We’ve seen cases of rogue or accidental social media posts sending organizations into crisis, but did you know that even fully vetted updates are capable of causing a load of trouble?
In a recent post on the Mindjumpers blog, social media strategist Marlene Friis took a look at how camera manufacturer Nikon got into, and out of, a crisis on Facebook.
1 update – 3,000 comments
On September 28th, Nikon posted the following update on their Facebook page which at the moment has 846,879 fans: “A photographer is only as good as the equipment he uses, and a good lens is essential to taking good pictures! Do any of our facebook fans use any of the NIKKOR lenses? Which is your favorite and what types of situations do you use it for?”
18 hours after the post was published, a bit more than 3,000 comments were made. Most of the comments from the fans expressed negative feelings towards Nikon, since they felt the brand was implying that a photographer is only as good as his equipment. A few comments defended Nikon, though, and some might say that the offended users were overreacting.
Despite the possibility that the offended may have been overreacting, this wasn’t one or two trolls looking to get a rise, this was 3,000 potential customers. Nikon did the right thing and tackled the situation head on by posting the following statement on its wall:
“We know some of you took offense to the last post, and we apologize, as it was not our aim to insult any of our friends. Our statement was meant to be interpreted that the right equipment can help you capture amazing images. We appreciate the passion you have for photography and your gear, and know that a great picture is possible anytime and anywhere.”
An apology and clarification wrapped in one, this single post defused the quickly building crisis. Within hours there were hundreds of largely appreciative comments from fans, and by the next day, business on the Nikon Facebook page was back to normal.
What can we take away from this? I would say that the entire situation is proof that Crisis Management 101 carries through to any medium, including Facebook – if you screw up, apologize, and you’ll get results.
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For more resources, see the Free Management Library topic: Crisis Management
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A few months ago, I wrote a series of posts here entitled “Unleashing the Power of your Story.” I continue to do Leadership Story work with clients and continue to learn. I am also writing a book that will help leaders and others connect to their core through story work. Therefore, I will return to stories as a topic in this and my next several posts. Like Jesus said about the poor, “Our stories we always have with us.” As such, stories continue to be a worthy topic.
Our lives are full of stories. Stories are, almost literally, everywhere. They are so much a part of who we are and what we do as human beings that, like breathing, we often don’t notice their constant presence. They are key to our movies, television, books, communication, religion, work, humor, conversation, and thinking. They are one of the primary ways we pass our experience, wisdom, and foibles from individual to individual, group to group, generation to generation. And most powerfully, our stories reflect who we are at our core—who we are as individuals, groups, communities, nations, and as a species on the planet.
Stories cover the whole gamut of human experience, from our descriptions of the universe, e.g. the Big Bang “story”, to our expressions of our deep inner selves. My work focuses primarily on the latter, our deep personal stories, how we can learn to know them more clearly, how they help us, how they can constrain us, and how we can, when we wish, learn to “see them anew”, to create even more powerful personal stories that reflect not only our life experiences to date but also empower us to reach our highest aspirations for the future.
Stories are critical for leaders. Every leader has a deep personal story, a “systemic story” that shapes her/his patterns of leadership. Recent work in leadership and leadership development suggests a new answer to the age-old question: “What makes a leader?” We have searched for, among other things, common traits, patterns of behavior, or competencies that characterize leaders. But we are discovering that what makes the most powerful leaders, the authentic leaders, are not these common traits, behaviors, or competencies. What makes the most powerful leaders is that they live in congruence with and become the masters of their own personal stories—that they live authentically from who they deeply are.
This work is intended to help leaders, coaches and others become clear about their core and live from it creatively.
If you would like to learn more about story work and/or consider story coaching, feel free to call or email me at:
Steven P. Ober EdD
President: Chrysalis Executive Coaching & Consulting
Affiliate: Systems Perspectives, LLC
Office: PO Box 278, Oakham, MA 01068
Home: 278 Crocker Nye Rd., Oakham, MA 01068
O: 508.882.1025 M: 978.590.4219
Email: steven.p.ober@gmail.com
www.ChrysalisCoaching.org
Steve is a senior executive coach and consultant. He has developed and successfully uses a powerful approach to leadership coaching, Creating your Leadership Story, which enables leaders to make deep, lasting improvements in their leadership effectiveness in short periods of time. He and a group of partners have created a breakthrough educational program, Coaching from a Systems Perspective, in which you can significantly enhance your abilities as a systemic leadership coach. See http://SystemsPerspectivesLLC.com.
