Step 3. Obstacles will probably hinder your ability to take action. Address these by focusing on concerns by group. Here are some examples:
Leaders are essential because you need them to advocate for change and resource the initiative. You’ll want to answer these questions for leaders:
- Will the strategy achieve our objectives?
- Is this the best investment of our resources?
People managers are the connective tissue between leadership and the work that gets done. You want them to be engaged and
equipped to inspire their teams. For managers, you might answer these questions:
- What are we doing and why?
- How will you equip me to be successful?
- What’s my role in this initiative?
Staff needs to understand, accept, and contribute to the change. For them, you’ll need to answer questions like:
- Why is this better than the old way?
- What’s in it for me?
- Is our culture going to change as a result of all of this growth?
Phase 2. Get to Know the Organization
How do people at your organization get their information? Look at the grapevine and the organization as a whole to find ways to leverage information channels. Some key questions to ask:
- What are our formal communication channels?
- What are our informal communication channels?
- Are there environmental reminders in the organization that we can take advantage of?
- What are the unique rituals or elements of this company that we should consider in our design?
Step 1. Use a quick post-up exercise to document the communication channels that already exist in your organization.