Avoiding obstructions in walkways which could be an issue especially if there should ever be a fire and someone needs to leave fast!
Floors being free from loose tiles
Make this checklist part of a process, if you want to make sure the outcomes are taken seriously and really do lead to having a a safer working environment in the office.
Make it work for you
Train a few people on how to use this list for inspections and what to look for. Assign different people to perform the checks – a fresh pair of eyes may just notice something which you have missed for some time.
Transfer all aspects that require improvement actions after the inspection onto an action list. Monitor closure and completion of each action item until they are all done.
Keep copies of your completed inspection checklist and your completed action lists. You never know when having this documentation may be useful to show your due diligence in keeping your workplace safe for employees.
Look for aspects that are often noted during inspections and create an awareness program to make sure everyone in your office knows how to avoid a situation which could lead to an injury in the office.
You can also think of making it fun – should the person with the best workspace get a special gift to encourage others to pay more attention to keeping their workspace safe?
The starter list file is below if you want do have your own copy to modify.
It may be a while before you are back at the office and this may be the best time to plan your Office Safety Program. This can help you to be ready for when you are scheduled to return to the office. You may want to add some more specific items related to covid19 too. Why not use this time to review the checklist template above and start drafting one that is right for you?
If you shine a light on any team you will notice some areas where processes, communication or collaboration can be better. In many cases a team can function well enough even with a few improvement opportunities. Want to do a snapshot checkup on your team? The downloadable tool below can help you identify any specific areas to focus on if you feel your team performance can use a nudge in the right direction.
When teams fail it is usually recognized as a combination of the team not reaching desired outcomes, team members feeling a high level of dissatisfaction and frustration with team processes and other team members and team leaders failing to accomplish their own goals for the team and for their own career growth.
The 7 aspects of teams shown below are classic areas where low performance could lead to team failures.
7 troubles with teams
Taking a closer look
The first column to complete is the scoring column. The question would be – how do I know that my team may be experiencing this trouble? The audit list gives you a possible symptom of observable behavior on either side of the scale: desirable (give this a score of 5 if your team shows this behavior) and undesirable (give this a score of 1 if your team shows this behavior). Should your team display behavior that is somewhere between those two opposites select a score between 1 and 5 that you feel is most accurate to describe how far they may be from either end. Perhaps a score of 3 would be appropriate if you see desirable behavior only 50% of the time.
Look at the column called impact. When you look at the behaviors defined as undesired and also the other column containing desired behaviors, how much does it impact the outcomes produced by your team when those behaviors are present or not present? Maybe the impact is “high” if you consider how many hours are wasted when that behavior is present? Maybe it is only “medium” which means some time or effort is wasted, but not too much. And it could also be a “low” impact if that particular behavior does not contribute highly to the inefficiencies you experience as a team experiencing a particular aspect from the audit list.
Evaluate your results by looking at both the scores column and the impact column. The graphic below shows the way to identify which of the aspects to focus on when it comes to prioritizing an area to address:
The download file above has suggestions for each of the 7 areas that can be addressed.
Every team has good times and bad times. Just because your team just did very well, it does not mean it will necessarily continue to go well. And just because your team failed last week, it does not mean there is no way to make it a high-performing team!
Use the tool above to take a closer look at your team and I wish you success in mapping out your next steps; helping your team be even better than it was before!
It is easy to think “I will just create a quick survey for that” and then go off and email a link out to a group of people to collect responses. Looking at the big picture perspective, firstly be clear on your overall survey objectives and how you will use the input you receive.
Once you have defined that, take a few more minutes to think through 5 key aspects of launching a survey before you proceed:
What exactly is the message?
The platform you plan to use
CHECK the text
The intro matters
The thank you
Launching a survey is a message too
(It says: I want to know, I value your opinion, I am listening, Tell me what you think)
Take the time to write down all the messages about the survey that intended participants need to know. What do other stakeholders need to know – think of managers who may need to help you communicate to their groups about the survey. What do you need to make sure they know about it before your launch date?
