A New Beginning
Communication Plan Process
- Release of the change message
- Technology you will use
- Tools for effectiveness
- 360* feedback
- Handling resistance
Getting the Message Out & Creating Urgency
~Employ any feedback or observations you may have had within your own department store to connect this data for your employees.
~Identify change agents within your staff to help with the change. Meet with these individuals first, share the reasons for the change, address their concerns, acquire their feedback, and get their buy-in.
~Use multiple channels to deliver the message to maximize on transmission of the message. Ideal delivery to include a face-to-face all staff meeting. This would be followed by mini meetings or individual meetings to gather feedback and concerns. Weekly email communication reminding of the change, highlighting staff actively engaging in the change, and reinforcement of the value for the change.
These technologies span from the initial message with Padlet, to the new company recognition system Wooboard. Your change coaches have been trained in each technology to assist with any questions you may have with it.
Effectiveness & Generating Feedback
The assessment and feedback tools listed below will help gather important feedback to determine the effectiveness of the manager to communicate the change and to reinforce the message.
It will also gather the staff's feedback on the actual change, successes and shortfalls, as well as ideas to improve it in the future.
A great anonymous site to gather unfiltered employees' feedback. You will be provided with some set questions and you will be able to customize questions specific to your store's needs. Multiple choice, rating scales, and comment boxes can all be utilized.
Frontline Leader Assessment
A third party assessment designed to measure the manager's perception of their leadership in comparison to their staff's. Managers will be evaluated in performance coaching, motivation, listening, accountability, reviewing progress indicators, recognition, leader impact, and demotivating leadership.
Provides an assessment for the way the manager thinks and behaves in any given situation. It breaks down thinking into four categories: Analytical, Conceptual, Structural, and Social. Then it focuses on understanding their level of expressiveness, assertiveness, and flexibility.
Frontline Leader Assessment
~Use active listening skills and discovery questions to truly understand their concerns.
~Discuss options and strategies to help overcome their concerns
~Temp check often to ensure they are moving in the same direction of the change.
~Give praise and provide feedback
*Your genuine interest can create a more open and trusting environment. Your employees want to know you support them.
Cawsey, T. F., Deszca, G., & Ingols, C. (2012). Organizational change an action-oriented toolkit (2nd ed.). Thousand Oaks, CA: SAGE Publications, Inc..
Dillards. (2015). Retrieved from http://www.dillards.com/
Emergenetics. (2015). Retrieved from https://www.emergenetics.com/our_approach.html
GRA Resources. (2015). Retrieved from http://www.gra.net.au/resources/insights-and-publications/2013/08/13-change-management-fundamentals-part-1
Ken Blanchard Companies. (2015). Retrieved from http://www.kenblanchard.com/