<style type="text/css"> /*<![CDATA[*/ h2.sgc-1 {text-align: center;} blockquote.sgc-5 {margin: 0 0 0 40px; border: none; padding: 0px;} span.sgc-4 {font-style: italic; font-weight: normal} p.sgc-3 {font-weight: bold; text-align: center} span.sgc-2 {font-weight: normal;} p.sgc-7 {text-align: left;} p.sgc-8 {font-weight: bold} p.sgc-9 {text-align: right;} /*]]>*/ </style> <meta content="urn:uuid:2657a2f5-234f-4d66-81f5-bb874a97787f" name="Adept.expected.resource"/> </head> <body> <div> <p class="sgc-9">Chapter 7 How to Get Started on the Right Foot 117<br/></p> <p class="sgc-9"><br/></p> <ul> <li>What can we do to ensure that all the critical issues get out onthe table?</li> <li>How can we stay relaxed in the midst of this conflict?</li> <li>How can we promote the development of common values?</li> </ul> <p>4. The whole group decides which of these strategies it can fully support.<br/></p> <p><br/></p> <p class="sgc-8">Communication</p> <p>Rather than delegating the writing of a communications plan to HR or the communications staff, ask your stakeholders three things:</p> <ol> <li>What will they want to know along the way?<br/></li> <li>How often do they want to be informed?<br/></li> <li>How would they like to receive the information (e.g., meet- ings, blog posts, podcasts, voice mail, newsletters, face-to-face meetings)?<br/></li> </ol> <p>Once you know the answers, it is probably OK to delegate the writing of the communications plan and follow-up messages.<br/></p> <p>A warning: Of course, keeping people informed is essential, but you must create ways for them to keep you informed as well. Communication during change works best when people can influence each other. Be sure to make that part of your communication strategy.</p> <p><br/></p> <h4 id="heading_id_2">BRIDGING THE GAP<br/></h4> <p><b>Slap-Your-Head Obvious Solution</b><br/></p> <p>As you read this chapter, you may be thinking, “Well, duh. How could I be so stupid? Of course I need to get people involved in big changes that affect their lives.” You see the problem and, not only that, you know what to do to get people engaged.</p> <p><br/></p> <p><b>Lack of Knowledge</b><br/></p> <p>As Yogi Berra once said, “You’ve got to have deep depth.” A reorganiza- tion is different from a software installation or a Lean/Six Sigma process. Learn the basics of what needs to happen. Get acquainted with the various approaches to getting started. Pay special attention to things that have worked in your own organization. Make it your job to learn from the people who got things started well. What did they do? What did they avoid? What would they do differently? What advice can they give you?</p> <p><br/></p> <p><br/></p> </div> </body> </html>