People need to know what the survey is for and why it is important. What is this survey linked to and how do you hope to use the input to drive decision-making?
When can they expect the survey to be open and how will they access it? Link via email or QR codes around the building/email or will it be an app on their mobile devices?
Will you be emailing out the announcement of the survey or is there a communication plan that is much broader than the survey? Perhaps some messages will be on social media or notice boards? If you need to make a communication plan, this template can help:
Be sure to share this information with intended survey participants when you map out your communication messages:
This survey is coming on (date)
The reason we do this is (….)
What we hope to review/change/update/introduce as a result of this survey is (…)
Why we are asking for your input is (…..)
It will only take (…..) minutes of your time to complete
We will let you know about the results (time) and (how/where)
How will you protect their privacy and if the survey contains sensitive information – who will see it and how long will you maintain the data before destroying it?
Can they participate anonymously?
There are various survey platforms available these days – some are free, and others are not. In general, those with paying options come with additional features such as help to analyse your data, automatic graphic creations for communicating your survey results, text analysis options etc.
Whichever platform you choose to use, test it first. Create a quick survey and send out the link to some trusted colleagues or to yourself to see how it displays. Can you access the survey using the link without any firewalls or other error screens interfering with ease of access? Is it easy to complete the survey online? Is there a phone app for it? How well does the phone app work?
Also look at the reports you can get from the platform. To what degree does the platform offer you some level of analysis as a download? Can you download a spreadsheet which you then need to analyse yourself to create a presentation or a report? Knowing what remains for you to do is an important consideration in choosing the right platform for the survey.
Check the text
Make sure you have read each sentence out aloud. Missing words or repeated words can be overlooked when you just glance through your survey. Reading it out loud – word for word – often highlights areas that may need to be reworded or corrected. Answer these questions about your survey wording:
Do the instructions make sense? If I ask other people how they would interpret the instructions you plan to use, would they know what to do next?
Is each question or statement to be rated constructed in a simple way to avoid confused answers? i.e. do not ask about more than one thing at the same time such as “do you think it was easy to do and did you like the fun tests we handed out at cafeteria last week?” In this case your results could be hard to interpret. If the final scores are low, was it because people thought it was NOT easy or was it because they did NOT like it? Or was it both?
If the platform has a spell check function, use it. If it does not, copy and paste the text into a document where you are able to check spelling before you proceed to launch the survey
The intro matters
Even if you did a great job at communicating about the survey in your communication plan activities and presentation messages, people may not have seen or heard all of your early messages. Tell them the highlights in the introduction section of the survey: (after the survey title and before you start with your questions or statements to rate etc).
What it is FOR?
Why are THEY asked for input?
What will you DO with the information obtained?
Is it anonymous or will you be telling others what they said in the survey?
By WHEN do you expect their response to have been completed after which you will close the survey?
HOW LONG is it likely to take participants to complete the survey?
Say thank you
When people answer your surveys, they are prioritizing your request given other tasks that lie before them. They are making time out of often busy days to provide you with feedback. A simple thank you message can go a long way to ensure people are open to respond to future survey participation requests.
And while you are saying thank you, it may be an idea to provide a link to a website to visit if they want to find out more, volunteer or whatever other actions you would like them to take after completing the survey.
Surveys are so easy to create these days and the need to collect recent data and employee feedback is becoming more mainstream in companies than in previous decades. The annual employee survey is no longer the only way that change managers and management obtain feedback. Surveys can be a powerful feedback tool and yet, they can also create confusion and frustration if they are not communicated and launched with some forethought and planning.
Most of us have had a situation where we are really not sure which way to go – which choice is best for us in a given moment? Some people ask all their friends and family for advice and then go with the most popular idea that came up. Others do a lot of research and still find themselves unable to make that final decision – option A, B, or C?
I learned this way of making decisions from a manager some years back. He called it a chicken-chart. I really do not know why, but the method has really helped me get clarity about decisions that were hard to make because none of the options were obviously better than another option from my perspective.