Those three words summarize all practical and academic research about fundraising.
It takes a great deal of effort, thought, capability, energy, systems, and committed people to actually develop a sustainable, growing, and effective development program, but the idea that relationships are key is one that is at the root of all successful development efforts.
When people ask me which books I recommend for learning about fundraising, the first one on my list is not about fundraising, it’s about communication: “The Tipping Point, How Little Things Can Make a Big Difference,” by Malcolm Gladwell.
In the book, Gladwell shows how word-of-mouth communication can proceed more rapidly and more effectively than any other type of communication, and he describes three types of people necessary for this to happen: mavens, connectors and salesmen (or “persuaders”).
“Mavens are data banks. They provide the message.
“Connectors are social glue: they spread it.
“Salesmen are a select group—they have the skills
to persuade us when we are unconvinced of what we
are hearing, and they are as critical to the tipping point
of word-of-mouth epidemics as the other two groups.”
These principles apply to how your non-profit develops its messages and communicates with the public. Ideally you want all three types of people in your non-profit network: mavens, connectors, and persuaders.
In terms of developing a CFC revenue stream, here are some of the key items to consider as you develop your communications plan and messages:
1. Which Supporters Have a Federal Connection?
How many of your supporters have a Federal connection (Federal employees or former employees or retirees; or their spouses, children, or parents are Federal employees)? Please note that “supporters” are not restricted to “donors.” You may very well have supporters who think well of your organization, but, for whatever reason, are not in a position to be a donor at the present.
2. A Thank You Program for Those Anonymous Donors
A basic principle one learns in Fundraising 101 is to say, “Thank you.”
Do you have a creative program for thanking CFC donors, even when you do not get their individual names until May (or perhaps never)? Create a program where you publicly thank your supporters who have given to you through the CFC, not by individual name but by group, in your publications, website, and programs for special events:
THANK YOU CFC DONORS
Last year CFC contributions to our great non-profit helped
us keep the doors open and continue to provide services
to our clientele, even in times of economic hardship.
Please support us again this year through the CFC
with your gift through payroll deduction.
Our CFC Number is 00000
Messages similar to this should run throughout the year, in the spring when you learn the totals for your organization, and again in the publications that your supporters will see in the fall, during the CFC solicitation season.
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In the next post about the CFC, I’ll talk about the most powerful tools
available to non-profits in the 21st century – and the tools are free!
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During his 25-year career in the Federal sector, Bill Huddleston, The CFC Coach, served in many CFC roles. If you want to get involved in the Combined Federal Campaign, maximize your nonprofit’s CFC revenues, or just ask a few questions, this is the guy to contact … Bill Huddleston1@gmail.com .
As stated on her website: “Through her books and her presentations, Marci’s message has touched the hearts and rekindled the spirits of millions of people throughout the world. She is dedicated to fulfilling her life’s purpose of helping people live more empowered and joy-filled lives.” I’m one of the hearts that she’s touched throughout the world.
Her two latest books Happy For No Reason and Love For No Reason are examples of how her work has impacted me. I’ve previously written a couple of blogs that came from each of these books. Check out:
What really lifted her career is when she became the women’s face of the Chicken Soup for the Soul series. The idea of having a Chicken Soup for the Soul woman series came to Marci when we went on a silent retreat for many days. She was meditating and the idea appeared to her and she knew that it was such a wonderful idea. The title for her happiness book came to her the same way.
Lovingkindness
Because of her lovingkindness concept that really touched me, it’s become a spiritual practice in my life. I mostly do this with strangers that I encounter throughout my day. Again, I remember to do this when I’m in centered and connected spiritually. Take today for example, I was at the gym after a workout relaxing in the sauna. A gentleman came in. My first thought is to silently wish him lovingkindness. Sometimes I have another thought which might be to say a prayer or wish something else like health.
Intention-Attention-No Tension
Another spiritual concept is the idea she shared that came from her mentor about the difference of intention, attention and no tension. Intention is the projecting a future vision, attention is being fully present and no tension is letting go of everything. How this has helped me is that I create my intentions for the year with my vision board; I put my attention each day to being present to what it is I’m accomplishing now; and then I work on letting go of all expectations.
Gratitude
Like most spirituality experts, Marci is a firm believer of gratitude. When she did the love summit this year, interviewing 26 experts on the topic of love, the one thing that all mentioned as critical was gratitude.
Recently I worked with a wonderful group of professionals, each wanting to be a better speaker. Some wanted to feel more comfortable, to turn nervous anxiety into power. Some wanted to be able to speak more fluently, releasing themselves from relying on notes and slides. And some wanted to break bad habits; notably, the habit of using filler words. Ah, that is a tough one.
