This week I have seen the real value of communicating. By explaining to the team “Why communicate change?” they have come on board fully for the project.
I have teams that I am working with who are going to be key to the change being imbedded in the business, as they will be providing the key support to the business users.
By involving all of the teams in the change approach, I have each of the teams buy-in, in such a way that I have heard back from their Senior Manager that they are all talking about the project and the change.
That was great news because it means they are thinking about it and what it means not only for them but also their customers and it shows that they are involved and feel a part of what is going on. There is a buzz around the change.
What have I done to communicate to each of these teams about the change impact? I have had meetings with them, and where it is seen as a benefit, asked them to be the advocates for the change with the business users.
I created a pack of information containing key messages, so that when they met with their stakeholders to do their jobs, they could talk to these stakeholders first hand about the impact of the change on them, and it becomes a natural part of the communication. They are my advocates for the change. They have brought back feedback about the message content, so that we can refine it, and add to it.
This will ensure that the team members feel comfortable and content that they have the answers to the most likely questions they will be asked by the business staff. I also prepared a set of FAQs for them. The team members are using these themselves to provide them with information in order to confidently talk to the stakeholders about what’s happening.
I hold a fortnightly catch up for half an hour only with all of the team so that I can talk through where the change management aspects of the project are at. They provide their input and feedback and what they hear is and isn’t working and we fine tune the materials and information.
They have bought back information about which stakeholders are more concerned about the change than others.
We are working on preparing support material for not only the business stakeholders, but also the support team members. Each week we draw up a list of FAQs for the week, so that staff can see that we are taking their questions and concerns seriously.
Simple communication and involvement of teams is making the change management run smoothly.
DO NOT underestimate the value of communication to manage change.
Written by Karen Munro