The Hard and Soft Sides of Change Management by Kathryn Zukof

Author:Kathryn Zukof [Kathryn Zukof]
Language: eng
Format: epub
Publisher: Association for Talent Development
Published: 2021-03-22T16:00:00+00:00

The Change Management Team

Over the course of a typical change initiative, you and your fellow change management teammates will probably find that you’re communicating with just about everyone involved with the project. You’ll meet with stakeholders to hear their needs and concerns, and you’ll convey this information to members of the core project team to ensure they consider this feedback as project plans develop. You’ll coach senior executives, managers, and frontline supervisors so they understand and successfully execute the role that they, as leaders, play to help employees comprehend what’s changing, why, and how. You’ll interact frequently with members of the transition-monitoring team. You’ll plan and facilitate meetings with transition-monitoring-team members, to help them stay up-to-date about project-related activities and to gather their input and feedback. You’ll participate in meetings with the red team to hear their ideas and concerns. You’ll communicate continually with the project leader and other colleagues on the core project team, sharing information regarding the status of project plans and plans related to communications, training, and stakeholder engagement. As you fulfill your change management responsibilities, you may feel like you’re communicating nonstop!

But as you do your job, make sure you don’t assume communications responsibilities that really belong to someone else. Resist falling into the trap that my consultant friend found herself in when she agreed to deliver presentations that rightfully should have been delivered by the company’s CEO. Use your communications plan and the RACI matrix (see chapter 10) to clarify responsibilities related to communications. Although the change management team is responsible for overseeing the creation and execution of the communications plan, you’re not responsible for delivering every message and presentation described in it. Your role is to plan, coach, prepare, provide support, and advise. Help leaders, managers, and supervisors to perform their communications responsibilities, but don’t do their job for them.

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