 3 4

© Dulye & Co. 2010 18


Use Audit Data to Build a Roadmap
Arm and train managers
with a communications
road map that includes:
• Value statement
• Defined model
• Roles and
responsibilities
• Performance standards
• Support tools

© Dulye & Co. 2010 19


What‟s the Value of Effective Communications?

Value Statement:

The fundamentals of face-to-face,


direct communication and listening
remain the competitive advantage
in a performance enterprise.

© Dulye & Co. 2010 20


Defined Model: 2-Way Example

Tell: Stop delivery


Outgoing
message mode
Replace cascade
Create a with a 2-way
direct
exchange model
Keep it simple
Listen/Learn:
Incoming
feedback

© Dulye & Co. 2010 21


Roles & Responsibilities: Spectator-Free

Senior Executives

Functional Managers

Line of Business Managers

Front-line Supervisors

Associates/ Action Teams

Effective change communications requires broad engagement.

© Dulye & Co. 2010 22


Establish Defined, Measurable Responsibilities
Lose it: • Reinforce key messages
One-Way
Delivery • Provide context for change /
decisions
R
E
• Facilitate open dialogue within /
P
O between work groups
R
T • Listen to / learn from the
& different views and voices
T
A • Respond to / act on direct
L feedback
K
• Model the message: Say = Do
Give managers a real communication job.

© Dulye & Co. 2010 23


Standards: Balanced Core Practices
Less staged / More real
Formal
• Staff Meetings
• Town Hall Meetings
• Business Update
Informal
• Walkarounds
• Listening Sessions
• Blogs
© Dulye & Co. 2010 24
Use Audit Data to Revise Media Mix

Less read it / More hear & see it

5%
Face-to-Face

30% 35% Electronic

Voice-to-Voice

30% Other

Increase visibility and opportunities to interact.


© Dulye & Co. 2010 25
Establish Standards: Staff Meeting Example
• Give/ get timely feedback on goals,
performance and requirements from
Purpose intact work team
• Build team rapport

• Face-to-face, webcast
• 50/50 agenda with objectives
Format
• Key message review/discussion
• Follow-up notes with action
items

Frequency • Weekly

Measurement • Just-in-Time Pulse Check

Minimize variation, maximize consistency & effectiveness.

© Dulye & Co. 2010 26


Example: High-Engagement Communication Plan

Timing Channel Description Responsible VP Time

Weekly podcast on
key issue/ topic
30 Minutes
Q2 topics should be
Comm. Action (review
Weekly Podcast heavy on execution
Team; T. Smith messages/
strategy and tactics
record)
(What it takes to
execute well)

Emphasize points
from podcast with
Comm. Action
Weekly Division Blog data references and 30 Minutes
Team; T. Smith
call to action links to
illustrate points

© Dulye & Co. 2010 27


Use Audit Data to Develop Support Network

I receive the
3.1
information I need to
effectively
Execs
communicate 2.5
Managers
business Sups
performance and 2.6
goals

Disagreement Agreement

1 2 3 4

© Dulye & Co. 2010 28


Create Coaching and Development Platforms
• Webcast Business
Updates
• Live/ On-demand Skill
Tutorials
• Communication Help
Desk
• Real-time Q&A blogs
• Portals with 2-Way
Toolkits
Use online media and involve execs to help managers learn the
change strategy and how to communicate it.

© Dulye & Co. 2010 29


Example: Manager Toolkit

“Communication
guides help our
management team
speak with a level
of confidence
about difficult
topics.”

—VP, Lockheed Martin

© Dulye & Co. 2010 30


Example: Walkaround Support Platform

• Coaching guide
• Rotating assignments
• “Street” maps (live)
• Team maps (virtual)
• Effectiveness ratings

Done right, a powerful change communication practice!

© Dulye & Co. 2010 31


Crash Course: 4R Fundamentals

Talk meaningfully
about change.

Emphasize 3Vs of
effective
communication Relate

© Dulye & Co. 2010 32


Daunting Task

Operational
Requirements

Change
Strategy

Organizational
Requirements

Connect the Workforce with the Business Plan


© Dulye & Co. 2010 33
Relate the ME in Messages for Meaning

WE

ME
© Dulye & Co. 2010 34
Example: Message Development Tool

Information
to Communicate

What Why is Why is Why is this


business this this important
goal does important important to our
this to you/ to the customers?
support? our team? company?

Localize and personalize to build understanding.

© Dulye & Co. 2010 35


Expanded Story Telling: Bring the Outside Inside

© Dulye & Co. 2010 36


Beyond Words: 3V Catalyst
Impact Factor

VERBAL 10%
(Message: Actual words)

VOCAL 40%
(Voice and Tone: Inflection, Pace, Audibility)

VISUAL 50%
(Physical presence: Facial expressions, Eye contact,
Body language, Clothing)

Words alone don’t make messages effective.