Why do we use filler words? And what can we do to reduce them from our speaking?
Cause 1: We use these fillers to fill the tiny gaps when we are thinking of what we want to say next. Our minds race so fast when we are speaking (and we speak much slower than we think) that there is often a disconnect. We forget where we were, or what our point was, because we are thinking so fast we are off to the next thought.
Solution: Try to keep your focus with what you are saying. Try to not think ahead so much. When you notice your mind racing ahead to the next thought, or what is on the next slide, gently bring it back to the present and the words you are saying in the moment.
Cause 2: We distract ourselves with perfectionism and criticism. When we make a mistake, we dwell on it. We beat ourselves up. We hear each and every little filler. And we distract ourselves with these thoughts, so we end up with…wait for it…more fillers. Dang!
Solution: Forgive and forget—right away! You may notice the mistake, but let that thought pass by. Keep your focus right where it belongs, on your content.
Cause 3: We are often thinking of the words we want to say, or the words we had planned to say, rather than the thought itself. It is frustrating when you can’t think of that perfect word you wanted to say, but your audience doesn’t know what you planned, only what they hear. Most times, a close-enough word is just as good as the perfect word.
Solution: Think of your message, not your words. Tell stories, use dialog, think in images rather than words. Shut off the internal word-finder and let the words flow. Use close-enough words. Don’t memorize a script. If you do get stuck looking for a word, allow a pause instead of filling it up. The gap is most likely not all that noticeable to the audience.
Cause 4: We very often use fillers before answering a question. While we are teeing up the answer we often use a prolonged “ummm” sound to indicate we are getting ready to answer. Other people will say “that’s a good question” to fill this gap.
Solution: Use a Neutral Bridge instead of the filler. Neutral Bridges include phrases like “the question in about” or “I understand your concern about X.” By using a Neutral Bridge you paraphrase the question, buy yourself time to think, and allow the audience to hear the question in your words.
Cause 5: We get distracted by technology. I remember the first webinar I ever gave. I was so distracted by the technology and by not seeing my audience that I almost froze. Well, I did freeze for a moment.
Solution: Have someone else with you to deal with technology issues as they arise. Practice a lot before this type of presentation, so that the technology becomes more familiar. Consider having a co-presenter until you get the hang of it. Also consider inviting people to sit in live on your session, so you have a real audience. (Or put some pictures of your audience near your computer, and talk to them.)
These are a few of the most common reasons you will hear fillers in your speaking. Will you ever get rid of every um and ah? Probably not. But if you can reduce the frequency and duration of the fillers, your message will be able to get through more successfully, and you will sound that much more polished. Good luck!
What have you done to reduce the fillers in your speaking?
This post is a guest contribution by crisis management expert Rick Amme. Containing shocking stats and solid advice, it fits perfectly here on the Crisis Management blog. Without further ado, Rick Amme presents:
Lightning Speed – Your Reputation Life Saver
Here’s something to keep you awake at night. More than ever, you have precious little time to protect the reputation you worked hard to build for your business. Two incidents we all remember drive it home.
When Sully Sullenberger successfully crash-landed his plane in the Hudson in 2009, a single tweet relayed the first news of it within one minute. One minute. The rest of the media followed so quickly, within 15 minutes, that the hair-raising accident was known nationwide while USAirways was still determining whether an aircraft was missing. At the time I thought that was breathtakingly fast information dissemination.
Now that’s slow – compared to the flash communication of the East Coast earthquake last August. When tremors struck at 1:51pm, people near the Virginia epicenter reacted at the rate of 5500 tweets per second. Tweets reached New York City 40 seconds before the shockwaves according to SocialFlow as reported in The Wall Street Journal.
While your reputation might not go south at those speeds, it’s wise to expect dramatically less time than ever to unsnarl a knot tightening around your neck. A PR friend recently told of his crisis team strategizing while they were simultaneously reading attacks arriving on their Facebook page.
Now that I have your attention, I recommend these common sense preparations before your good name appears to be vanishing in the wind:
Put a crisis plan in place – First prepare a short, clear plan to mobilize the right people rapidly. Prepare other plans for specific contingencies that are either worst-case and/or reasonably likely. Avoid cumbersome generic plans that tend to bog down and be dust-collectors. Important! Include internal communications as well as external.
