Keeping it Real

1
Keeping it Real
2
Why it matters

• Assumption is a dangerous thing!
• Peoples reactions to change are unpredictable
• An early warning system can stop small niggles
  becoming big issues
• Were often the only ones that will say whats
  really going on
• Evidence can be a powerful way to help influence
  leaders and project teams

3
Before

• How many are there?
• Where are they?
• What languages do they speak?
• What do they do?
• What do you pay them?
• How long have they worked for you?
• What channels reach them?
• Who do they trust?
• What do they think?

Working communication strategies
4
After
Intended/ foreseen
Unintended/ unforeseen

Thats what we were hoping for
Isnt that nice?
Positive
Oh my God!
The price we had to pay
Negative
Windahl Signitzer with Olson
5
What to track

• Communication activity
• Did the briefings happen?
• Did the newsletters go out?
• Did the events go well?
• Message recall
• What do they know?
• What three things do they remember?

6
Attitudes and behaviours
Get it but not doing it
Get it and doing it
Dont get it but doing it anyway
Dont get it - and not doing it
7
Business results

• Customer service
• Customer perception
• Productivity
• Staff attrition
• Is performance being affected?
• More or less than you planned for?

8
And

• Whats the rumour mill saying?
• Who/what are people listening to?
• Where are they on the change journey?
• Whats really going on?

9
Acting on the results

• Formalise the route
• Risks and issues log
• Steering group meeting
• Key players
• Be persistent
• Re-work the communication plan
• Re-work the business plan
• Tell people what youve done
• Especially if they were involved

10
Key points

• Research and measurement is essential to a strong
  change communications plan
• Use research to help you develop the plan
• Use feedback to inform your ongoing approach
• Become the early warning system
• Have a route to make sure feedback is acted on
  and tell people about it