C4: Attention all staff
How to communicate with employees and stakeholders
How to WIN: Busting the myths on sexual harassment
Sexual harassment (SH) is unwanted behaviour of a sexual nature that violates a person’s dignity and makes them feel degraded and threatened. It is up to the person on the receiving end of the behaviour to define.
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Myth | Reality |
SH is about sex | Sexual Harassment is about power and happens in most unequal relationships |
It isn’t SH if it was not intended to be SH | It is the person on the receiving end who decides whether it is SH based on how it makes them feel |
SH is about men vs. women | It’s not about men vs. women. It is about power. SH can happen to men and women by men and women |
No complaints = no problem | No complaints might mean people are too frightened to come forward or there are no mechanisms to allow them to come forward |
INTRODUCTION: C4: Attention All Staff
Section 1: Talk the talk
What is covered�in this lesson?
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SECTION 1: Talk the talk
STOP & THINK: How would you incentivise your team to buy in to change?
CASE STUDY: Alpha Media Holdings
SECTION 2: Setting the agenda
STOP & THINK: How would you set your agenda for change?
INDIVIDUAL ASSIGNMENT: In 300 words, describe how you would communicate with stakeholders. Write another 300 words on how you would persuade them to see what the future holds for them.
INTRODUCTION: C4: Attention All Staff
Communication is key
Clear communication is vital to the success of any digital transformation project. Change agents will need to be highly skilled in persuading and influencing colleagues to buy into the project.
You stand a better chance of success if you or your change agents already have a credible reputation internally, being perceived as trustworthy, transparent and honest.
However, Deloitte’s global resilience report 2021 found that more than a third of responding chief executives were not confident their leaders had done enough to build trust. Those that did succeed focused on improving transparency and communication.
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SECTION 1: C4 Talk the talk
Communication is key
Communication skills are paramount to being able to build a group dynamic because the potential for arguments with those who feel threatened - perhaps their power base will be broken up - is all too real.
Here are a few steps to build trust:
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SECTION 1: C4 Talk the talk
Methods of reaching your staff
Meetings:
Initially, with a change project there is usually an official company- or department-wide announcement made by senior management with time set aside to take questions from staff. These meetings are followed up with smaller team briefings and even individual sessions.
Emails:
These are an effective way to outline what was agreed in a meeting. They can give people time to digest the information - and act as a reference point. They can also be a personal touch from you as a team leader. But be aware that not everyone reads their email. You haven’t necessarily communicated if you’ve sent an email. Because all you’ve done is sent an email!
Collaborative tools �such as Slack:
You can set up a dedicated channel to discuss a change project. Use these tools as part of the ongoing conversation. They are a quick, responsive way to engage your colleagues in discussion about transformation.
Formal talks:
If your workforce is unionised, you may also be involved in formal union negotiations where working practices are going to change. These talks can help to agree clear pathways and structures for change to happen.
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You should aim to communicate in many different ways with your team or department to ensure you get your message across.
All of this can be labour-intensive and if you are leading the project, a large part of your time may well be spent listening to - and then talking to - people.
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SECTION 1: C4 Talk the talk
Frequency, delivery and tone
When launching a change project, you will need to consider how often you should hold meetings.
They should certainly be held regularly - either weekly or monthly or a mix of both depending who attends what.
To kick off company-wide transformation, senior management will usually hold a “town hall” style meeting for all staff, especially where there is already a culture of quarterly updates from the chief executive.
Other meetings include:
Around all these levels of meetings, senior leaders are also likely to hold regular meetings to monitor progress.
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SECTION 1: C4 Talk the talk
Image from: Unsplash
Frequency, delivery and tone
But be aware that there is a downside to meetings. People can find them ineffective and a waste of time.
To counter this, in agile workplaces, there is a trend to hold in-person meetings standing up. The aim is to keep it short and succinct.
In online settings, it is wise to stick to an agenda as well as having a timed session so the meeting does not overrun and people pay attention. Or even hold “walking meetings” where staff are encouraged to literally go for a walk while talking on the phone. This also keeps meetings to the point and looks after staff at the same time.
