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Developing a change toolkit for
managers
Components
Developing a change toolkit for
managers...40
Critical success factors ...
.
42
Case-study example ...42
Running a change communication
huddle...44
Ericsson case study ...46
Toolkit 7
The guides in this toolkit are designed to help you support managers in their
day-to-day communication with their teams during change.
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Developing a change toolkit for managers
The following information, based on the expertise of Liz Guthridge, founder of Connect Consulting Group, will help you develop a toolkit for managers, to guide their communication with teams in the midst of unsettling change.
A toolkit designed to guide managers through change and uncertainty should aim to: • Motivate managers to take actions to help themselves and their employees.
• Give managers confidence to gain control over their situation – at least the issues they can control – so they can effectively lead their employees.
• Engage managers so they will work to engage their employees, primarily through more personal communication.
1. Toolkit preparation
Interview managers
Ideally, before you start work on your toolkit, you should interview a mix of managers and ask them a series of questions, such as:
• What are the biggest challenges you’re facing right now in leading your people? • What’s keeping you up at night in terms of your managerial/leadership duties?
• What do you consider your Achilles heel to be in terms of your ability to lead your people? • Who or what could help you?
• If you had a magic wand with three wishes, what would you wish for to help you lead better? • What are the most difficult questions that your employees are asking you?
• What are the most frequent questions that your employees keep asking you?
Prepare a “strawman”
1Recognizing that you may not have the time or resources to interview your managers in advance, you may want to follow another approach to develop your toolkit. In this case, prepare a strawman1outline based on your goals for your toolkit. These may include the goals listed in the introduction, or other goals and objectives that you’ve developed. For example, your strawman outline could include the following:
• Introduction: the business case for this toolkit.
• Why you and other managers/leaders need to act now; inertia is not an option. • How the toolkit can help you, including how you can use it immediately. • Toolkit contents, which can be:
1. Key messages.
2. Five ways to lead your people effectively through troubled times. (Note: Consider a minimum of three ways if you have leaders with a short attention span and are concerned about their ability to comply. The maximum should be 7 to 10 because it would be taxing for managers to follow through on so many directives along with their other obligations.)
3. Suggestions on how to maintain your momentum. 4. Frequently Asked Questions (FAQs).
5. More resources. (Note: This can include resources both inside and outside of the company. For example, mention company communications and HR reference material about related topics. Suggest websites, articles, books and videos on similar topics. Add the caveat that these are supplemental, not required, reviewing and may have a slightly different point of view than the company information, but nonetheless may add value.)
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Note:1. Wikipedia describes a strawman as follows:
A “straw-man proposal” is a brainstormed simple business proposal intended to generate discussion of its disadvantages and to provoke the generation of new and better proposals. Often, a strawman document will be prepared by one or two people prior to kicking off a larger project. In this way, the team can jump start their discussions with a document that is likely to contain many, but not all the key aspects to be discussed.
Vet questions for toolkit outline
Once you have developed an outline – preferably a detailed outline – vet it with several individuals, including:
• Influential managers who are critical to the company’s current performance and those who are viewed as both the formal and informal leaders in the company.
• Up-and-coming managers, especially those new in their role.
• Individuals who are in spheres of influence, such as specific HR roles, including Learning and Development and in Business Units with influential managers.
During the vetting, ask these individuals to review the outline and ask them such questions as: • What’s effective from your perspective?
• What could be improved, especially in terms of being clearer, more explicit, more useful? • What’s missing?
• What do consider the key messages to be? (Note: This will help you assess whether the readers agree with your intent.)
• What’s the call to action? How easy will it be for you to take these actions with your people?
2. Developing the toolkit
You’re now ready to develop the toolkit. Before you start writing, decide if your toolkit will be online or print. Also be aware if your toolkit champions – such as the HR and
communication leaders – have any specific concerns that you need to address either in the writing or approval process.
Then start to work. Strive for writing that’s easy to read, even skim. Avoid jargon. Remember that the subject matter covers topics that many managers may not regularly encounter during work – unless they’re interested in self-improvement issues. The material needs to be inviting, grounded in reality and easy to apply. You don’t want anyone to think they accidentally stumbled into a therapy session.
