Change
Communications – Part 2 Stakeholder management and communication planning
If
you ask anyone about projects, programmes and change they will tell you about
the importance of communication. Communication is the oxygen that flows through
an organisation, unit or team that enables it to unite behind common goals and
perform at its best.
At its best, effective communication unites,
motivates and allows the organisation to understand its performance and results
and the actions needed to improve them. At its worst, poor communication
destroys trust and morale, creates division and hides the true extent of
operational and performance weaknesses or failures and the actions required to
address them.
If we have been exposed to a lack of
communication or poorly prepared and delivered communication, we know how this
can lead to cynicism and a breakdown in trust between management and staff or
between different areas of the organisation.
John Kotter, famous for his 8 Step Approach to
Change says “Good communication does not
mean that you have to speak in perfectly formed sentences and paragraphs. It
isn't about slickness. Simple and clear go a long way.”
This is PART 2 of 2
1. Tackling the challenge of communication
2. Discussing tools for stakeholder management and
communication planning
Stakeholder Management
A good start would be to compile a list of
stakeholders and their current needs, understanding, expectations, hope, fears
and concerns and plan communications accordingly. This can be done using a
simple spreadsheet which is easy to understand and communicates visually in an
instant the ‘hot spots’ for attention.
See below for a link to a larger image
Method
A key consideration is what method to use for
your communications with stakeholders. Some love email, some hate it. Some like
reports and others like presentations. What is necessary detail for some is
annoying for others. We need to consider personalities, learning preferences
and appropriateness.
Some communications can be done by Newsletter,
Blog, Email or Notice Board, but clearly personal, sensitive or difficult communications
may be better Face to Face, in small groups, in a one-to-one environment of
even supported by a counselor or mentor.
See below for a link to a larger image
Thinking about method and what is suitable,
feasible and acceptable can be aided reference to a simple spreadsheet which
notes which methods are best for small, medium and large groups or along the
sliding scale of personal, team or corporate messages.
Planning
Well managed Projects and Programmes have phases
and stages, and necessary documentation and controls should be factored into
each phase and stage.
See below for a link to a larger image
However simply documenting things is not enough.
It may be important for governance and audit but it doesn’t guarantee
understanding and commitment. Therefore Projects and Programmes should also
have a communications plan for each phase and stage. Indeed logically if the
communications, understanding and commitment come first the governance and
audit should follow naturally!
See below for a link to a larger image
Change Programmes are no different and the
phases and stages may resemble something similar to a marketing launch or a
political campaign. It is more than just words and documents; it is a schedule
of various activities, events, signals and celebrations which form the jigsaw
of oral, visual and emotional communication.
The items on the campaign plan may be
categorized
a)
Digital: What people will read. Examples:
Facebook, Newsletters, Twitter, Emails, Reports
b)
Auditory: What people will hear. Examples:
Talks, Presentations, Briefings, Conference Calls
c)
Action: What people will participate in.
Examples: Workshops, Away-Days, Surveys, Events
d)
Visual: What people will see. Examples:
signs, badges, uniforms, posters and model behaviors (what does good ‘look
like’ to the eye)
See below for a link to a larger image
What not to do
Do not make the mistake of being paralyses and
having no communications because ‘ we are not ready yet ‘ No communications
sends a message and the vacuum may be filled with unhelpful speculation, worry,
fear and the noise of others who take advantage of the thirst for information
and the absence of facts to quench it.
It is better to have communications that are
open, honest and human “..honestly
there’s not much happening, but we are getting ready and we will tell you…”
than nothing at all. Such honesty will in all probability provoke questions and
dialogue which is much better than suspicion and silence.
See below for a link to a larger image
There have been a number of high profile
scandals recently and inevitably in hindsight the investigation has been around
who knew what, when and how. Perhaps a
bit of negative thinking can help us get it right by being pro-active and doing
up-front what would be so obvious in hindsight.
If you were looking at your communications
journey in the rear view mirror what would you expect to see?
Now make sure those sign-posts and stops feature
on your plans ahead.
Further Resources
There are a couple of models referred to in this
text which may not be obvious to people unfamiliar with Projects and Programmes.
If you would like to meet or discuss any of the models and how they might be
adapted and applied to your organisation please don’t hesitate to get in touch.
Tim Rogers
Founder ciChange
timrogers@ciChange.org
http://www.linkedin.com/groups/CI-Change-4301853
ciChange seminar and networking events for 2013 sponsored
by Total Solutions Group http://www.tsgi.co/
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