SECTION 1: C4 Talk the talk
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You also have to set the right tone so you reach people on an emotional level and make sure everyone is included and their voice is heard.
A friendly tone will encourage others to communicate with you. This will help to build an inclusive culture in the newsroom with a common vision for the way ahead.
Facilitate and encourage your team members to speak up so they contribute to the way ahead.
Managing stakeholder communications
One of your key roles is to keep your stakeholders up to date, informed and engaged with the transformation project.
Help stakeholders to cut through the noise and understand why this change matters to them.
During this process, you can’t repeat your message enough. You can learn from the world of marketing - which uses one of the oldest concepts: the rule of seven.
SECTION 1: C4 Talk the talk
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This broadly means prospective customers need to hear a message at least seven times before they buy a product. And it can apply to change management where you may find that you will be repeating your message perhaps over months to see a project through.
Communicate with them regularly and give them visibility on how the project is progressing, perhaps even affecting them and how they are dealing with it or helping you deliver it successfully.
Defining all audiences
Look after relationships at all levels to deliver a successful project.
This may mean you will need to talk to them to understand their expectations and whether there are any potential risks of conflict.
Not only must you know your audience, you must also create common ground with them.
You can read more on this topic here. Prosci gives tips on how to frame the conversation with various stakeholders and focus on what they care about and their role in the change.
SECTION 1: C4 Talk the talk
Building your communication strategy involves defining your audience - and how the transformation can benefit them.
Your stakeholders will typically fall into two types: internal and external.
Internal includes anyone who works in the business, from senior management, team leaders and staff.
External includes investors, users, customers, suppliers, print contractors and so on.
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Stop & Think
Let’s stop and think for a moment:
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SECTION 1: C4 Talk the talk
Case study: Alpha Media Holdings, Zimbabwe
When Alpha Media Holdings planned to transform the structure of its newsroom to converge three publications into one superdesk, editor in chief Wisdom Mdzungairi knew he had to communicate the message to drive innovation.
The restructure in 2019 was radical and it included appointing one news editor for the whole organisation in charge of a section generating content. It also meant one editor from each title and their deputies focused on one publication, working on the differentiation of the content title to make that title distinct and maintain its focus. It would require a great deal of buy-in.
But when it came to implementation, there was resistance because of increased workload and loss of power base. Some journalists had been used to writing to weekly deadlines, and now they not only had to produce more stories but to daily deadlines. Others felt the superdesk meant they would no longer control their own newsrooms.
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Wisdom Mdzungairi,
Editor-in -chief
SECTION 1: C4 Talk the talk
Case study: AMH
Mr Mdzungairi embarked on a communication strategy to win them over. It included:
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Image source Alpha Media Group - Zimbabwe
SECTION 1: C4 Talk the talk
Case study: AMH
The consultation worked, providing “a learning opportunity” where parameters were set and direction given.
“There’s so much innovation within the team. Everybody knows something that you might not know. So bring them on board so that they can also contribute,” he says.
AMH now has about 4.5 million page views in total in terms of reach across all of its platforms. The restructure was a success. “Don't be faint hearted,” Mr Mdzungairi says.
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Image source Alpha Media Group - Zimbabwe
SECTION 1: C4 Talk the talk
“You must take a risk … It takes great effort. It also takes great sacrifices. And it takes ideas.”
WISDOM MDZUNGAIRI
Editor in chief, Alpha Media Holdings
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SECTION 1: C4 Talk the talk
Image from: Newsday
Section 2: Setting the agenda
Carrot and stick incentives
Managers will need to work out what motivates their staff in order for them to adapt to new working practices.
They can use rewards or what could be seen as penalties to entice them to change.
Some news organisations, such as the Philippines Star, have awarded bonuses or pay rises to incentivise colleagues..
Giving staff more holidays, time off in lieu or opportunities for promotion can also prove effective.
While you may succeed in the short term, you are unlikely to win colleagues over in the long term. Today, it is seen as an old-fashioned way of managing change.