3. Distributing the toolkit and follow-through
Take some time to consider how you want to distribute the toolkit. For example, should the CEO or one of the respected leaders announce it? Do you have the resources to introduce it through a webinar or managers’ meetings where someone can walk through the toolkit and explain how to use it? Should top leaders set expectations for how quickly managers should review the toolkit and start to apply the tools, tips and techniques? How will managers be held accountable for using the toolkit?
Also, think about how you want to help managers keep the momentum going, once they start using the toolkit. For example, do you provide:
• Monthly communication tips. These tips could be short (150 words or fewer) that you can post on the manager portal or intranet. The tips could vary between being self-contained and linking to other reference tools. You also could supplement these tools with more questions and answers.
• Quarterly podcast series. You could prepare and post quarterly podcasts featuring managers talking about their experiences using the toolkit, as well as success stories and challenges working with their employees.
• Refresher webinar. If business challenges continue, you could conduct a webinar that highlights key tools, tips and techniques that are especially appropriate based on your current business situation. You also could include a question-and-answer session.
Critical success factors
In preparing and creating the toolkit, follow these five critical success factors: 1. Get into your managers’ shoes as you start planning. Think about their level of
experience, the challenges they face in a normal work situation and now in a hyper-sensitive setting.
2. Include new information that they can’t find elsewhere. Be sure you’re providing information of value that fits their needs and their work situation; not basic information they could find on their own.
3. Relate all the information – especially the new information – to their current situation. Put the information into the context of their job, their challenges and the issues the company is facing.
4. Be explicit in the “call to action”. Articulate very clearly what you expect managers to do once they review the toolkit. This includes both the actions and the timing. Clarify their accountability, including stating how you will measure their performance – if that’s the case.
5. Provide options. Don’t expect that everyone will want to do everything you’ve described in the toolkit, especially if some of these actions are way outside their usual comfort zone. Be clear on what they must do and what’s nice to do. And on the nice to do, confirm that they can add their own spin.
Case-study example
In the following case study Liz Guthridge explains how these concepts and practices all came together inside one client organization.
Setting
During the first quarter of 2009, one of my clients – a global high-tech company – asked me to help them develop a manager toolkit on leading employees through the economic
downturn. The company has thousands of managers, many new in their role. Most of them lead virtual teams. Team members can be in different countries, in office settings or home offices. Also, many managers and employees speak English as a second language.
Situation
In recent years, the company has not spent much time or resources on manager training or communications. The company has tended to include managers as part of the all-employee audience for employee communications. There is one exception. When HR needs managers to take some type of action, managers receive an urgent email message from HR requesting a quick response.
Just as the economic downturn hit, HR was revitalizing its manager communication efforts, recognizing that managers were a critical audience to help engage employees. Quickly,
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though, HR Communications faced new challenges with its messages for managers and employees.
Because of the economic environment, the company decided to freeze all levers managers generally have for recognizing and rewarding employees. Until told otherwise, managers cannot grant pay raises, bonuses or promotions. Nor can they give spot bonuses or any monetary incentives or rewards. Training and travel budgets also are frozen.
About the only lever managers have right now to engage their employees is communications. To help managers communicate better – especially in the personal way that’s needed for these times, they need some basic help. The main focus of the toolkit is to help managers lead effectively by communicating more personally.
Solution
Through discussions with the HR communication staff, we decided on a short and punchy toolkit with these sections:
• Introduction, including what we do know and what we don’t know (we don’t know the length or breadth of the downturn; we do know what the company’s strategic goals are). • How you and other people managers can help:
1. Work the levers under your control to achieve the company’s strategic goals. 2. Keep customers, internal and external.
3. Lead your employees by communicating personally. • How to use this toolkit.
• Three key messages about leading your employees.
• How to communicate with your employees; be personal, not just professional, in communicating with your team and take these five actions:
1. Hold regular team briefings/problem-solving sessions. 2. Reach out to team members.
3. Ask questions and listen to the answers. 4. Be a coach.
5. Show your appreciation.
• Celebrate wins and reinforce them through recognition • Questions and answers.
