The Change Leader's Roadmap by Linda Ackerman Anderson & Anderson Dean

The Change Leader's Roadmap by Linda Ackerman Anderson & Anderson Dean

Author:Linda Ackerman Anderson & Anderson, Dean
Language: eng
Format: epub
Publisher: Wiley
Published: 2010-10-07T16:00:00+00:00


An Effective Communications Rollout Scenario

The sponsors, key change leaders, and select representatives from management and employee stakeholder groups deliver the initial communication—in person, through numerous large group meetings, by teleconference or video. More than one person speaks to enliven the delivery, including representatives of the various stakeholder groups. They share the case for change and change strategy, and request input to the vision for the future. This is followed by a series of town hall meetings—or Web discussions or blogs—that cascade throughout the organization and your project community, all of which are led by the executives as well as the managers and employees who worked on the case for change. A short time is provided between sessions or events to allow employees to talk about and post what they heard, which they will do unprompted.

In the town hall meetings and/or Web-based discussion boards or blogs, the change sponsors openly discuss what was said in their initial communication, reiterating the facts and their perceptions, hopes, and fears. The managers and employees also offer their perspectives, and the audience asks questions and voices concerns. The leaders listen carefully to the audience’s questions and issues, responding to all of them as best they can. They share their intentions and plans, identify issues that do not yet have answers, and commit to bring the issues back to the planning process for consideration. Through this interchange, the leaders openly gather impacts about the transformation that they may not have originally seen. Doing this with public acknowledgement deepens people’s engagement.

Next comes facilitated breakout conversations about general reactions or key issues (or online blogs), which allows for active involvement by all participants. Major messages from the breakout groups are brought back to the large group (or main online conference) for presentation to and response by the leaders. The leaders conclude each meeting (or the interactive conference) with a request for volunteers to staff an informal network of change advocates who will be asked for input on the vision of the future and to represent their functions’ interests as the transformation is planned and implemented.

Over the next two weeks, team leaders facilitate discussions in their work teams or using blogs about the transformation and its implications for the team and the individual members. The teams are tasked with identifying what they already have going for them, likely barriers to the effort, and necessary conditions for success. They may also request design requirements for the best future state.

The next step is a mass communication vehicle that provides a current status report of the transformation effort and highlights actions taken and outcomes produced as a direct result of employees’ previous input. The leaders share stories about how various stakeholders have had insights or breakthroughs or have mobilized action central to the transformation’s success.



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