Remember from Module B7 (see next slide), you will need to work out the intrinsic and extrinsic motivation - that is what drives your team.
You can use Maslow’s hierarchy of needs to help you do this. Maslow demonstrates that once people’s basic needs are met such as food and shelter, they can be motivated to do more. For more information on this, read here.
If you would like to read more about the carrot incentive, Adrian Gostick and Chester Elton wrote a bestseller, the Carrot Principle, on how managers can use praise to engage their colleagues and boost performance.
On the other hand, the alternative is to use the “stick”. This typically includes using threats such as job losses or lack of future promotion, receiving a pay cut or being publicly admonished for failing to reach targets.
But this method can be counter-productive and lead to low staff morale.
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SECTION 2: C4 Setting the agenda
Reminder: Difference between extrinsic and intrinsic motivation
If you do something out of intrinsic motivation, then you are doing it because of your inner will. A good example of intrinsic motivation are hobbies since you like pursuing them and do it from within yourself. When you do something out of extrinsic motivation, you do it because you want a reward or want to avoid punishment. For example, if you solely go to work to earn money.
To keep staff motivated, they need purpose at work to fulfil their intrinsic motivational needs, and they need proper compensation and conditions to fulfil their extrinsic needs.
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SECTION 2: C4 Setting the agenda
Kubler-Ross change curve
Elisabeth Kubler-Ross was a psychiatrist who came up with a theory on the five stages of grief. This theory can be applied to how people deal with change in an organisation.
The five stages are:
Managers can help their team through the different stages by listening and communicating with their colleagues. For more on the Kubler-Ross change curve, read here
Denial
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SECTION 2: C4 Setting the agenda
Anger
Exploring
Acceptance
Stage 4�Encouragement
Stage 1�Information
Stage 2�Support
Stage 3�Direction
Time
Looking to the past
Looking to the future
Confidence, Morale�& Effectiveness
Dealing with the rumour mill
The earlier you communicate your strategy or change management plan, the better. That will give you control of the agenda, rather than leaks and rumours running wild in the office.
But you will need to be consistent, concise and clear in your messaging. You must also be credible and transparent about what the changes mean for staff in order to take control and squash rumours.
It takes time for colleagues to come to terms with any change and understand the impact on them.
They may be feeling anxious, uncertain and defensive. Including them in the decision making process can be an effective way of winning them over in the long term, turning them from spreading rumours to becoming change advocates. To read more, click on rumour mills.
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SECTION 2: C4 Setting the agenda
Image from: Biz Journals
Legal ramifications
The legal ramifications for consultation will vary from country to country so you will need to be aware of the local implications for your business.
In the UK, for example, a company must consult with employees about redundancies, changes to employment contracts, a TUPE transfer when the business is sold, and changes to pension arrangements.
The best way to get a large agreement to change is to negotiate with colleagues either through a unionised workforce or through forums and worker representatives where a union is not present.
According to Acas in the UK, forums are a good way to try to resolve any issues, making decisions quickly and reducing the likelihood of disagreement at a later date.
But if conflict is escalating, you may want to think about bringing in specialist mediators to reach a formal agreement to resolve the dispute.
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SECTION 2: C4 Setting the agenda
Image from: Unsplash
Stop & Think
Let’s stop and think for a moment:
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SECTION 2: C4 Setting the agenda
Quiz Assignment
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SECTION 2: C4 Setting the agenda
End of Lesson Four
MODULE C: CHANGE MANAGEMENT
Assignment part 4
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MODULE C: CHANGE MANAGEMENT
© COPYRIGHT 2022 LYNDSEY JONES
Fill in your gaps | Current state | Desired state | Gaps | Solutions | Rating 1-10 |
Is there demand for this? | | | | | |
Can you/your team do it? | | | | | |
Is it worth it? | | | | | |
Where do you want to be by when? | | | | | |
What does success look like? | | | | | |
How do you measure it? | | | | | |
What is the smallest step? | | | | | |
Who will help you? | | | | | |
MODULE C: CHANGE MANAGEMENT
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Assignment part 4