Correcting for Misinformation and Misunderstandings

Regardless of your best efforts, there are times when you have to correct misunderstandings.  These can arise from background information, conjecture or the rumour mill.  These following tactics have been determined as effective tactics:

1. Enabling open discussion time
   Open discussion times include events that allow people to exchange information freely, present questions and provide feedback.  Open discussions happen in my different format such as
• town halls
• brown bag lunches
• road show presentations
• conference calls
• site visits
• forums
• small group meetings
• focus groups
  
  
2. Identifying current rumours and addressing them immediately
   It is important that the identification of current rumours be done anonymously through
   telephone hotlines, designated email addresses, help desks or collection boxes.
   It is best to address rumours when possible in a face-to-face format. Added note: in my experience, there is typically a staff member who comes forward with the rumours
3. Engage sponsors
   Sponsors are recognized as the most effective group to address and correct background conversations resulting from misinformation.
4. Providing regular communications
   Regular communications were a source of consistency and provided updated information on the change. The most common interval of regular communications is weekly. Monthly is also a viable option depending on the change.
   Example: During one construction project, updates were given weekly. The email discussed what was expected to happen during the upcoming week. If there were delays from the previous week, it would be identified e.g. drywall installation will continue this week and it is anticipated that sanding will start Thursday.  Other weeks, the communication would state that there was nothing new to report this week.  Would would continue as outlined the week before.  Monthly face-to-face meetings were also arranged.  Closer to opening, there were daily emails.  During a particularly critical week, we had daily morning meetings at the coffee machine.
5. Updating Frequently Asked Questions
   FAQs answer common questions and address misinformation.  FAQs need to be updated regularly and circulated among staff in various ways including a newsletter, electronic postings and written documentation
6. Providing electronic sources of information
   Make sure there is a source of electronic/online information that is accessible by staff and can be updated by the change team.  By having a source of info that is available to everyone in the organization gives a sense of transparency and open communication.  This can include a blog, discussion board and online postings. 

The Most Effective Communication Methods

When communicating change, face-to-face methods of communicating with staff are the most effective.  Methods include:

1. Group meetings and presentation
   Group meetings that include the opportunity for feedback and interaction are recommended. Q&A sessions allow for additional interaction and clarification. Examples include:
• forums
• town halls
• small group meetings
• large group presentations
• focus groups
• workshops and seminars
  
  
2. One-on-one coaching sessions and discussions
   One-on-one sessions to address individual concerns and points of resistance among employees is recommended. These sessions create an environment of trust, honesty and safety and enable you to genuinely listen to and answer employee concerns. Examples include:
• individual coaching meetings
• informal personal conversations or walk-arounds
• the use of "champions" within a group or department

One-on-one discussions, although more time-consuming, allow full discussion of proposals and understanding on both side

Be prudent, but you may also want to use non-personal, electronic or written feedback mechanisms as a way to allow employees to ask questions and provide feedback through alternative channels.  Options include:

• Electronic messaging system
• Employee surveys and quick polls
• Web boards on online forums
• Notice boards with comment cards throughout the departments
• Suggestion box by email or voicemail

Tomorrow, let's discuss what to do to correct misunderstanding, background conversations or the rumour mill. 

Attributes of a Successful Communicator

You have prepared your communication packet, you have crafted your message and reviewed the attributes you need to include in a successful change message. Now you have to prepare personally.

The most successful and effective demonstrated the following ten attributes in rank order:

1. Committed, engaged and passionate about the change
   You need to be positive, enthusiastic and passionate about the change. You BELIEVE and you're committed and engaged in the change. Visibly show your support. Be the champion of the change and lead by example
   
2. Credible
   Effective communicators are trusted and respected. They have the ability to influence all levels in the organization. They have experience and authority
   
3. Able to deliver a clear message
   Clear messages are simple, focused and concise. Effective and successful communicators were able to deliver clear messages in non-technical language that could be understood by all
   
4. Knowledgeable 
   To be a successful communicator, you need to understand why the change is needed, the purpose and benefits of the change and its impact on the people. Prepare and be knowledgeable about the organization's internal processes and history.  In summary, explain clearly the organizational reason for the change and the personal impact on the individual; and do this in an informative and respectful way.
   