Simple steps to help you make decisions
What is the decision you have to make? Define it clearly. [In the example below the decision would be “Which company does Jack want to work for?”]
Then write down the options you are considering. [In the example here: Jack is considering only Company A and Company B – you can put in any names that may be right for your decision]
Write down a list of the 5 to 7 most important things you want the solution to have. [In the example below Jack cares about a good salary, a good location for the office, the personality of his boss, the % of strategic tasks that he would be able to work on and the Potential impact that his work could have on team success]
(see the example being used – a person called Jack is trying to decide whether he wants to work for company A or company B)
Decide how much you like each of the criteria you wrote down. If you like it more, put a higher percentage on it (either in a 50% format or a 0.5 format). In the example below, you can see Jack decided that a good salary counts at least 30% towards his decision to work for company A or B.
Start recording how much you like all of those aspects for company A. Then do the same for company B. Give each aspect a score between 1 and 5, where 1 is a really bad score and 5 is an excellent score for that company and for that aspect that is important to you.
Let’s calculate the weighted score for each line item. It is really simple. It is simply: the weighting x score = weighted score.
Now it is time to add up the totals. Get the total for the scores alone and then get the totals for the weighted scores.
If you look at the result from this example you can see that the difference between the total score for Company A (12.5) and the total score for Company B (18) in simple likes or scores is relatively small and if you used those scores to make the decision, you may have doubt about the choice ahead of you. The difference between your score for Company A and Company B is 44%.
If you look at the difference between the total weighted scores for Company A (2.35) and Company B (3.7), you see that the difference is much bigger because it now also includes how much Jack liked each of the criteria that he included in this exercise. In this case, the difference is 57%, which is bigger than the previous difference of 44% (for using only scores alone).
The final decision now seems more logical – to choose for company B because the difference between the two options is bigger – 57%. When you include the level of how much you liked one aspect of your criteria over another one – the difference (in this example) increased and it became much easier to know what to choose!
The behavior of leaders is a very powerful indicator of how a company truly operates from a people perspective. Which aspects of the business are mostly focused on by leaders? How are decisions made and communicated? Most change initiatives include specific behaviors which leaders need to role model in order to ensure a successful outcome for the initiative.
The typical approach to measure how leaders are behaving is to obtain input from those around each leader – those who interact with the leader on a regular basis. The groups of people asked to provide ratings for each leader could be:
People who report to the leader
People who are colleagues of the leader
People who are more senior than the leader
If appropriate – external parties who interact with the leader on a regular basis.
Process of assessing leaders
The process of assessing leadership behavior typically follows these basic steps: Collecting ratings, consolidating the ratings, providing feedback to leaders and using the results to plan further actions as needed.
The mechanism needed for this exercise needs to be developed, reviewed and agreed and then introduced before the process starts. Once the key behavioral elements are defined, create a way to capture feedback from others about leadership behaviors.
The resource above can be downloaded. It is a set of behavioral statements which can be shared with those who need to provide ratings and comments. The scores or ratings relate to actual behavior observed against desired behaviors for each leader that they interact with on a regular basis. Some people automate their chosen feedback gathering using a free tool like http://www.surveymonkey.com
Behaviors used for ratings have to be very well defined so that they can be observed and does not require someone to guess at the intentions or motivations of the leader. A behavior must be observable or produce visible results.
Ask raters to add comments to help you interpret the scores. This understanding enables the creation of realistic follow-up actions after the results are available.
Ratings should not be requested too often – raters get “survey-fatigue” and your results become less meaningful.
The objective is for the tool to support the leaders by providing helpful and actionable feedback. The tool also helps to understand how the change initiative is progressing towards desired milestones.
You will notice in the shared resource (tool) example that leadership behaviors were defined in 4 categories: Commitment Behaviors, Communication Behaviors, Teamwork/Collaboration Behaviors, and Safety Behaviors. Your categories will be determined by your own change initiative and you will need to also define the specific behaviors that are desirable for leaders given your project. Simply use the downloaded excel sheet and type over the category names and behavior definitions to create your own Leadership Behavior Scorecard.
