Page 57 - Warwickers Fresh Ideas Book vflip3 2015

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

9 attention/ time needed to work. Have a plan. Ensure
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.

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