Leading Teams: Planning for and Communicating Change
Stop the presses! Before you send that email blast to the whole organization, what’s your plan? Do you have clear goals? Have you painted a picture of what the change looks like? What are some of the challenges that need to be addressed? What resources need to be in place? Do people understand the urgency and the why behind the change?
If you answered any of these questions with a “not sure,” you need to do more planning before you launch your change. First, check out our blog on “Leading Through Change,” which will give you clear steps on how to approach the change journey and bring others along in the process.
You can project plan on your own or work collaboratively with your team. This language from Peter Senge’s model can help you get clear on your approach:
TELL: Create the roadmap yourself and present the next steps to your team.
SELL: Create the roadmap yourself and invite your team to review it and give feedback.
CONSULT: Determine the higher-level goals and vision on your own, and hand it off to your team to determine the action steps.
CO-CREATE: Brainstorm and develop it as a team from the start using a virtual tool like MURAL or a large paper and sticky notes.
It’s essential to always leave space for planning your communication and messaging: what is happening, why, what are the next steps, and what will be the impact?
Once you’ve determined who needs to receive this communication, factor in multiple mediums to communicate this messaging including face-to-face contact, written communication and reminders. Different groups and individuals may need to receive the information presented differently or through different channels depending on their role in the change or how they are affected.
For more on the importance of strategic communications as it relates to organizational change, check out our Facilitation Tools for Strategic Communications webinar.
Steps of Project Planning
Start by identifying your project or change and give it a title. From here, you can use Kotter’s change model to help structure your planning. For more on this model, check out our blog on leading teams through change.
URGENCY: What's at risk if nothing happens? If the urgency is clear, the rest of the plan often falls into place quickly.
GUIDING COALITION: Who needs to provide input on the direction? Depending on the size of your change, this may end up being its own independent document.
ALIGNMENT: What organizational/division need does this align to? Be clear.
CREATE A VISION: What does success look like? This is the overall big-picture.
DETERMINE GOALS: What will happen if success is achieved? These are the results; things you can “check the boxes” on.
SUPPORTS: What resources do we need (i.e., people, budget, time, technology)? What tools are necessary to support and perform your desired actions? If your project takes place over a long period of time or requires various steps, you may choose to organize this as a timeline.
ACTIONS: Identify the “large muscle movements” and smaller tasks necessary to reach your vision. If there are resources you still need to acquire, one of your first steps may be to create or obtain the necessary tools. Often, these smaller tasks can naturally be organized into three phases, with less tasks happening in each succeeding phase as you grow closer to your vision. You can plan all three phases at the start with chances for revision along the way, or you can plan one phase at a time.
QUICK WINS: What are some of the small wins that will indicate success?
TRY THIS: PROJECT ROADMAP (15 mins)
Using this visual planning template, design a roadmap for a change you're experiencing or anticipating. Consider the following:
What questions and uncertainties exist? Write them down as a task for later.
What tasks might need to be delegated? To whom?
What needs to be delivered? By who and when?
Who needs to know what information and when?
Who is in charge of communicating the message and through what medium?
From here, communicate the plan to trusted members of your team, a superior or someone involved in the change process, and gather feedback. Pull out your calendar and build the plan into your team calendar and workflows, and establish dates to review the plan, track progress and adjust accordingly.
Now that you have a project plan, it's time to communicate that plan to your team. As part of your delivery, you need to have a clear and inspiring message or story.
Here's a communication template to guide you...
I'd like to take some time to give you more information and answer any questions you have about... [CHANGE]
As you may know or have heard... [BACKGROUND/CONTEXT]
We're noticing that... [ADDITIONAL BACKGROUND/CONTEXT]
This means that we need to address the challenge of... [CHALLENGE]
It's very important that we address this because... [WHY]
Here's what this change means... [THE WHAT]
Over the next [TIMEFRAME], you will see... [ACTIONS/STEPS/EVENTS]
Here's what this means to you... [EXPECTATIONS]
I would like to see... [FURTHER EXPECTATIONS / DELIVERABLES, TASKS, TIMEFRAMES, ACTION OWNERS]
We really need your help because... [WHY THEIR ROLE IS IMPORTANT]
Before I go any further, what questions do you have?
Thank you. I've taken note of these questions and will do my best to get them answered for you. While I might not have all of the answers right now and it may take some time, I will do my best.
What other feedback do you have?
What else might you need from me in order to fulfill these expectations?
If you'd like to reach out and talk about this one-on-one, please... [CALL/EMAIL TEXT]
It's important to me that you feel good about this process and engaged to the extent that you want to be.
Claim and download your free Personal Side of Change PDF To better understand and help lead your team through a major transition.
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This blog is part of a series — 10 Steps to Grow Yourself as a Leader:
Listening Made Simple Part II: 3 Skills for Listening to Others
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