Photo by SunsoakedCreative, 9 Oct 2015 View image
When you are transforming your company you need to tell a story. The story of your business; where it started, the progress that has been made, the obstacles it faces, the opportunities it strives to capitalise on and how it’s going to do that.
Keeping your people in the loop with good communication.
I love to know why people come to work and do what they do. t tells you so much about why they are there and what their motivation is. Some people live very complicated lives outside work having to juggle a number of things. If you understand that, you will know what they need to hear and how they need to hear about your business transformation. Having lots of employees is no excuse for not doing this. The person at the top may struggle to remember everything but that’s why there is a management team. Not knowing the people who work for you and how you should communicate to get the best out of them is just lazy.
Business transformation can’t be delivered without employee engagement. Employees are genuinely scared when they hear the words transformation or change, not because they resist it but because it usually means it will affect their lives and they want reassurance or confirmation of that as quickly as possible.
Usually you can’t do that at this stage.
As we are in a perpetual state of change and transformation is an ongoing process, it needs a rebranding exercise of its own. This is worth investing in because you need to dampen the yo-yo effect that this news generates in the emotions of the people who work for you.
You need to tell a story. The story of your business; where it started, the progress that has been made, the obstacles it faces, the opportunities it strives to capitalise on and how it’s going to do that.
Everyone loves a story. Good story tellers use emotion and get us to believe in the characters in a way that helps us form a bond with them. It is far more compelling than giving people dry facts.
If you can involve your workforce in the story all the better, make it personal because it is to the people who work for you. People are emotional and they have more to worry about than what is happening at work.
If you treat each person like the individual they are when you go through transformation you will have the full weight of that human capital behind your initiatives. If you avoid it, or believe that it’s not that important, you will waste energy trying to convince people to be involved or not to jump ship too soon, at the same time you are trying to move through transformation.
If you are at the top of the organisation it starts with you and works down. Don’t think your managers don’t need this kind of attention too. You give to them and they pass it on.
Which do you think is the easier ride?
To understand what your process might be you can buy the book or book a free chemistry session