Managing change is something that we as individuals do all of our lives. Whether we manage it well or terribly, however, is a question for our families, friends and maybe our psychiatrists.
When it comes to change within organizations, change management is a mixed bag. The types of events that trigger more formal change management practices vary, but they can run from big—a company merger, a new CEO—to relatively small—a new piece of software introduced to the accounting division, for example.
Whether big or small changes, PR pros can add value to the change management process, says Dan Pecchia, president of Youngstown, Ohio-based Pecchia Communications. “A good PR person can cut through the complex language that often accompanies internal change—particularly if it’s around technology,” he says. But even changes in HR often are expressed with difficult language, Pecchia adds.
Tyler Durham, managing director of Ketchum Pleon Change, the change management division of Ketchum PR, agrees that PR can play a key change management role. “We’re having to think about creative ways to cut through the noise within organizations,” says Durham.
PEOPLE COUNT
Durham has seen a key trend emerge as the economy begins what appears to be a revival: “Companies are now reinvesting in their people,” he says. And they’re doing it in a couple of ways: by harnessing ideas and innovation in new or more efficient ways—via social media, for example; and by enhancing internal employee culture to deal with the new economic realities.
Pecchia says that organizations are realizing the value in investing in sound change programs, ones that follow the concept that change is easier to implement if employees are fully engaged in making the change happen. “It’s getting employees to buy into the benefits of the change, and that can be hard to achieve,” says Pecchia.
Yet it’s not just the rank and file that need the buy-in. For Tami Brandt, change management manager at Whirlpool Corp., the challenge is coaching upwards. “It’s crucial to have effective communications with leaders of the change, and relay to them how a good change plan will lead to success,” she says.
At Whirlpool, Brandt handles change communications as part of a trifecta of responsibilities: training and development, communications and sponsorship (helping sponsors be successful in their roles).
Brandt’s first key communications step within a change initiative is to do an organizational assessment of all audiences that will be impacted. How will buy-in for the change be achieved with those different audiences? Through simple memos from leadership, face-to-face meetings, information posted on an intranet?
Durham says this step is critical. To him, a well-designed change initiative hits the right stakeholders at the right time with the right messages. “It doesn’t have to be process heavy, but there needs to be strong leadership and communication, and a disciplined approach.”
PROCESS MATTERS
Being a change management pro, Brandt does care about process, developing a complete plan with four pillars: awareness, preparation, execution and follow-up. It’s a process that she tries to simplify for key stakeholders.
“I relate change management to the analogy of moving,” she says. “If you’re going to take a new job in a new city, and you’re going to move your family across the country, there must be a seamless transition.” All during the move, you’re selling it to your family and preparing for it by performing sub-tasks, continues Brandt.
Whatever analogy that you as a communicator might impart to your stakeholders, Durham recommends looking at the big picture. “Companies sometimes over-rely on the communications itself,” he says. “They should be much more dependent on leadership’s alignment with the change and their ability to motivate their staffs.”
According to Durham, other positive conditions for change include:
1. Sustained visible support and alignment from leaders.
2. A clear and inspiring picture of the desired future state.
3. Employees are involved in shaping elements of that future state and know what they have to do on a daily basis to support the change.
4. Adequate resources are dedicated to the change to enable both employees and the organization to be successful.
5. The change and performance challenges are based in the language and processes of day-to-day work.
Pecchia says that while change management concepts remain mysterious among some organizations, most of his clients have bought into the process. However, a common dangerous practice, he says, is communicating the message, “We’re going to change because the boss says so.” That’s a message that won’t resonate internally. “There has to be a ‘what’s in it for me’ component,” says Pecchia.
And that’s achieved by getting employee input, getting them involved early in the process and clearly outlining what the benefits of the change are, says Pecchia.
Bottom line: The world is rapidly changing, which requires new thinking on the part of PR pros (see Mike Herman’s Tip Sheet on page 8). Yet with some process and leadership, change—large or small—doesn’t have to be painful. PRN
CONTACT:
Dan Pecchia, [email protected]; Tyler Durham, [email protected]; Tami Brandt, [email protected].