The toolkit would be posted on the manager portal, so each section needed to be brief and to the extent possible, stand on its own with appropriate links to the other sections. Because a significant percentage of managers consider English their second language, it was important to make the toolkit easy to read. You can see how the toolkit rated against other HR communications at the company in Figure 7.1, page 44.
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Once HR approved the content for the toolkit, an HR communications staff member loaded it into the manager toolkit template and posted it on the manager portal. The HR
communication staff next sent an email to all managers notifying them of the toolkit’s existence and encouraging them to use it.
Within one hour of the email message going out, the HR communications staff had received four messages on the portal from managers thanking HR for the toolkit, and complimenting them on its usefulness.
In a few months, the company will conduct its annual employee survey. The plan is to include at least one question about the toolkit. Any pulse checks the company is able to do with managers also will ask about the toolkit.
Meanwhile, managers have tools they can use to help them personally and professionally build trust during troubled times. (For more on supporting managers through the downturn turn to the toolkit on page 87.)
Running a change communication huddle
When organizational change is taking place and there is a high level of uncertainty within the company, regular communication is more important than ever to flag up issues as they arise and keep team members on track. This toolkit, based on the expertise of Andy Szpekman, president of AHS Communications, will help managers understand how to maintain regular face-to-face communication with their teams throughout a change program.
During his time as head of HR communications at Bank of America, Szpekman encouraged managers to use a “huddle” template to guide their daily meetings. The process encourages very quick communication at the beginning or end of a shift. It presents just the facts in a format that can be delivered quickly and efficiently. The “huddle” has a clear timetable for rapid communication:
1. Three minutes to open the huddle and tell the employees what’s going to change, why it’s important and what they need to do.
2. Four minutes to clarify all the key topics and potential problems, ensure there is understanding and gather up any initial concerns or problems.
3. Three minutes to come up with headline solutions to these issues and develop a way that progress with the huddle topic can be measured within the team.
4. One minute to get agreement on the course of action to follow. 5. One minute to close the huddle.
The huddle should take no longer than 12 to 15 minutes to deliver.
Microsoft Word Readability Scores Manager Toolkit on Leading through a Downturn New HR Communications Writing Standards Historical HR Communications Passive sentences 2% <20% 10-35% Reading ease 64.4 >40% <50% Grade level 7.9 10.7 >10
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Fig 7.2: The communication huddle template
Step
Minutes
Information to cover
Open huddle
Tell associates: • What’s going to change
• Why it’s important to the associates and the company
• What you want them to do differently
Clarify topic and challenges
• Ensure associates understand what’s being asked of them
• Solicit issues, challenges or concerns about making this change
Develop solutions
• Solicit ideas to address any issues, challenges or concerns associates have
• Solicit ideas for measuring success with this action
Agree on actions
• Confirm and get commitment on what needs to happen next
Close the huddle
• See if there are any questions • Express confidence • Wrap up discussion
Cover topic: Make sure associates know what’s changing in the company or what needs to change and why. Tell them, specifically, what they need to do differently themselves, if they need to get customers to do something differently, or both. Outline what will happen if they do change, and what could happen if they don’t (the potential positive and negative impacts, to the business and/or personally). Tell them, specifically, how they and/or their customers will benefit from this change.
Ask questions to ensure all associates understand the issue or topic, and everything that was covered in “Open huddle” above. Ask questions to uncover any issues around confidence with skills/support or with motivation to make the change. Ensure all associates have a common understanding of related terms, procedures, products, policies, processes, etc. Ask questions to identify, from their perspective, what possible barriers exist to making this change. Also, ask questions to identify what problems they think their customers might have with it.
The questions you ask should be focused and open-ended; avoid closed, “yes”/”no” answer types of questions, and avoid rhetorical questions or statements that do not allow the associate[s] to participate. Ask questions so associates generate possible solutions to overcoming each of the challenges and issues. Identify solutions to these challenges and ways of successfully making the change happen. Capture these ideas.
