ChangeCommunication

Cat out of the bag

Once all decisions have been made at the management level and a clear path for the change process has been outlined, the next step is to prepare all stakeholders for the change. This can be done by openly explaining why the change is necessary and what opportunities it will bring for everyone. If this is successful, the reactions are less rejection, but rather confidence and a desire for something new.

Here we go.

During the implementation of the change, all those involved should deal with the change in a communicative way. This includes, in particular, developing strategies together on how to deal with the situation and how to achieve the set goals in the team.

It is never over.

Truly successful change management aims at firmly anchoring the culture of change in the company. This also includes a permanent dialogue with the employees, which in turn has an influence on the change process. In essence, it is about keeping employees on board and involving them in the further development of the company. Active and transparent employee participation can be worth its weight in gold for the future of the company.

It's time for a change.

HOW TO CHANGE-COMMUNICATION

How do I start a successful change communication?

1. define your process:

  1. What is the status quo?
  2. What result are you aiming for?
  3. What happens on the way to the destination?
  4. Who is affected?

2. set a budget for the first year.

3. start a workshop with the managers.

1. before you start the leadership workshop, ask yourself the following questions:

  1. What do those affected know about the change?
  2. What do those affected fear and hope for?
  3. What consequences does the process have for those affected?
  4. How and with which channels should communication take place?

2 In the workshop with your leaders, ask yourself the following questions:

  1. Are our assumptions about the status quo, our goal and the way to get there generally accepted?
  2. What do employees think/hope/fear?
  3. What do our customers think/hope/fear?
  4. What do our partners think/hope/fear?
  5. Can we formulate a story from the change?
  6. How does the story go for our employees?
  7. How does the story go for our customers?
  8. How does the story go for our partners?
  9. What does this mean for our existing communication?
  10. Should we open new channels?
  11. Which messages need to be addressed to whom and when?
  12. How do we create trust through transparency?
  13. How do we release the energy of our colleagues?
  14. How do we use the energy for the successful change process?
  15. How do we turn passivity into activity?
  16. Agenda for workshop

1. define a results structure and a roadmap from the results of the workshop.

2. write a story for each target group and think about how these stories can best be staged: as a video, with photos, as a social media post.

Plan internal and external resources for campaign implementation. Take into account milestones such as trade fairs and major corporate events where you should have material ready.

1. now it's time to really get going: put together a team to accompany and coordinate the change campaign.

Give your change process an emotional logo and a motivating slogan. This way you make your process tangible right from the start.

3. open a constructive, open dialogue in which you respond to the concerns and hopes of the employees and give them the chance to participate in the process.

Announce your kick-off event with a motivating email.
Make it clear what the employees will gain from the change process, that they are in demand and can actively participate.

5. Start the staff communication with a kick-off event. Introduce the event with a keynote speech explaining the new story:

  • What was the problem?
  • Why can only this change process solve the problem?
  • What are our opportunities

Following the impulse lecture, you will answer questions and start
a workshop in which employees discuss their concerns and hopes.
discuss.

After the kick-off event,you start your individual process.

2. use recurring workshop formats and open parallel digital discussion channels so that the discussion does not break off.

3. define milestones so that quick successes are possible and can be celebrated.

4. set up regular interim analyses in order to be able to make course corrections.

The biggest mistakesand how to counter them.

We wait for the time being wait.

Change initially costs resources. That is why many entrepreneurs often react when they are already overwhelmed by change. Those who miss the boat once have a hard time catching up again. Companies like Kodak or Nokia are prominent examples of how technical developments can be slept through and lost.

Change is us too expensive.

Change processes cannot be had without the investment of time and money. But those who invest properly and see change as an incentive to improve and develop will gain market share.

Change Communication is but easy-peasy.

70 per cent of all initiated change processes have failed so far due to employee resistance. They were not sufficiently brought on board and had no chance to actively participate in the process. So if change communication were that simple, the success rate would be 70 per cent - at least. That is why change communication is not a sprint, but a marathon.

of all change processes, managers do not share change and do not live it properly.

of all change processes, employees are not sufficiently involved in the change processes.

of all change processes, communication is too much focused on 'sending' and too little on 'dialogue'.

The 12 big mistakes in change communication.

In 46 % of all change processes, the flow of information between management and employees is inadequate.
In 44% of all change processes, not enough time is given to the change process.
3. in 36 % of all change processes, top management communicates too little.
In 35% of all change processes, the benefits of the change are not comprehensible or unclear.
5. 34 % of all change processes lack a clear vision or a positive image of the future.
6. 32 % of all change processes do not address feelings enough.
In 31% of all change processes, the messages appear untrustworthy and inconsistent.
8. 30 % of all change processes lack a clear line in communication.
In 26 % of all change processes, changes follow each other too quickly.
10. 25 % of all change processes lack planning.
11. appreciation is missing in 22 % of all change processes
In 19% of all change processes, the objectives are contradictory.

The 12 big mistakes in change communication.

1.

In 46 % of all change processes, the flow of information between management and employees is inadequate.

2.

In 44% of all change processes, not enough time is given to the change process.

3.

In 36 % of all change processes, top management communicates too little.

4.

In 35% of all change processes, the benefits of the change are not comprehensible or unclear.

5.

In 34 % of all change processes, a clear vision or a positive image of the future is missing.

6.

In 32 % of all change processes, feelings are not addressed enough.

7.

In 31 % of all change processes, the messages appear untrustworthy and inconsistent.

8.

In 30 % of all change processes, a clear line of communication is missing.

9.

In 26 % of all change processes, changes follow each other too quickly.

10.

Planning is missing in 25 % of all change processes.

11.

Appreciation is missing in 22 % of all change processes

12.

In 19% of all change processes, the objectives are contradictory.

Good change communication can secure staff support for change and thus create a key prerequisite for success.

Interested?

I am Stefan Weder, Managing Director at Blaupause and I am very much looking forward to your inquiry, or a simple Moin Moin.

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