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In the typical scenario, the new recruits have just arrived at their barracks after being issued Skivvies, uniforms, and the rest of their gear. They now feverishly hang the new clothing up and put everything else away in their footlockers. They make their beds. They
move quickly, in anticipation of the arrival of the only god they know at the moment—the dreaded drill instructor. He has promised an inspection in one hour.

The hour passes, and Sgt. Creases-Up-His-Pants-and-Shirt struts in with evil on his face. And guess what, he is disappointed. No, he is enraged. The place is a dump. He upends footlockers with stuff scattering across the floor. He rips uniforms off hangers because they are one-half inch too close to the next one. He screams, he yells, he rants. His voice is full of rage and loathing, his language sprinkled with profanity. Once he’s through with his so-called inspection, the place looks like the aftermath of a full-contact pillow
fight or a drunken slumber party.

Taken from : The Leader As Communicator

As a general strategy, leaders need to put stakes in the ground for all to see as early as possible: What’s the new game plan, which action steps do we need to attend to, and what jobs do we need to get done now? There’s another advantage to communicating an action bias when managing transition. Getting the workforce to jump on key tasks can alleviate some of the anxiety and discomfort inherent in major change. One way to reduce the pain of a toothache is to divert attention elsewhere. Changes to the management structure, reporting relationships, and any other decisions that potentially affect jobs should also be revealed sooner than later. Remember—people want their own little picture painted before they’ll give more than passing attention to your larger agenda for change.

Getting One’s Mind Off Change: The Parable of the GI Party
One of the most time-honored traditions in the U.S. military is that social event known as the GI Party, a euphemism for cleaning up the barracks to spit-and-polish perfection in advance of a visit from the dictatorial drill instructor. These little parties are about more than elevating an already pristine clean barracks into an even higher level of clean. They have to do with building teamwork and motivation, while at the same time making homesickness and the like fade into the back of the recruits’ minds.

Taken from : The Leader As Communicator

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Even with nothing more than general information to share, you are providing something to employees, and you’re showing them respect and concern. It also signals that leadership is prepared to deliver the hard facts of change, rather than hiding or sugarcoating them. For most employees, this is the information they most urgently seek, and there’s no point in postponing it.

Don’t Lose Ground
Equally important to the need to sustain day-to-day work flow against the threat of slowdown or paralysis is clear guidance on how and when to regroup around shifting priorities (or around priorities still in place). The critical variable for any organization going through transition is recovery, adapting to changes so quickly and so seamlessly that the organization doesn’t miss a beat or lose any ground. This means keeping everyone’s head in the game, focused on the job at hand.

Taken from : The Leader As Communicator

Figure 7-2. Questions employees want to ask about change.
? What are the organization’s change plans?
? Why are they important?
? What’s going to happen to me? (And when will it happen?)
? What do you want me to do?
? What’s in it for me?

Behavioral science offers leaders some useful tactics for making more effective presentations on change. For instance, research has shown that people prefer bad news before good news. So get the bad news out of the way and state the downsides early.5 An honest statement of any plans to let people go, for example, should be made close to the beginning of a major change announcement.

While there is debate about when to announce potential job reductions (Does such an announcement merely cause unneeded tensions? Is it better to wait until you have all the specifics?), our experience has been that the rumor mill is already way ahead of management in this area. Better to get information out there than to allow the rumors to continue unchecked.

Taken from : The Leader As Communicator

These are critical questions, and leaders need to work at responding to them throughout the transition period. The five questions need to frame much of the communication strategy and provide content for a family of key messages that leaders will deliver continually.

Responding to these questions represents a critical make-orbreak component of change communication. Too often the people at the top believe that the future vision they paint, exciting though it may be, will be as motivating and reassuring to employees as it is to them. But they’re wrong. Senior leadership has to turn that thinking on its head. Leaders have to see the picture from the point of view of the employee. Counterintuitive though it may be to senior leadership, the communication works best when it starts not with the big picture, but with details that respond to the five questions and to the concerns that surfaced from the homework assignment.

Taken from : The Leader As Communicator

“The beginning of wisdom is to call things by their right names.”

One of the most immediate communication challenges for leadership during a transition is to keep the organization moving forward. It’s easy for operations to experience drops in productivity because employees aren’t sure about new priorities or how to get things done in the new organization. People may be confused or simply paralyzed, waiting on the sidelines to see what will happen to them. A basic theme for leadership communications here is “Don’t stop!” We’re still in business, we still have customers, and we still have competition (which might be gaining on us if we slow down).

What Employees Want to Know
The “don’t stop” theme cannot simply be an order or a directive. From countless studies on organizational change, we know that employees want to be put in the picture. They want to hear the latest plans, and they want explanations. In essence, they want their leaders to address five rather predictable questions in a timely, candid, and useful way (see Figure 7-2).

Taken from : The Leader As Communicator

Since the company had a reputation in the industry as a buttoneddown, business-like operation, ambassadors had a special agenda to create a balanced view of the corporate culture and an appreciation for what it contributed to the organization’s performance. Three key message points became the foundation of all their communications with these new recruits:

? This is a good place to work.
? We look strong for the future.
? We respect your former company and value its people and the roles they can play.

Able to meet with recruits off campus, as well as to serve as hosts for family visits to the headquarters town, ambassadors were successful in convincing a significant number of prospects to sign on. Fittingly, the company followed up with a mentoring program that helped new hires affiliate quickly with their new colleagues.

Taken from : The Leader As Communicator

Figure 7-1. Questions to guide transition communications planning.
? What assumptions do people hold about the general need for change?
? What are they most concerned about?
? What do people most want to hold onto when changes are made?
? What do these things do for them, or mean to them?
? How might you provide suitable substitutes or trade-offs if necessary?
? How trustworthy has leadership been in the past (especially regarding change and transition)?
? How confident are they about the company’s leadership for the future?
? What are the most reliable internal sources and media for change communication?

Peer Empathy
Sometimes the best people to communicate change messages are respected peers. They understand the difficulties involved in transitions because they’re experiencing them in the same way. A large transportation company in a position to recruit former employees of a failed competitor chose to approach potential new hires through a team of middle managers. Dubbed “ambassadors,” the group was made available to discuss not only job opportunities, but, more important, to talk about the work experience and work life conditions from a firsthand perspective.

Taken from : The Leader As Communicator