Designate and train a crisis team – A plan is only as good as the team that implements it. Also, research shows that 8 out of 10 CEO’s rely on teams more than plans. Therefore, select members carefully, crisis/media coach them now, and have them or their backups reachable 24/7. Expect that the accelerating needs of crisis communication could compel you to convene electronically because you won’t have time to meet physically.
Drill the team – Regular businesses can do this table-top. Organizations with hazardous materials or are people-intensive (hospitals, schools, universities, large businesses) will want full scale drills.
Be ready on social media – Have a presence as well as the ability to quickly convey your messages and actions through the social world (if necessary) as well as the traditional media and your website. Monitor online mentions of your company to get a heads-up on potential trouble.
Act fast, not stupid – You must move fast while keeping your wits about you. On the one hand, actions speak louder than words and being “too late” can be a killer. On the other, you want to avoid getting ahead of facts and rushing to judgment. Therefore, speed might be in the form of decision-making, and prudent decisions come from knowledge of crisis management, experience, and good counsel. This can be high-wire stuff and is why the education of crisis/media coaching and drills is crucial.
Ultimately, with less time than ever to make smart decisions in a crisis full of Hobson’s Choices, I believe ’tis better to err toward over-reaction because the consequences of under-reaction might be irrevocable.
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For more resources, see the Free Management Library topic: Crisis Management
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Rick Amme is president of Amme & Associates, a media/crisis management company in Winston-Salem. He is also a member of the Business Journal’s Editorial Board of Contributors. Reach him via www.amme.com, rick@amme.com or (336) 631-1855.
Ten years ago today, I married my perfect match. And I don’t mean match in sense that we are exactly alike in every way. In fact in some ways, we are quite different. I like a nice top 40 radio station and good romantic comedy, while he prefers classic rock, Pink Floyd and science fiction thriller. I could care less is the house or my desk is a little messy, while he spends an enormous amount of time organizing and planning and putting things away. I am a last minute planner and he plans everything well in advance and wants to quiz me on the details over and over. And the laundry, well that’s best left without much detail.
You might assume we drive each other crazy; however, our union works for a couple of reasons. First, we both are considerate of the quirkiness of the other. When he works late, I make sure to put the dishes away so he doesn’t have to worry about when he gets home (and he would even if he was exhausted). He leaves me notes in the morning to remind me when it is library day at the kids’ school so I don’t forget to get the books in the backpacks. We work well together and we complement each other in the small ways.
The small ways are important, but the reason we work so well is really the bigger things. Our priorities are very aligned in every aspect of our lives and our foundational beliefs on what is important in life are the same. We both are committed to doing well in our professional lives, but we are even more committed to making sure we are good parents and good spouses. We see eye to eye on how we want to raise our children and where we want to spend our free time. We are working together to accomplish life goals. The important goals.
In this journey we are taking our differences aren’t negatives. They have made us a better team. Understanding that differences make a stronger unit or team is an often missed concept in many organizations. People like to be around the like-minded individuals and people often hire those who are more like them. However, failing to work in a group with members who compliment your areas of opportunity means your team is weaker than it could be. Don’t get me wrong, the foundational stuff has to be the same. If it is, then it will override the little stuff and comprise and compliment will result in a perfect match.
It’s a world of skimmers out there – with way more content than eyeballs. Yes, the competition for readers’ attention is fierce. (But we’re fiercer, aren’t we?)
To score that precious publicity hit, there are ten things you should know, according to Entrepreneur Magazine. No expensive PR agency needed. Follow these insights to boost the odds that your press release will capture the interest of the local paper or influential blogger. Today we cover #1-5, and next post: 6-10.
1. “Get Your Story Straight”
The perfect story for an editor or blogger is one that’s UNIQUE. Right? No one wants to read about things they already know. Get attention by choosing a topic that focuses on your company’s unique competitive advantage. Otherwise known as unique selling proposition. Weave that into a newsworthy story, and include interesting stories, people or places that a reader can identify with.
2. “Perfect Your Pitch”
Take that story you just wrote and condense it down to a 30 second pitch. When you write a press release or call a reporter to pitch your story, you have to capture their attention in two sentences. Maybe less. So keep your pitch short and sweet.
3. “Tailor For Each Outlet”
Basically, this means, “One size DOES NOT fit all.” You wouldn’t pitch the same story to a column editor for HR personnel and individual job seekers. They’re just not interested in the same thing. So make sure to customize your story for it’s audience. Then customize the pitch.
4. “Prepare Assets in Advance”
When you can bring your story to life with screenshots, photos, links to videos and the like, prepare and deliver those along with the story. Your pitch has much more depth and texture – and you make the editor’s (or blogger’s) job easier – they won’t have to find that themselves.