Decide, as a group, on specific actions to take and who is responsible. Ensure everyone’s clear and on board.
Express confidence in positive outcomes. Identify any additional next steps. Encourage associates to come to you with questions they may have later.
3 minutes
4 minutes
3 minutes
1 minute
1 minute
Date: Date or timeframe within which huddle will take place.
Topic: Topic to be covered in huddle.
Coach: Leader who will facilitate huddle.
Associate(s): Associate(s) who will participate in huddle.
For more details: Printed materials, Web sites, other associates, etc. to explore for more information on the topic.
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At Ericsson, a global telecommunications organization, the internal communication team is committed to supporting managers in all their communication efforts, including change.
“As the majority of changes are implemented through the line
organization, the management teams are the key points to drive implementation and change,” says Helena Norrman, vice president of internal communication. “Therefore, we have internal
communication specialists working with all the important management teams.” Part of this support has been the introduction of web-based tools for managers with detailed material focusing on simple planning templates and other do-it-yourself approaches.
These resources have been gathered into a “Toolbox” and made available to both internal communication professionals and managers on the company intranet site. The toolkits provide step-by-step information on managing general team communication activities. For managing change communication, a guide and checklist has been developed for both
managers (page 47), and internal communicators (page 51).
Although the toolbox is primarily used by communicators, managers are also guided towards these resources when they’re in need of support.
COMPREHENSIVE APPROACH
The web-based tools are just one element of a comprehensive approach to
supporting manager communication at Ericsson. A few years ago, the
communication team worked with HR to define the communication skills that managers should have, and jointly designed leadership training courses based on this. About 500 people complete the basic management program each year.
Measurement also plays a key role and managers are regularly assessed on their communication abilities. “A high grade in communicative ability is vital if a manager is to achieve a high overall leadership index and a high level of motivation among employees,” says Norrman. “This is very important for managers at Ericsson, who want to further their careers.”
ERICSSON
Supporting managers and communicators at
Ericsson
ERICSSON: Supporting managers and communicators at Ericsson
CASE STUD
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CHANGE COMMUNICATION FOR ERICSSON MANAGERS
This document is a guide for Ericsson managers on how to handle communication during a change process. It supports managers that have the task of implementing and pushing through a change in their roles as leaders.
Principles
One of the most challenging aspects of change management from a leader’s point of view is not managing the technical aspects of a change, but managing the people affected by it. The leader’s responsibility is to help the individual “cross the divide” from old to new successfully.
The key principle when dealing with change communications at Ericsson is to show maximum respect for the affected employees. For many, the change can have a great impact on their professional and personal lives, and the importance of this cannot be overestimated.
The following should always also apply during major change projects:
• Concerned employees should always hear news of changes in person from their manager or senior manager. • Managers concerned should, if possible, be informed prior to broad announcement, so that they can actively
fulfill their management role towards their staff.
• No one should find out about major changes via the media or other external sources.
Goals of change and communication
There must be one goal for the change, and a different one for the communication in the change process. It’s important to distinguish between these two types of goal. Goals for change are often expressed in terms that can be measured – for example, increase efficiency by 10 percent. Communication goals, on the other hand, tend to be more qualitative and are usually expressed in terms like “know” or “be aware of”, “think” (attitude), “want to” (motivation) and “do” (behavior).
Examples of goals for change versus communication goals:
If the goal of the intended change is to save EUR X million in one year, that, then, is the goal of the change, but the goal of communication during the change can be that:
• All your colleagues should be familiar with the goal of saving and be willing to work towards it.
• All group leaders should have a dialog with their colleagues and then suggest how they can contribute to reaching the goal.
• All employees in your department should be informed continuously about how the saving project is proceeding.
Reach a sub-goal quickly
Try to reach an “easy” goal or a minor sub-goal quickly. If nothing is achieved during the first five or six weeks, your colleagues will lose their motivation and commitment, and the change process will tend to slow down considerably. Your colleagues have to feel that something is happening and that the project is moving forward. Therefore it’s important that you check the status of the project continuously, and report on it regularly to your colleagues.
