Page 57 - Warwickers Fresh Thinking v2014

Train managers in communicating change and 8 for each specific communication provide guidance – success depends more on their credibility, openness, listening skills, empathy and influencing skills rather than presentation skills. They will need to be skilled for one to one, team and large scale change communication. Provide toolkits including information, tips, sample scripts and FAQs. For large scale changes offer courses where they see the communication delivered (Remember they will often be impacted too – if they get the chance to experience the message being delivered to them and then deliver it the learning will stick), get new skills training and have an opportunity to rehearse the difficult bits. Resources (time, people and money) – communication is a process not an event so give it the attention/ time needed to work. Have a plan. Ensure 9 managers allocate the time to deliver the messages effectively. Provide the appropriate people to provide ongoing support and the appropriate financial resources to make it work. Branding, themes and logos – keep it simple and 10 use them to build on your brand and bring a sense of cohesion to large scale change programmes. Keep the use of logos to culture/ structure changes and campaigns not for every minor initiative and project team. Themes and logos should be signposts, helping people understand how things come together and not be stand alone entities. 57