Communication in Change Management

By Susan M. Heathfield

Jobs Vacancy, Job vacancies, Employment Jobs

You cannot over-communicate when you are asking your organization to change. Every successful executive, who has led a change management effort, in my experience, makes this statement.

I have never worked with a client organization in which employees were completely happy with communication. Communication is one of the toughest issues in organizations. Effective communication requires four components interworking perfectly for “shared meaning,” my favorite definition of communication.

• The individual sending the message must present the message clearly and in detail, and radiate integrity and authenticity.



• The person receiving the message must decide to listen, ask questions for clarity, and trust the sender of the message.



• The delivery method chosen must suit the circumstances and the needs of both the sender and the receiver.



• The content of the message has to resonate and connect, on some level, with the already-held beliefs of the receiver.

With all of this going on in a communication, I think it’s a wonder that organizations ever do it well.

Change management practitioners have provided a broad range of suggestions about how to communicate well during any organizational changes.

Communication for Effective Change Management

By Susan M. Heathfield

Jobs Vacancy, Job vacancies, Employment Jobs

Develop a written communication plan to ensure that all of the following occur within your change management process.

• Communicate consistently, frequently, and through multiple channels, including speaking, writing, video, training, focus groups, bulletin boards, Intranets, and more about the change.



• Communicate all that is known about the changes, as quickly as the information is available. (Make clear that your bias is toward instant communication, so some of the details may change at a later date. Tell people that your other choice is to hold all communication until you are positive about the decisions. This is disastrous in effective change management.



• Provide significant amounts of time for people to ask questions, request clarification, and provide input. If you have been part of a scenario in which a leader presented changes, on overhead transparencies, to a large group, and then fled, you know what bad news this is for change integration.



• Clearly communicate the vision, the mission, and the objectives of the change management effort. Help people to understand how these changes will affect them personally. (If you don’t help with this process, people will make up their own stories, usually more negative than the truth.)



• Recognize that true communication is a “conversation.” It is two-way and real discussion must result. It cannot be just a presentation.



• The change leaders or sponsors need to spend time conversing one-on-one or in small groups with the people who are expected to make the changes.



• Communicate the reasons for the changes in such a way that people understand the context, the purpose, and the need. Practitioners have called this: “building a memorable, conceptual framework,” and “creating a theoretical framework to underpin the change.”



• Provide answers to questions only if you know the answer. Leaders destroy their credibility when they provide incorrect information or appear to stumble or back-peddle, when providing an answer. It is much better to say you don’t know, and that you will try to find out.



• Leaders need to listen. Avoid defensiveness, excuse-making, and answers that are given too quickly. Act with thoughtfulness.



• Make leaders and change sponsors available, daily when possible, to mingle with others in the workplace.
• Hold interactive workshops and forums in which all employees can explore the changes together, while learning more. Use training as a form of interactive communication and as an opportunity for people to safely explore new behaviors and ideas about change and change management. All levels of the organization must participate in the same sessions.



• Communication should be proactive. If the rumor mill is already in action, the organization has waited too long to communicate.



• Provide opportunities for people to network with each other, both formally and informally, to share ideas about change and change management.



• Publicly review the measurements that are in place to chart progress in the change management and change efforts.



• Publicize rewards and recognition for positive approaches and accomplishments in the changes and change management. Celebrate each small win publicly.

Create a Career Opportunity

by Brenda Koritko

Jobs Vacancy, Job vacancies, Employment Jobs

One successful technique is to single out an unresolved challenge that exists in your company. Try to pick a situation that will benefit from your combination of experience and skills. Write a memo that outlines the need you've discovered. Highlight how you will use your skills to resolve the problem and contribute to the immediate objectives of the team or department involved. Send your memo to the person who will benefit most from your unique approach, for example, your boss or a human resources representative.

Don't wait for your organization to discover the same need. By waiting, you take the chance that they may decide to post the position. (If posting positions is policy in your company, at least your name is on the promotion list first.)

Without your proactive approach to your career and potential promotion, they may decide to promote one of your peers. By being proactive, you create a win-win situation. You may gain a challenging, enjoyable career opportunity and eliminate the need for a competition. Even if a new career or promotion opportunity does not result from your actions, you have successfully created an opportunity to demonstrate your value to the organization.You have increased the likelihood that they will consider you for the next rewarding career or promotion opportunity.

You Feel Unappreciated in Your Current Job

By Susan M. Heathfield

Jobs Vacancy, Job vacancies, Employment Jobs

You work hard every day, but you don't feel your boss or your workplace recognize your efforts. You can't remember the last time anyone thanked you for your contributions.

• Tell your boss you would like her input about how she views your work. Tell the boss you'd like to sit down with him regularly to obtain feedback, both good and bad, so you can improve.



• Offer to chair an employee recognition team that can develop a process for recognizing the hard work and efforts of all your coworkers. After all, if you're feeling unappreciated, you can bet others are, too.



• Sometimes, feeling unappreciated has to do with money. Ask your manager for a raise or ask when you can expect your compensation review. Follow up to make sure it happens.