5. “Issue Press Releases and Media Advisories”
These are simple summaries that offer breaking news and expert interviewees. Find a free template online. If you send it digitally to more than one media person, drop their email addresses in the Bcc and send it TO yourself. That way the receiver doesn’t know who and how many you’re pitching to.
Have YOU been featured in a story you pitched? Tell us about it.
Ms. Chapman’s new book has a name change! The Net-Powered Entrepreneur – A Step-by-Step Guide will be available very soon. With offices in Nashville Tennessee, but working virtually with international clients, Lisa M. Chapman serves her clients as a business and marketing coach, business planning consultant and social media consultant. As a Founder of iBrand Masters, a social media consulting firm, Lisa Chapman helps clients to establish and enhance their online brand, attract their target market, engage them in meaningful social media conversations, and convert online traffic into revenues. Email: Lisa @ LisaChapman.com
Facilitating and moderating are part of the trainer’s most important tools.
It’s no joking matter. Moderation and facilitation at a conference or meeting are serious business, and remain among the best methods to gather and discuss information in a meaningful way. It is a way of organizing specific information productively as well. Facilitating and moderating are part of the trainer’s most important tools.
At first glance, the moderator’s job doesn’t seem all that scary. “I’ll be doing what I always do at meetings and these are my colleagues, too.” A good idea, but it’s not the same; and prospective moderators or facilitators need to be made aware of that. There are differences, according to most experts.
Still, some organizations may use the terms interchangeably, which doesn’t help. You have to wonder if the organizations know what they want. Hopefully, they have their own definitions and stick to them for consistency. And, I have mine. I’m in the camp that sees differences. I suppose, as long as you know the job, it doesn’t matter what it’s called–except in a medium like this where communication needs a broad spectrum for clarity.
The moderator’s job depends more on his or her personal knowledge of the subject to lead and direct others along more information-rich, specific issues. A moderator in contrast to a facilitator is much more in tune with the nuances of the subject. Differences matter here.
The facilitator may be someone who does not have the same knowledge base as the others, but is experienced at organizing material and soliciting the responses from the group. A facilitator is perceived as being a leader of the discussion to set the tone and bring in all manner of diversity to have a fruitful discussion. To do this job, a person has to be more of a trained communicator and less of a subject matter expert–someone comfortable in handling the environment.
It should be no surprise to learn the government and other non-profit organizations may not be thinking about communication in the same way a company does that deals with sales of products or services.
… it isn’t just “a matter of conversation; it looks easy, but it’s not.
Too often, (and I’ve seen this a lot in government), people are given moderator or facilitator jobs because they seem appropriate to their level of position. While these people may not be the subject matter or communication experts, they are placed in a position to lead the discussion on a particular topic. It may go with the territory as “the way we do things in this office.” It’s not necessarily a good way to go, I’ll grant you, but government and other non-profit organizations can be very rank and position conscious. Only when people have to sell those programs are they aware of how complex dynamic communication can be when transferred to a more formal environment such as a seminar or conference.
Good communication (facilitation) may appear to the observer to be just “a matter of conversation with peers.” However, it isn’t just “a matter of conversation;” it involves many more skills that require knowledge, training and practice. It looks easy, but it’s not. It may be that this one type of communication, facilitation or moderation, seems natural and the other (public speaking) not so much.
Facilitating is outwardly more dynamic and focused on both subject and audience, bringing out the most diverse view possible, whereas moderating looks to consolidate and merge views toward a common goal.
A manager can be a good facilitator and, if he or she has a good working knowledge on the specific subject, a good moderator only if he or she is able to separate from being the manager of subject-matter experts and become a communicator and information flow expert.
Check out the Free Management Library page: All About Facilitation, Group Skills and Group Performance Management for more useful information. For the most part, facilitation and moderation are found under a heading of leadership; however, I think both can fall as strongly under the heading of communication in the same way a leader is not perceived as a leader unless he or she is able to communicate that fact. Facilitation and moderation involves complex communication centered on business and organizational management.
To be fair, while I think subject matter experts should also be communicators, not all communicators can be subject matter experts. There are times when you need someone with enough knowledge on a subject to be able to move people who have similarly well-developed knowledge on the subject to relevant discussion and action.
Nadejda Loumbeva is an international organization professional working in managing of knowledge using information and communication technologies, and all aspects of organizational development. Here’s what she thinks on the subject from her blog.