Be careful when you consolidate the results from various raters. If you had agreed to keep rater identities confidential, summarize the results by subgroup. Provide an average per subgroup for each of the behavioral elements. Do not provide a subgroup score if there were less than 3 raters.
Follow-up actions should also include recognition/appreciation for those leaders who are role modeling the desired behaviors in the organization.
Consider using some examples from the higher ratings to create case studies to the organization. It is easier for leaders and employees to understand how to apply desired behaviors when they receive actual examples that illustrate how decisions were made or implemented using the desired behaviors. An example makes it easier for others to follow.
The tool is relatively simple to use, but it is vital that it is designed well and introduced correctly into the organization. Assessment tools can be seen as a negative element if the objectives and the way results will be used are not communicated appropriately.
The success of team events or sessions can be more predictable when facilitators gather information from invited participants and stakeholders before planning the agenda, activities, and presentations. Knowing more about the current issues and expectations can greatly enhance your chances of ensuring the team faces what they need to focus on and deal with that in a constructive way.
The source I am sharing, is a list of pre-session interview questions which could help you get a good foundation about the team: what is working, what could be better and how each of the interviewees sees the situations faced by the team.
Some important notes about pre-session interviews:
If the team members do not know you (the facilitator) yet, be sure to introduce yourself to each interviewee and mention your role in the upcoming planned session. They may have additional questions about your background and experience in this area and why you are working on the planned session. Be prepared to summarize these points before you get into the interview.
Make sure you can explain to what degree the responses will be confidential. You would typically want to share a summary of responses with the session attendees to help set the scene on the day and perhaps use that to initiate a discussion or lead into an activity to address something that was mentioned by several participants during the interview. Will you be word-smithing the responses to protect the identity of interviewees? Or will you share the raw data? You need to be transparent about that.
Why are you asking? Be sure to explain how the answers and responses will be used to plan the session and help the team move forward and past any obstacles that may be holding them back.
Let them know upfront that their questions about the session will be answered during their time with you (the interview).
Planning your approach
Will you interview individuals or groups of individuals that work in a specific department or functional group? Think this through carefully with regards to the advantages and disadvantages of this choice before you make that decision. I usually recommend that the number of session participants is no more than about 20 – 25 people and I prefer to know each individual’s responses before I finalize my planning for the session. This means I interview each person separately. But I can also imagine that the team/project culture and approach could make it useful to interview small sub-groups within the team.
In person or online? I prefer to do the interviews in person to allow me the opportunity to ask follow-up questions on the spot. Sitting with someone and talking through the questions gives you the opportunity to also watch their reactions or pauses after each question. This can indicate whether some topics may be sensitive to the interviewee and again you could choose to ask more questions to better understand the issues at hand.
The right number of questions. It is important that the interviews do not become exhausting. Accept that you will not be able to ask every single question that you may have for the planned participants before the session. Some questions are best worked out by the group at the session. Be very selective and critical – ask only questions which will help you prepare for the session. The interviews are not intended to replace the planned group/team session.
The questions in the (download available above) resource range from understanding expectations to identifying possible issues that the team needs to address. It includes some questions which may help with understanding possible issues that could pose an obstacle to team success. Some of the questions are also specifically there to help team session participants envisage themselves being a positive contributor to the success of the session.
I do not suggest that all of the questions would be relevant to every session that you would plan, as the facilitator. Instead, I suggest that you use the ones that make the most sense for the session you are working on and feel free to add additional questions as needed in order to improve your understanding in the relevant areas that the session needs to cover.
Finally, it is important to realize that just the fact that you are asking questions and providing interviewees an opportunity to discuss their thoughts and impressions is in itself already a change management intervention. You are setting the scene for the session and helping to shape participation before the session. This could greatly enhance group dynamics and ensure the success of the planned session.
Without the right level of scrutiny, it can be easy to misinterpret a metric (key measurement, KPI) and waste valuable time and resources debating and taking actions to “fix” things that may not be “broken.”