Determine Why You Are Unhappy in Your Current Job

By Susan M. Heathfield

Jobs Vacancy, Job vacancies, Employment Jobs

Do you dislike the work you do day-to-day on the job? Or, are there other problems that affect how you feel about your job? If you like the work and pinpoint other issues as the problem, consider what you can do to resolve these problems before you quit your job.

Good jobs are difficult to find. You don't want to make a hasty decision or burn any bridges until you've thoughtfully considered your options. You may be able to make your job - work.

Following are the six common problems that prompt people to want to quit their job. See if you can find your reasons and use the advice provided to turn your work situation around.

How to Develop an Effective Relationship With Your Boss

By Susan M. Heathfield

Jobs Vacancy, Job Vacancies, Employment jobs

These steps will help you develop a positive, ongoing, supportive relationship with your boss - a relationship that serves you well, your manager well, and, as a consequence, your organization well.

• The first step in managing up is to develop a positive relationship with your boss. Relationships are based on trust. Do what you say you'll do. Keep timeline commitments. Never blind side your manager with surprises that you could have predicted or prevented. Keep her informed about your projects and interactions with the rest of the organization.
  
  Tell the boss when you've made an error or one of your reporting staff has made a mistake. Cover-ups don't contribute to an effective relationship. Lies or efforts to mislead always result in further stress for you as you worry about getting "caught" or somehow slipping up in the consistency of your story. Communicate daily or weekly to build the relationship.
  
  Get to know your manager as a person - she is one, after all. She shares the human experience, just as you do, with all of its joys and sorrows.

• Recognize that success at work is not all about you; put your boss's needs at the center of your universe. Identify your boss's areas of weakness or greatest challenges and ask what you can do to help. What are your boss's biggest worries; how can your contribution mitigate these concerns? Understand your boss's goals and priorities. Place emphasis in your work to match her priorities. Think in terms of the overall success of your department and company, not just about your more narrow world at work.

• Look for and focus on the "best" parts of your boss; just about every boss has both good points and bad. When you're negative about your boss, the tendency is to focus on his worst traits and failings. This is neither positive for your work happiness nor your prospects for success in your organization. Instead, compliment your boss on something he does well. Provide positive recognition for contributions to your success. Make your boss feel valued. Isn't this what you want from him for you?

• Your boss is unlikely to change; she can choose to change, but the person who shows up to work every day has taken years and years of effort on her part to create. And, who your boss is has worked for her in the past and reinforced her actions and beliefs. Instead of trying to change your boss, focus instead, on trying to understand your boss's work style.
  
  Identify what she values in an employee. Does she like frequent communication, autonomous employees, requests in writing in advance of meeting, or informal conversation as you pass in the hallway. Your boss's preferences are important and the better you understand them, the better you will work with her.

• Learning how to read your boss's moods and reactions is also a helpful approach to communicate more effectively with him. There are times when you don't want to introduce new ideas; if he is preoccupied with making this month's numbers, your idea for a six month improvement may not be timely. Problems at home or a relative in failing health affect each of your workplace behaviors and openness to an improvement discussion. Additionally, if your boss regularly reacts in the same way to similar ideas, explore what he fundamentally likes or dislikes about your proposals.

• Learn from your boss. Although some days it may not feel like it, your boss has much to teach you. Appreciate that she was promoted because your organization found aspects of her work, actions, and/or management style worthwhile. Promotions are usually the result of effective work and successful contributions. So, ask questions to learn and listen more than you speak to develop an effective relationship with your boss.

• Ask your boss for feedback. Let the boss play the role of coach and mentor. Remember that your boss can't read your mind. Enable him to offer you recognition for your excellent performance. Make sure he knows what you have accomplished. Create a space in your conversation for him to praise and thank you.

• Value your boss's time. Try to schedule, at least, a weekly meeting during which you are prepared with a list of what you need and your questions. This allows him to accomplish work without regular interruption.

• Tie your work, your requests, and your project direction to your boss's and the company's overarching goals. When making proposals to your boss, try to see the larger picture. There are many reasons why your suggestion may not be adopted: resources, time, goals, and vision. Maintain strict confidentiality.

• In your relationship with your boss you will sometimes disagree and occasionally experience an emotional reaction. Don't hold grudges. Don't make threats about leaving. Disagreement is fine; discord is not. Get over it. You need to come to terms with the fact that your boss has more authority and power than you do. You are unlikely to always get your way.

How to Get Along With Your Boss

By Susan M. Heathfied

Jobs Vacancy, Job Vacancies, Indonesia Vacancies

At one point or another in your career, you will report to a manager, the person you fondly - or not - call boss. The relationships that you create and manage, with both your immediate boss, and other company employees, are critical for your work success and career progress.

And, face it, whether you like it or not, you're in charge of your relationship with your boss. No one will ever share as much concern as you do that the quality of the relationship helps you achieve your goals. At the same time, your boss has information that you need to succeed. He can't do his job or accomplish his goals without your help.

So, your manager shares a critical interdependence with you. If you don't accomplish your work, your manager will never shine for his or her overall responsibilities. You won't progress without the information, perspective, experience, and support of your manager.

Despite knowing this, managers do come in every size and with all possible levels of skill and effectiveness. Some managers are just plain bad bosses; others are unaware of what you need from them. Managing up is challenging, but ultimately, worth your time.