Moderation:
In my view, moderation of meetings, events, networks and communities, focuses on keeping the information and communication flow clear and accessible to all who participate, at all times. In this sense, the moderator is at least in some ways an information manager. In an online environment, s/he monitors the communication flow, makes summaries and digests, approves participants’ requests and posts, and even maintains the online environment. The moderator is often quite invisible for those who participate in meetings, events and communities, but nevertheless indispensable!
Facilitation:
To the contrary, the facilitator of meetings, events, networks and communities is much more visible and active. S/he steers the communication flow and keeps it on track. In this way, facilitation focuses on including all participants in the discussion, even the ones who are less comfortable with speaking and contributing, ensuring all voices are heard and discussion is vibrant, interesting and useful to those who participate. The facilitator makes it clear to all when milestones as part of the meeting, event, or network/community activity, have been achieved and then moves on to the next milestone. Having good people skills, the facilitator enables a comfortable and inclusive environment of openness and trust for those who participate.
…you have to own the stage and control the environment.
Ms. Loumbeva has a solid yet brief definition I can work with. Keeping the communication simple is always key. We know most people are uncomfortable with public speaking, and on the surface this does not seem like public speaking. In fact, facilitating or moderating a public discussion involves more than public speaking; it involves leadership traits and organizational skills as the “script” changes moment-to-moment.
You still have to know the basics of good communication and apply them. You have to know your audience (and participants in this case), know your subject and know yourself. Most importantly you have to own the stage and control the environment.
When you are a public speaker you own the stage but there is little you can do at the moment to control the environment. When I first started public speaking, I was nervous. I hardly notice it now that I own the stage when I come out. But the same holds true for anyone in any speaking environment. If you have been asked to contribute, you need to “own the stage.” Do that and the nervousness will go away in time–or be channeled in a useful way.
As for controlling the environment? That can be trained. You have to understand the dynamics of interpersonal communication as well as public communication to be successful as a moderator or facilitator. It is a worthwhile experience to have as a communicator and as a trainer. To some, it may even be more satisfying than public speaking alone–especially for those who enjoy the feeling of immediate accomplishment.
In my book, The Cave Man Guide to Training and Development, I talk about how the idea of training and development began in the cave, how we learned what we know today from the cave men and women who were motivated by survival. Only our organization’s survival is at stake today, not our lives. Imagine what problem solving facilitation and moderation might have looked like in the cave council. The only difference would be the campfires to keep the cave warm. Facilitation and moderation had to evolve from the chaos of everyone wanting to be heard. At first, the head of the cave clan or tribe probably ran the program until he or she decided someone else could do the job better, and the first facilitator or moderator was born.
If you would like to respond to my views, please do so here. I can also be found on my website. There you will also find articles on other subjects under the What I Say category. Let me know if I can help with your next training session, coach you through your next keynote, or anything else training or communication-related. Happy training.
“I didn’t communicate clearly and often enough the changes that had to be made and why they had to be made.”
This manager was talking about the importance of providing a clear road map to his staff about the rationale, direction and steps of the change. What people want from their leaders are answers to these 5 critical questions:
Where are we going?
Why is this important?
How are we going to get there?
What is my role and responsibilities?
What will success look like?
Are you giving your staff a clear roadmap? Are you communicating regularly about what’s going on? My sense is that there may be a lot of “talk” but not enough quality communication. Here are three tips onto make sure your people get on board the change train.
1. Obtain the many facts surrounding the change. This is not the time to “wing it”. You must be very clear about the big picture and the small details. What’s changing and what isn’t? What’s going to change right now and what later? What’s the time frame? What other important details do I need to reassure my staff? 2. Decide when and how to communicate the news. The timing of the communication is very important. Consider when you are at your best as a communicator and when your employees are most apt to be receptive. What is the best time to talk with your staff? Will key people be there? What is the most effective way to communicate the news? Is it n a group meeting or one-on-one or in a memo or email or some other way? 3. Anticipate and address their concerns. When a manager announces a change, a staff person’s first concern is “How is it going to affect me?” Recognize that while the change is beneficial and needed, there may be legitimate problems and downsides to the change. What questions might be asked about the change? How might you answer these questions and their concerns? What can you do to reassure and encourage your staff about the change?
Management Success Tip:
When the change message is not well-defined and well presented, people tend to respond by sitting on the fence, dragging their feet or even worse sabotaging the change effort. Suddenly milestones are not met, customers are upset and your boss is pounding on your door for better results. Avoid these problems by communicating with your staff early, often and well.
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