Let’s take an example to illustrate: Employee turnover. Let’s say I show you this number and tell you that this represents Employee turnover at a company:
I would imagine you would have some questions for me? Let’s go through some questions I expect you to ask me as we clarify what that number means. (Answers in blue from an HR representative at a fictitious company)
How do you define turnover and how did you calculate that?
Answer: The company defined employee turnover as the number of employees who left the company. And they calculate that number this way:
If you think this number is high or low, hold your horses, we have a few more questions to ask before we can come to a conclusion.
Over what time period was this number calculated?
Answer: It represents the employee turnover over one quarter.
An unusually high or low number can be an anomaly if it represents, for example, one day or one week out of a year. And that could be for many reasons including possible entry errors or calculation errors. If it is an average over an entire year, an unusually high number may indicate an alarming trend.
What is this metric about?
Here you would like to understand the reason why they are tracking the metric and how they are using this metric for decision-making.
Answer: “We want to make sure that we retain employees and do not have too many people leaving thereby causing us to have to retrain people on a regular basis. We also want to avoid constantly having to hire and onboard people to replace those who left. We think it is disruptive to the business. We have set a limit of 7% as a reasonable employee turnover maximum.”
Knowing that this is about retention helps to understand the metric more. For example, you could now start to form an idea in your head about the employees that a company would like to retain. To ensure you lose no more than 7% of your employees through resignations, you would want to ensure that internal communication is going well, that employees feel appreciated and that there are development opportunities for them etc. (These would be all the efforts you could make to increase employee engagement and satisfaction). But it is also immediately obvious that 21.6% is much higher than 7%! So we need to ask more questions.
What is the context of this metric?
With this question, you are trying to understand if there were any events or special circumstances that may have contributed to this metric being unusually high or low. It may also highlight how this metric compares to other periods – is it higher or lower than in the past?
Answer: “The metric is much higher than in previous quarters. During this quarter, we had to lay off some people due to losing a large customer. We also let some temporary workers go. And some people have chosen to take early retirement with the incentives that we offered around the reduction in workforce.”
Going back to how they calculated the 21.6% you may now wonder if they did the calculation correctly. If the metric is about making sure that they retain employees then it would be logical to ensure they do not include those who leave involuntarily – due to a lay-off for example. And there was also mention of temporary workers. Workforce planning often includes having a pool of temporary/agency workers who can more easily be let go of in the event of an organizational downturn. From that perspective, it would also not be useful to include those workers in an employee retention metric. It is time to question the number of people who left the company – the 108. Having obtained more information about the 108 employees, we see that this number represents various groups including retirees, agency workers, redundancies, and resignations.
In this case, the only unplanned people that the company “lost” = 32
In that case, the metric calculation would result in 6.4% which is below the 7% limit that was set as a goal. It is important that the definition of the metric is clear about which groups of people who left should be included or excluded in the calculation.
In summary, we can make some suggestions for this HR team:
Clear name and definition. Perhaps the metric should be redefined and possibly renamed if their intention is to capture how many employees (not temporary workers) resign from the company and to keep that % below 7%.
Share definition with stakeholders. Just looking at 21.6% employee turnover can be alarming so it would also be very important that the metric is well understood by the team and its key stakeholders outside of the team.
Accuracy. To avoid any possible calculation errors, it could help if somebody audits the metrics before the dashboard is finalized and distributed. The credibility of the HR team can be impacted if an executive team regularly sees errors or inconsistencies on the HR dashboard.
Keeping track of key metrics to monitor the success of specific processes or initiatives is important. That way you would be able to easily identify if a project or an objective is in danger of failing to achieve desired outcomes at the end of a year. Early identification also enables you to take the appropriate actions to correct an alarming trend. The key is to ensure that metrics on a dashboard are accurate and easy to interpret by those who view it. Be intentional and critical when you choose the metrics to track and when you define them to stakeholders.
