Download - Communication Framework for Change Agents
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Communica)on Framework for
Change Agents
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Want to drive change in your organiza2on?
The Two Rules of Change:
Technological change is inevitable, swift and exponentially powerful.
Gordon Moore's wisdom
People don’t accept and embrace change at the same pace or for the same reasons; resistance is inevitable.
Geoffrey Moore and Roger Everett's wisdom
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Win hearts and minds!
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PROFESSIONAL My team’s or my own performance will improve or our business outcome will be better OR There isn’t enough evidence this will improve our business.
PERSONAL I will have less tedious work to do. I will have less risk of error or I will look like a hero for sponsoring or supporting this. OR This will add hours to my week or day. I fear this will fail and I’ll look like a failure along with it. I have so much else going on, I don’t see how I can learn this now.
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How does your audience react to change?
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What's their personal perspec2ve? What excites change agents and visionaries rarely motivates conservatives and skeptics – understand your audience’s personal perspective on new ideas to be more effective communicating value.
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What's their professional focus? What concerns senior executives and front-line practitioners are rarely the same. Map the level
of detail and content of your message to the focal areas of the audience.
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Is the audience cap2ve? If you’re a leader communicating change to your team, weigh and consider:
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WATCHES: METRICS Focuses on: PERFORMANCE & RESULTS
Visionary Share the vision, quan9fy what's possible: less cost or risk, more revenue or growth
Pragma;c Quan9fy what's probable and steps/costs to achieve likely results
Conserva;ve Quan9fy what others have achieved and the cost of not changing (cost, risk, revenue, share)
Skep;c Determine quickly if the exec is a skep9c, find another sponsor if so
LEVEL: Exec
What's in it for them?
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What's in it for them?
Watches: PROCESS Focuses on: RELIABILITY & PREDICTABILITY
Visionary Describe the poten9al process benefits and new opportuni9es available as a result of change
Pragma;c Demonstrate probable process improvements. Highlight knowledge, risk or other gaps that will be closed
Conserva;ve Detail the process improvements; demonstrate current process shortcomings so risk of inac9on exceeds risk of change
Skep;c Minimize your 9me investment; highlight the risks, costs or shortcomings of current process.
LEVEL: Director
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Watches: ACTIONS Focuses on: EXECUTION PRIORITIES
Visionary Highlight what more they can achieve and the personal and career opportunity presented
Pragma;c Provide specific examples to show how this change improves key ac9ons; detail what is required to achieve results
Conserva;ve Show how your idea reduces risk of failure, inac9on, or error in current prac9ces or prevents loss, so risk of inac9on as greater than the risk of change
Skep;c Minimize 9me spent trying to convince this person. Find a strong execu9ve sponsor to help.
LEVEL: Manager
What's in it for them?
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Watches: PROCESS Focuses on: STEPS & QUALITY
Visionary Show how they can make a bigger impact, grow and be a part of great change
Pragma;c Explain specifically what will change -‐-‐ what steps are eliminated, what are improved. Show execu9ve sponsorship
Conserva;ve Itemize what they won't have to do in the future, what tedium is eliminated, and how they or their work will be beSer off
Skep;c Don't invest 9me convincing this skep9c; there is liSle you can do to accelerate their adop9on
LEVEL: Prac99oner
What's in it for them?
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Set ambi;ous goals Manage execu;on priori;es
Mo;vate teams Streamline mee;ngs Recognize achievement
Use Workboard to share and achieve your goals.
Source: Moore, Geoffrey A., Inside the Tornado: Strategies for Developing, Leveraging, and Surviving Hypergrowth Markets