Best Practices for Communicating ChangeNovember 2013

Objectives

At the end of this presentation you will: Understand the importance of communication during a change Learn best practices for communicating change Be able to use the CLEAR method for communicating change Learn how to use communication to reduce resistance Understand how to use communication to improve the operational aspect of change

management

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Value of communication during change management

Good communication practices will help an organization to: Clarify responsibilities during and after the change

Helps ensure business runs smoothly Allows for accountability in getting results Demonstrates that proper planning has been done to help manage the change

Reduce resistance to change Minimizes uncertainty, a primary driver of resistance Eliminates the rumor mill and other negative forces that often occur during a change process

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Value of communication during change management (cont’d)

Good communication practices will help an organization to: Provide a mechanism for feedback and course correction

Allows information to flow up, keeping management informed of progress Provides a realistic picture of results on the ground Helps management make necessary corrections and communicate them to staff

Highlight successes to help keep people motivated and energized Creates positive emotions regarding the change Creates energy when change becomes difficult or stagnant

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Questions to ask when preparing to communicate change

Before beginning your communication plan, you should ask yourself: How can you articulate the business case for the change you are proposing?

Presenting a business case demonstrates that thought has gone into the change process Thinking through the business case will assist you in formulating the operational plan

How can you clearly articulate the benefits of the change and/or the consequences of not changing? Understanding the need for change reduces resistance during the change process Demonstrates that your change is necessary and not simply the latest business fad

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Questions to ask when preparing to communicate change (cont’d)

Who has been included in the change planning process? Is there anyone who should have been involved but hasn’t been up to this point?

If the answer is yes, you may want to stop and reevaluate your change management plan Including the right people will help you develop effective communication

How will the change be implemented from an operational perspective? Understanding the mechanics of the change will ensure that the right people get the right

information at the right time Have you arranged for all of the necessary human and financial resources?

Communications that explain how to get support will help eliminate confusion and frustration

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Questions to ask when preparing to communicate change (cont’d)

What metrics will you use to measure success? Having and communicating metrics can demonstrate success which creates energy and reduces

resistance Tracking and communicating metrics can also provide an early warning if the change is not

going well Who will serve as your voice of change?

Choose the right messenger who lends credibility to the change process The message should come from people who have the right level of authority and are respected

by those impacted

The answers to these questions will help you create meaningful communication plans or alert you if there is work to be done.

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Using the CLEAR method

This format will help you develop a successful communication plan: Communicate effectively Listen and respond to feedback Evaluate and communicate progress Adjust your plan Remind and Reward

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Communicating Effectively

Communicating effectively means that you must: Identify who will be impacted by the change and whose assistance and/or cooperation

is necessary Explain the need for change Describe exactly what is changing and how it will affect those impacted Demonstrate that you a have plan for change

Asking yourself the questions from earlier in the presentation will assist you in this process.

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Communicating Effectively: Identify your audience

As you begin to craft your message, you should consider: Who needs this information? What, if anything, have they heard about the change so far? How are they likely to react to the change? Should everyone receive the same message or should it vary by department, location,

position etc. ? Who is the best person to deliver the message? What is the best method to reach that audience - email, in-person individually, in-

person in groups etc. ?

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Now that you have considered your audience , you are ready to work on explaining the need for change

Communicating Effectively: Explaining the need for change

When you articulate the benefits of the change you should: Present the factual data that led to your conclusions

Use visual as well as written materials Reference all people or groups that participated in the decision making process

Build credibility by demonstrating that all stakeholders were consulted Show how the organization/or employees will benefit from the change

Demonstrating a need for change reduces resistance and builds enthusiasm Explain the negative consequences of not changing

Sometimes this is necessary especially in organizations or groups that have become stagnant

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Communicating Effectively: Describing the nature of the change

When describing the actual change itself, you should: Address the impact of the change with regard to:

The organization as whole Departments, locations or other groups Individuals

Be positive but do not spin or sugar coat unpleasant aspects of the change

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Communicating effectively: Demonstrate your plan

Having a detailed change management plan will: Show that you have put thought into the change you are trying to implement Assure people that the necessary training, financial support and other resources will be

available

Your communication should include: Clearly articulated roles and responsibilities Key dates and milestones for deliverables Any new policies and procedures A training plan (if necessary) Information on how success will be measured

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If you cannot demonstrate that you have a plan STOP you are in danger

Listening to and responding to feedback

When you receive feedback it is important to incorporate ways to capture feedback in your communication plan; some methods include:

Open door policies Email Online via a portal or blog Focus groups and surveys

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Listening and responding to feedback (cont’d)

Your response to feedback is critical to how people will perceive the change; you should: Thank the person for their feedback Assume that the question or concern comes from a place of good faith Repeat back or paraphrase their question or concern to ensure that it is understood Answer honestly and completely to the best of your ability

Do not make guesses or assumptions if you are unsure

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Listening and responding to feedback (cont’d)

Your response to feedback is critical to how people will perceive the change; you should: Promise to respond at a later date if the information requested is not available, then

follow through React positively and do not try to silence legitimate questions and concerns Share and respond to ALL feedback

Listening to and responding to feedback appropriately can dramatically reduce resistance to change and increase your chances of success

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Evaluate and communicate progress

In order to evaluate and communicate progress effectively, you must: Communicate metrics that will measure the impact of your change Develop a system for communicating the metrics you have chosen Communicate the reason for the disparity in results if they are below what was

anticipated Be open to altering your change management plan if you are falling short of the desired

results Reassess your communications tactics based on the progress your change

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Evaluating and communicating progress will help demonstrate that the change is having the desired impact and keep employees energized during the change process

Adjust your plan and re-communicate

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Review of the evaluation data may indicate that a change of plans is necessary; if so: Determine how the change in operational planning impacts your communication plan Make the necessary changes to your communication to get back on course Include a method to communicate the change to everyone involved Watch results closely to ensure that the course adjustments are having the desired

impact

Adjusting plans when necessary builds credibility and bolsters morale when change gets difficult

Remind and reward

Change management can be a long process during implementation; you should: Communicate on a regular basis to remind staff why the change is necessary Send reminders regarding how new polices or procedures work

Focus attention on people or groups if they are not cooperating Report on successes both big and small

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Remind and reward (cont’d)

Remember to reward staff for a job well done; be certain to: Point out examples of good work and cooperativeness Thank people for their contributions both large and small Publically reward behaviors and performance that aligns with desired results

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Reminding and rewarding appropriately will keep morale and energy levels high during the change process

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For more information, contactBarbara Brown, Project Manager Dougherty and Associatesbbrown@dai-solutions.com703-838-0093 x 258

John Viarella, Human Resource ManagerDougherty and Associatesjviarella@dai-solutions.com703-838-0093 x 211