When reviewing metrics, ensure that you truly understand what they represent before drawing premature conclusions. Planning actions to rectify premature conclusions could be a waste of your valuable time and resources when they are based on erroneous assumptions.
Many of us have heard about the power of three items or 3 key messages, but most people have not been shown how to use this in practice. While it is easy enough to make a list and restrict it to 3 items, picking 3 items that make sense from a logical perspective takes a little more thought. Our minds are highly responsive to patterns. Knowing that we will hear 3 key points and then having somebody deliver the 3 points in a logical fashion is something we are more likely to remember afterward. It comes across as more credible when we are able to recognize a pattern in the delivery of the key points.
Maybe you are coaching someone on how to deliver more impactful messages. Or perhaps you are preparing your own answers to questions in a group setting or you are planning a short speech on an important change initiative or project update? This resource can help you. It aids in formulating your thoughts in a logical way, which enables you to deliver a message that is easy for your audience to interpret and remember.
The three key ideas you wish to communicate or the three top reasons why you suggest a certain course of action cannot be random or they may still fail to be memorable. The 3 key concepts should be structured in a way that would make sense to others so that they can easily be recalled after people hear them.
Grouping the 3 points in a logical way:
Three linked ideas like quality, time, money/costs; good, bad and ugly (see the specific example in the downloaded document )
Forward or backward motion – tell the story sequentially either from the present into the past in 3 steps or from the past into the future in 3 steps. For example: in the past, we used one process which worked, but since then many things changed to where we are today (with challenges and in need for things to change) and in the future, we will have additional challenges which simply requires us to make changes now. (You can fill in the details of your own message to explain the situation when you choose a structure that moves forward or backward in time).
Perspective – the 3 concepts move from a big idea to a small idea or from small ideas to big ideas/reasons. For example (out of) from this small team which will be impacted by the change to the bigger team and then to an even bigger group of people who may be impacted. (see the specific example in the downloaded pages)
Use the practice sheet or template (included in the download file above) to learn this approach. It helps you to become more familiar with using this way of organizing your message or your answer to a group of people. Once you get used to how it works you will no longer need the template and you should be able to organize your thoughts while you are in the meeting or in transit to the meeting.
Some ideas of where to use this approach:
You are in a meeting and they are going around the table collecting everyone’s thoughts on a proposal (You take a moment to quickly organize your own response using this method.)
You have been asked to provide an update at a meeting, which starts in a few minutes. (Remembering this approach you are able to jot down your initial thoughts, choose a structure and then revise your points to fit your chosen structure of 3 points to make.)
You are attending a conference and have to introduce yourself or someone else (Using the structured way of choosing 3 key aspects to mention, your answer is memorable to the conference attendees.)
During lunch, some colleagues ask you why you support a particular proposal. (You easily recall the structured options and formulate a response consisting of 3 key thoughts to share after you have swallowed the food.)
Listening to long unstructured answers in meetings or trying to make sense out of facts presented in a complicated way in a meeting can be a confusing experience. Using a simple structure with only (no more and no less than) 3 key points, makes it much easier for you to avoid the same mistake. Instead, you can use this approach to deliver a message that they will easily understand and remember.
Let me know how this approach works for you or the person that you are coaching!
Unless you are in a senior role in the communications group or department you probably never had to make an annual communication plan before. Recently I was asked to help two people (one from a mid-sized and the other from a small company) who never had to make an annual communication plan before but were expected to create one now. Perhaps you are also tasked with making one? Or maybe you are asked to comment on one?
The basic idea behind an annual communication plan is to ensure that someone is planning to address targeted communications activities to various groups of people across all the available platforms that are used by the group or organization. The plan should typically include specific mention of dates, details of the intended contents of messages or specific focus areas, and be specific about who is responsible for each of the actions. That way everyone involved in executing activities from the communication plan is aware of his or her role and when deliverables would be due.
Planning to communicate is not the hard part of the assignment as most people are quite creative during brainstorming sessions related to what we can do and how to do it. The hard part is to write it all down so that we all know what will actually happen after we leave the meeting or brainstorming session. And the next hard part is to apply self-discipline to execute according to the plan and update and review the plan on a regular basis.