5. Consistent and timely
   It can take 5-7 times for a message to be accepted. And that doesn't mean 5-7 emails. You need to deliver frequent messages that are consistent and repeated often.
   
6. Open and honest
   Be genuine and deliver with truth and transparency
   
7. Two-way communicator
   Make sure you are ensure there is two-way communication. That means you have to be prepared to listen. Be open to conversation and feedback.
   
8. Fluent in the "language" of their audience
   Tailor your message to make it relevant to your audience. Make sure you include the answer, WIIFM for your audience.  In summary, take the broad message and make it meaningful for the group you are addressing
   
9. Personable
   Be patient, confident and compassionate.  Ensure you develop your excellent interpersonal skills, and communicate with empathy and be approachable
   
10. Choosing the right channel
    This means you have to show the ability to offer communications in a variety of ways while ensuring that face-to-face communication is one of the channels

You can do this.

Attributes of a success change message

There are a number of key attributes that you will want to include when sharing your change message to employees

Share what the change will mean to the employee 

• Employees want to hear about how the change will impact them personally, including 
• What will I being doing differently?
• What's in it for me (WIIFM)
• How will the change affect my job
• the impact on day-to-day job duties, reporting responsibilities and changes in compensation, if any

Explain the business reasons for why the change is happening

• Employees want to know why the change is important and necessary and the benefits to the business as a whole.  Employees need to understand the business reasons and how the change aligns with organization's goals, vision and strategy.  Additionally, you need to communicate what could happen if the changes are not made, and the consequences of inaction

Honest and Clear

• Ensure you are sincere, truthful and accurate. The message needs to include the good and the bad.  And you need to be honest about what you know and admit what you don't know.  

Additional Attributes of an effective change message

• Share what is changing
• The message should outline the overall nature of the change and what specifically is changing. Include information about the transition from the current state to the future state and what is expected of the employees during this transition period should also be included.
  
• Convey the impact on the organization
• Employees should know how the organization and specific departments will be affected by the change, as well as any benefits or negative impacts that may result.
  
• Prepare employees for the change
• employees should be assured that they are not alone when moving into the future state. They should have a clear picture of the training and support they will receive to enable them to make the transition. They may include desks, ongoing training or online resources.

Next, let's discuss the attributes of the successful communicator

Change & your Communication "Packet"

Coming from a Project Management and Communication background, it is recognised that a strong communication plan must be embedded into the plan. A project typically creates a change of varying degree so it also important to weave in change management strategies to support the project. 

Recently, I participated in a change management program that uses five element to support successful change:

1. Awareness of the need for change
2. Desire to participate and support the change
3. Knowledge on how to change
4. Ability to implement required skills and behaviours
5. Reinforcement to sustain the change

I like how this program, referred to by the acronym ADKAR, stresses the need to build a strong communication "packet." Using this packet as your checklist, you build the communication content to support change. 

Communication Packet: What you need to communicate

1.  Your Business Drivers

• Explain why the change is being made; what current business issues create a need to change; discuss the benefits and business reasons for the change.  
• Discuss customer needs / expectations that support the change; discuss how our competitor activity is creating a need for change (and yes we have lots of competitors)
• Explain how internal and external issues impact employees
• Share the potential consequences or risks if no change is made

2.  Your Business Performance

• Present operational performance measures and trends to demonstrate the business problem or opportunities (use charts and graphs)
• Show the corresponding financial performance and trends to demonstrate how this business condition affects the organisation's financial performance (charts and graphs)
• Compare performance with benchmarks or against performance goals (show contrast where the business is today vs where the business needs to be)