Specify what has been decided and what is negotiable
It is a common mistake in communicating change for the manager to invite their colleagues to a dialog meeting about matters that have already been settled. Specify to your colleagues what they can influence in the change project and what has already been decided. If the goal(s) and strategies have already been decided, tell them so. This makes it possible for you to invite them to participate in a dialog about how your department will achieve your goals and focus on that.
What do your employees want to know?
The need for information varies considerably in different places of work, and depending on the type of change process involved. Below you will find some examples of questions that employees usually want to have answered.
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Go through these questions and think about whether they’re relevant for your change process and, if so, how you would answer them.
Common questions from employees:
• What does the timetable look like?
• How will different groups and individuals be affected? • Who will be responsible for what?
• What can we influence, and what are we allowed to influence?
• When do we get what information? (Information that concerns the employees themselves is of special interest.)
• What happens if we don’t achieve our goal?
Support needed in your communication
During a minor change you can probably handle the communication on your own, but it may be wise to ask for help when major changes are to be pushed through. What do you think you need help and support with?
Examples of support:
• Your senior manager participates in an introductory dialogue meeting to explain why the change is necessary and to answer employees’ questions.
• You receive a list of questions and answers from senior management.
• Your unit communicator helps you to formulate brief updates to employees about the change process.
The role of communication
Make sure that:
• The energy and engagement of your colleagues are maintained. • Your colleagues sense that the change process is moving forward.
• You have an ongoing dialogue during which your colleagues are reminded of their roles in the change process.
Give your employees progress reports
It’s important that your employees sense that the change process is progressing. Make sure you report on initiatives and results quickly. The rule about “winning the easiest victories first” definitely applies to change processes and communication in change projects.
A meeting for reporting on progress and for follow-up should be brief and focus on information about the current situation. There should be reporting and follow-up every two or three weeks. You do not have to hold a special meeting, but the issues in question can be included in one of your regular meetings.
Things to avoid in times of change:
• Avoid “us and them” thinking.
• Don’t rely on guesswork, if you don’t know the answer, say so.
Think about the change curve
When faced with a major change, either in their personal or working lives, studies have shown that individuals tend to follow a pattern of reactions, which has been called a transition or change curve (see Figure 7.3, page 49). Unwanted change has been likened to a grief or loss situation, in which the individual moves through a range of emotions.
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Fig 7.3: Change curve
Denial Resistance (Rage, Anxiety, Apathy, Grief)
Exploration (Acceptance, Negotiation)
Commitment
(Readjustment, Support)
• Give information • Confirm it will happen • Explain what to expect
and how to adjust
• Listen • Empathize
• Acknowledge feelings • Respond to concerns • Remind of reality • Expect falling output and
standards
• Prioritize • Keep the focus • Follow-up frequently • Set short-term goals • Brainstorm ideas • Help people plan • Reward efforts to change
• Help set long-term goals • Team building
• Reward/celebrate success • Look forward
Fig 7.4: Leadership behaviors
Different reactions to change
Changes are very demanding, and employees who have to adapt to new situations tend to follow a certain pattern. Not everyone experiences all of these states. Nor do they experience them with the same duration or intensity. It depends on the significance of the change:
Leadership style to support the transition
Leaders need to be able to recognize these stages by the behavior exhibited and then select the appropriate leader behaviors to support the individual in moving forward. (See Figure 7.4, above)
Important points to think about:
It’s important for you as the manager to be aware of the change curve and, above all, of the fact that some individuals have a deeper and lengthier curve than others. Since you may embark on your curve several months before your colleagues, you have to be patient and give them time.
Remember that resistance to “troublesome” changes is quite natural. In most cases, this resistance will eventually turn into realistic acceptance. You have an important role and can help your colleagues to move forward in the process by listening to them, using dialogue, and offering explanations and encouragement.
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Be empathetic and talk to your colleagues about their feelings. We often feel better when we have had a chance to tell someone what is bothering us. But keep an eye on how much you become involved. You are the manager, and it’s your responsibility to accomplish your assignment.