The downloadable template above shows various aspects to consider when you look ahead to a year of planned communications. Of course, we know that plans are subject to changes happening around us on the project or changes in the company or in client needs. This means the plan is not static and you should review the plan on a regular basis to add or change items as needed. Remember to share updates you made with other team members who have activities assigned to them.
The first column in the template contains a few communication channels to consider as you look at the messages you want to share and the intended target groups that your messages should reach. Ensure that you are using the right communication channels that you know to be in broad use by your intended target group of readers. And each of the headings could have multiple options for example meetings could be global meetings, regional meetings and local meetings where you would like the same message or a different version of the main message to be shared.
The columns across the top of the template are mainly there to document who is doing what by when and when you are ready to publish and have published or delivered the message. This helps you measure progress on planned activities and shows where you may need to apply special focus to avoid delays.
The published date is important, not only to ensure that your intended actions were completed but also to measure the success of your communication activities after the activity has been completed.
In this simple template, the only measure shown is based on the number of people reached. There are many more ways to measure the outcomes and success of your communication actions including:
How many people took a further action after reading or watching (if video) or listening to (if podcast) your message (i.e. liked it, clicked on the button for “more information etc),
How many people used it as a reference or highlighted it by linking to it, sharing it or tagging it,
How many people visited your website right after you have published or shared a new message?
Add additional columns to your plan (as needed) in order to capture any other important measures that you wish to track per message, date and communication channel.
Plan to share the same message in many different ways to optimize the number of times and ways that your intended audiences receive the message during a relatively short timespan.
Not every communication message can be forecasted and planned over a 12-month period but without at least a guideline of topics that you would like to share over a 12-month period, the chances of missing opportunities to impact your intended audiences are bigger. Remember, you can always update and make changes when unplanned events occur while you progress through your plan.
Experiment with a mix of ways to communicate – create messages to be shared face-to-face with credible speakers and follow up with something online and perhaps also a film on your website.
Do use metrics to track results against your goals. It is the best way to know what works and what needs to be improved. Having proven successes also adds credibility to your communication plan and activities.
When tasked with creating an Annual Communication Plan, you may never need to become an expert at creating this kind of plan, yet it is still in your best interests to capture your thoughts about planned communication activities, responsibilities, deadlines, and metrics in a concise way. This template is only one way to achieve this. Once you have created the plan in a structured way people can review it, comment on it and manage to it and it ensures alignment within the team as you make progress with your communication objectives.
Before any organizational change is launched there has to be meetings with executives and senior leaders to ensure alignment around the reason(s) and main principles of the change initiative. Meeting objectives would also typically include getting their support for executing change activities and to help them understand expectations of them as executives and senior leaders during the change period and beyond.
The downloadable slide deck (above) can be used as a basis for creating your messages to senior leaders and executives. The slides helps to explain how change will likely impact the organization and the people plus explaining how leaders can help by being role models and also by actively addressing resistance and other signs of low engagement in those around them.
Use this resource as optional examples to help communicate the specific messages that makes sense for the change management initiative that you may be leading and the meeting participants/audience that you will be facing.
Here are the steps I would suggest you follow:
Be clear on the reasons that your change initiative need to be implemented and how the changes will improve on status quo. (Business case or burning platform)
Did you get executive buy-in from one or more sponsors before your presentation? (Highly recommended – in fact, do not proceed until you have it!)
Consider the presentation you will be doing – who will be there? What do they know and what do you need them to know, understand and do once they leave the presentation?
What impact will the planned changes likely have on the employees at your company and how do you think your targeted audience can help and should act/behave given the change process and desired outcomes?
Review the slides in the resource I am sharing and determine if any of them could help you and support the messages that you would like to communicate to the audience that you will be facing.
Of course these slides are not going to substitute the preparation work you need to do before starting a change initiative, but they may be helpful to use as background or to explain some of the specific change management aspects that may be of particular importance to your audience.