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Communica)on Framework for Change Agents
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
Win hearts and minds!
PROFESSIONAL PERSONAL My team’s or my own performance will improve or our business outcome will be better 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 OR There isn’t enough evidence this will improve our business. 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.
How does your audience react to change?
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.
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.
Is the audience cap2ve? If you’re a leader communicating change to your team, weigh and consider:
What's in it for them? LEVEL: Exec 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
What's in it for them? LEVEL: Director 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 Skep;c Detail the process improvements; demonstrate current process shortcomings so risk of inac9on exceeds risk of change Minimize your 9me investment; highlight the risks, costs or shortcomings of current process.
What's in it for them? LEVEL: Manager 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 Skep;c 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 Minimize 9me spent trying to convince this person. Find a strong execu9ve sponsor to help.
What's in it for them? LEVEL: Prac99oner 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 Skep;c 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 Don't invest 9me convincing this skep9c; there is liSle you can do to accelerate their adop9on
Now go change your world! Set ambi;ous goals Recognize achievement Mo;vate teams Manage execu;on priori;es Streamline mee;ngs Use Workboard to share and achieve your goals. Get the Workboard app free forever at www.workboard.com Source: Moore, Geoﬀrey A., Inside the Tornado: Strategies for Developing, Leveraging, and Surviving Hypergrowth Markets