By Joshua Brusse, Chief Architect, Asia Pacific and Japan, HP Software Professional Services
(Joshua Brusse has more than 20 years experience in all aspects of running IT as a business. He consults with HP enterprise customers regarding strategy, governance, service lifecycle management, and organizational design and transformation.)
Years ago I heard a quote about communication that I have used ever since: “The biggest problem with communication is the illusion that it is taken care of.” In my work with customers going through organizational change, this has been exactly my experience. Organizations–and their people –have the illusion that communication somehow will magically happen, as long as they have written and published their message. And it doesn’t!
Effective communication is an essential part of any effort toward transformational change. But if you’re simply publishing email blasts, you’re not really communicating. The problem lies with not thinking through what your communication objectives are and then not planning on how to meet them.
Understand your communication objectives
No matter what kind of change you are making in your organization, effective communication should do three things:
- Make your audience aware of a coming change
- Help them understand the change
- Assist in internalization
Rule number one of effective communication is to always make sure that you know what you want to achieve with the communication. What is the WHY? Do you want your audience to respond? To take an action? To feel or think differently? Or do you simply want them to know something?
The answer to these questions will direct the type, delivery method, style and frequency of your message. But without this kind of examination, your communication may not reach its target audience, may not feel relevant or may not effect the change you want to make.
Planning for communication along with transformation
The same way that you plan the strategy for the change you’re trying to make, you need to plan the communication strategy. It needs to be done well ahead of time and be well integrated with the transformation.
At the most basic level, your plan should answer four essential questions. Ask yourself who must know what when and how you will achieve that.
Here are some other pointers for devising your communications plan:
- Develop a graphic representation or logo that you use on all communication related to the transformation. Keep it clear, simple and memorable.
- Explain the criteria for success and how it will be measured upfront. Define success clearly, devise metrics for progress toward the goal, and then measure and communicate the progress that has been made.
- Explain how people will be rewarded for progress toward change goals. People need incentives for the added work and disruptions that change requires. Be sure to communicate successes!
- Make communication a two-way proposition. So, if you are a change leader, spend at least as much time listening as telling. Your attention to this point will help keep others involved and motivated.
Measuring the results of communication
Unless you measure the results of your communication you won’t know whether you’ve reached your objectives. There are a number of simple ways you do this:
- You can scientifically measure awareness of the information you wished do communicate by surveying people and asking them, Do you know about this or not?
- The second part of this is understanding: “Do you understand what this means?” Now you get into more subjective territory, because it involves people thinking and feeling about what a change means for the organization.
- The third and final measure of effective communication is internalization: Has behavior actually changed? Here you need to come up with ways to measure people’s actions, and this is a mix of subjective and objective measures.
I’ll write more about how to measure internalization in an upcoming post.
- HP Software Professional Services
- 3 elements for management of organizational change
- 8 ways to be an effective leader for change
- Joshua Brusse’s page on hp.com