© Dulye & Co. 2010 37


Crash Course: 4R Fundamentals

Maximize
listening

Minimize
negativity and
resistance. Receive

© Dulye & Co. 2010 38


Maximize Listening: Leave, Listen, Learn

© Dulye & Co. 2010 39


How to Ask Questions

Open-ended Closed-ended
• Deliver more than “yes” or • Deliver succinct, specific
“no” / qualitative data answers/ quantitative data
• Invite unfiltered feedback • Wrap up discussion or
that stimulates discussion quickly calibrate

“How has the new SAP “Has your manager held a


system affected your job?” team meeting to discuss
the new SAP system?”
© Dulye & Co. 2010 40
Real-time Pulsing

Identify recurring
meetings / forums
Integrate online and/
or paper pulse tool
to identify issues,
Poll all levels, locations and
negativity, departments
resistance

Real-time data triggers: 5 – 7 multiple choice questions, 1-2 open


ended questions and 1 – 2 demographic questions.

© Dulye & Co. 2010 41


Receive Feedback Regardless of Location

Random,
Live pulsing targeted or
during team or general
Online town hall pulsing Direct,
pulsing meeting through audio active
immediately or online poll pulsing
after a team through skip
or town hall sessions and
meeting action teams

Quantitative and
Qualitative
Performance Data
Create a steady state, pulsing rhythm. You can’t wait for annual
surveys during times of change.

© Dulye & Co. 2010 42


Listen and Learn from Hard and Soft Data

Quantitative feedback

Qualitative feedback

© Dulye & Co. 2010 43


Simplify Data Reporting Practices
1. Create a standard
reporting template

2. Rely on visuals to
project high/ low
performing areas

3. Provide site/
department
comparatives

4. Create themes for


qualitative results

© Dulye & Co. 2010 44


Example: Communications Dashboard
Live event Paper feedback Paper-to-digital conversion + analysis

Same-day
cycle

• Live dashboard of
communications
performance
• Data used to respond
to rumors, concerns,
questions at all levels
• 3V calibration of
leaders

© Dulye & Co. 2010 45


Example: Communications Action Team

© Dulye & Co. 2010 46


Crash Course: 4R Fundamentals

Tackle tough
questions and
rumors

Use data for


focused, fast Respond
follow-up

© Dulye & Co. 2010 47


Response Matters! Real Performance Expectations

“People have to believe in


you. And when they stop
believing you, you can
say all the things in the
world, but it is very, very
hard to mobilize an
organization.”

© Dulye & Co. 2010 48


Time Matters with Response Practices

Establish
follow-up
standards

Provide
support to
follow-through

© Dulye & Co. 2010 49


Example: Work Team Follow-Up Tool
• Simple format—accessible (online portal) & publicized
• Compiled and monitored by work team members
• No „dodge ball‟! Demonstrates responsiveness

Action/ Get additional Invite company Conduct follow-


information that ethics officer to up team meeting
Deliverable responds to team meeting to with company
questions on address ethics officer
new ethics comments and
program concerns

Responsibility Tom Williams and Mary Jonish John McNabb


Sue Tanner

Due Date Aug Aug Aug


7 10 17

© Dulye & Co. 2010 50


Example: Response Standards
Just-in-Time Response
• Apply active listening techniques
• Use clarifying questions to ensure understanding
• Provide a direct response
• If follow-up is required, explain why and set a response
timeframe
• If a question can’t be answered, explain why and assign
or accept follow-up responsibility

48-Hour Response
• Establish online “help desk” for managers to tap with
question(s) they can’t answer
• Create real-time response process to questions surfaced
using multi-media platforms (blogs, podcasts, bulletins,
etc.)
• Coach managers how to respond to waiting associates
• Don’t let managers go silent or invisible

© Dulye & Co. 2010 51


Example: Department, Closed-loop Response Process
Key messages packaged into
communication packet and
shared online

Managers
Managers use
relate key
results to develop
messages and
next round of key
submit
messages
feedback
actions
online

Feedback and requirements


are packaged into an action
plan

© Dulye & Co. 2010 52


Example: Peer Network

• Complex acquisition
leveraged a mature
Action Team program Senior
Leaders
• Leaders gathered data
and improved messaging
through collaborating with
front-line Action Teams Employee
Functional
• Reduced uncertainty of Action
Leaders
change and bolstered Teams
Action Team program
Power Technology Action Team

© Dulye & Co. 2010 53


Summary: You Can Overcome Paralyzing Fear

Manager as an Effective Communicator:


Ultimate force multiplier during change.
Employee population

Achieve a Spectator-Free Workplace™

Poor Average/Good Great

Employee productivity (organizational performance )

© Dulye & Co. 2010 54


Summary: 8 Catalysts for Change Communications

1. Engage managers to communicate


2. Get broad, interactive, inclusive
3. Talk meaningfully about change
4. Emphasize 3Vs
5. Maximize listening
6. Minimize negativity and resistance
7. Tackle tough questions and rumors
8. Use data for focused, fast follow-up
© Dulye & Co. 2010 55
Crash Course Support Tools

Spectator-Free Workplace ™
resources: case studies, training tools,
podcasts, e-mail newsletter, iPhone app.
Go to Dulye.com/blog to subscribe

© Dulye & Co. 2010 56


Thank You

Linda Dulye

Dulye & Co.

ldulye@dulye.com

845-987-7744

© Dulye & Co. 2010 57