3. Your Objectives for the Change

• Share the specific objective that must be achieved with this change
• Describe the conditions of a successful change (numeric goals that would indicate if the change was a success)

4.  Your Scope of Change

• Share who is impacted by this change and what is not impacted
• Describe which processes and systems will undergo the most change and which will remain unchanged

5.  Your Change - the details

• If elements of the change (the solution) are known, begin to present the high-level vision for the organization
• Describe what will change by group or dept (if known at this time)
• If elements of change are not yet known, discuss when more information will be available and set expectations

Next: now that you have your content, you can craft your communication. Tomorrow, I'll review the attributes of a successful change message.

Difficult Conversations & the Power of the Open Ended Question

A difficult conversation was required this week: a staff member passed away unexpectedly.  He was popular and was doing meaningful work. Although many of us didn't work with him closely, he was well known.

How does one best convey this message? 

As a first step, the Leadership team was informed.  The  details were given - basically that our colleague had passed away the previous day, and we did not have any details surrounding his passing. Nor did we have any details regarding the funeral.

The communication approach was shared:

• Reach out to staff and have face-to-face communications 
• Confirm that additional information would be shared if it came forward 
• Support services such as EFAP were to be offered

These were difficult conversations. I went to individuals and informed them that I had some sad news to disclose.  I asked them if they knew our colleague well -- he worked out of another location. I continued to inform them that our colleague had regretfully passed away.  I shared how the news had affected me personally, and shared a recent fond memory and interaction.

The range of emotion was wide.  Thankfully, I was able to meet with staff in a private location and they had the option to have some time for quiet reflection.  I asked them if they had a memory to share with me.  I asked if they needed to time away from the public to process.

People were sad and shocked. Some had a closer connections than imagined. For others, this individual's death triggered their own emotions.  For others, it was sadness and regret that they had never met the individual but they had heard so many good things.

The power of an open ended question
An EFAP consultant offered some good advice: never underestimate the power of an open-ended question. Some suggested conversation starting included the following:

• What can I do for you?
• This news is shocking.  How are you doing?
• And then do active listening.

For people who are obviously upset, ask them if they are open to counselling.  Confirm that they are able to cope today. If they're not able to cope, offer them a taxi chit.  In a state of trauma, people should not drive.

Making up stories
Some individuals started to conjecture as to why and how this person passed away so unexpectedly. I had to gently redirect some people:

• Please understand that the family has asked for privacy.  Let's respect this request and his memory.  I know you're trying to process but suggesting different scenarios of how he died is not helping the situation. It's especially hard for those who were closer to him. I know you're upset. This is hard, but let's stop this conversation now. 

Such a sad time, but difficult conversations are a part of being a leader.  Take a moment to ensure you have mapped out your conversation and key points. Be kind to others and yourself. 

No one said leadership was easy. Rewarding, but not easy.

Getting Unstuck - communicating

We've all been there - we're stuck. The conversation is simply not progressing, there is no traction. You find yourself repeating yourself and you're perplexed and frustrated.

You just want to walk away, you regret even initiating the conversation.  Frustration is starting to build. Your communication skills are failing you.

To get unstuck, and to move the conversation forward, here are a few statements that might allow you to have a constructive conversation:

• What is it about my suggestion that seems unreasonable to you? How can we modify it to make it more palatable?

• What has to happen in order for you to feel comfortable considering what I'm asking for?

• What is your main concern about [the topic being discussed]?  If we could successfully address that concern, how likely would you be to move forward with this?

• In what areas do we agree?

• Here is where I see us sharing common positions / we are in agreement [list].
• Here is where I see our differences [list]
• What can we do to bridge the difference?

• I'm not sure I understand what you mean.  Would you please say that in a different way?

• Let's list the pros and cons of our respective viewpoints. What do we share in common?

These strategies are completely transferable, as well. What works at work can be applied at home. Try it a child, a teenager or dare I say it, your spouse.  Good luck!