Six steps for more effective communication
There is a simple six-step process for more effective communication that will give you better results every time. You can apply it to any situation, however simple or complex.
Step 1
You will get a better result from any communication if you spend time beforehand thinking about what you want to achieve as a result. Ask yourself, “What do I want people to know, feel and do as a result of this
communication?”
Step 2
Effective communicators put themselves in their audience’s shoes. They think about what’s important to them, what will interest them and what concerns they might have. Then they prepare their communication with those things in mind. Ask yourself, “What do I want my team or workgroup to think as a result of this communication?”
Step 3
Decide which points are the most important and make them stand out. Don’t overload people with information. They won’t remember it, and the most important points could get lost. Think about what you want to say and find a single memorable point.
Step 4
Face-to-face communication is often the best way to announce major, important changes that require people’s support. Other communication channels can be used to simply inform people about changes.
Step 5
Communicating face-to-face should be kept to a maximum of 15 to 20 minutes if you can, as this is how long people’s concentration will last. Longer briefings should be broken up into 15-20 minute sections.
Step 6
Just because you talked to people doesn’t mean they heard what you said. Ask for and accept feedback positively and act on it. People are more likely to give you honest feedback in the future.
[In the guide, links are included to additional information on the six-step process and “Communicative Leadership” at Ericsson.]
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CHANGE COMMUNICATION CHECKLIST FOR INTERNAL COMMUNICATORS
Change communication is a broad topic, most often used at Ericsson with reference to new ways of working and organizational changes. One of the primary responsibilities of internal communications is to support our managers and leaders in the communication of change.
Principles
One of the most challenging aspects of change management from a leader’s point of view is not managing the technical aspects of a change, but managing the people affected by it. The leader’s responsibility is to help the individual “cross the divide” from old to new successfully.
The key principle when dealing with change communications at Ericsson is to show maximum respect for the affected employees. For many, the change can have a great impact on their professional and personal lives and the importance of this cannot be overestimated.
The following should always also apply during major change projects:
• Concerned employees should always hear news of changes in person from their manager or senior manager. • Managers concerned should, if possible, be informed prior to broad announcement, so that they can actively
fulfill their management role towards their staff.
• No one should find out about major changes via the media or other external sources.
Checklist
1. To find out about the change
• What decisions have been made that underlies the change? • Which units will be affected?
• Which countries will be affected?
• Who is responsible for implementation of the change? • Who is responsible for communication?
• Are the unions informed, globally and locally in different countries or cities?
• Has anyone been given prior information; management teams, managers, employees or other stakeholders?
Are there rumors/speculations about the change?
• Who needs to be informed before broad communication? • What are the key messages?
• How much preparation time do stakeholders need before broad communication? • Who is best suited to deliver the message? Identify spokespersons.
2. Make sure that:
• Internal Communications and Media Relations are involved in advance. • Advance information will be given to affected line managers.
• If other countries/units are affected, check with IC manager in Business Unit, Market Unit or other unit to secure that material and messages makes sense.
• Close cooperation exist between HR and Project Leader. • Spokespersons training will take place as required.
3. Media
• Is the change interesting to media? • Can the change affect the share price? • Can the change give positive/bad publicity? • What kinds of information activities are needed?
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• Secure alignment between external and internal information?
[In the guide, contact details for the Ericsson press office are included.]
4. Examples of communication material to support the change
• PowerPoint presentation for use by managers • Q&A document for managers
• Q&A document for external target groups • Letter from senior manager
• Article • Press release
5. Channels that may be relevant
• Executive Forum
• Communications & Marketing Community
• Telephone conference with stakeholders (IC-Managers, site managers etc.) • All managers meetings (local)
• All employee meetings (local)
• Letter from local president/site manager/unit manager • Global intranet
• Local intranet • Contact
• Feedback/question channel open to employees • Press release
• Press meeting
6. Other stakeholders that may be interested
• Customers • Buyers
• Local authorities • Government/politicians • Suppliers (local and national) • Partners
7. Support materials for managers
