Why do leaders often fail to see the actual reason that corporate initiatives either succeed or fail, specifically in change management efforts? If you ask them, they will likely say that they just followed the facts. The facts pointed them in a direction that suggested the right result would ensue.

Unfortunately, in change, facts do not tell the whole story.

In a change environment, the telltale signs that illuminate shifts in behavior can be found in the nuance of relationships and activities. While the facts may indicate that you have communicated effectively, the reality may tell a completely different story. Why? Misinterpretation of signals. Focus on optics over action. Lack of focus. Little sense of urgency.

All of these can be masked by facts leading to the wrong conclusion. While facts are important, it’s much better to pay attention to and look for the following:

Questions: What type of questions are employees asking? This is a great indicator for how engaged and informed they are.

Connections: Who are employees looking to and working with? This provides a clue in how they are interpreting and operating against a change effort. 

Attitudes: Are people’s attitudes different – either positive or negative – regarding the business or initiative?

Language: What words or phrases are being used in the organization that reflect its direction?                                  

Purpose: How people find purpose in their lives and in their work is a barometer for performance and comprehension of strategy.

Facts are utilized to achieve a number of things in business not the least of which is to clarify uncertainty. But paying attention to the areas above provides a more agile and steerable resilience to change, informing communications to take a proactive approach. It gives you a point of view about the things that may not be clear yet, such as how people are assimilating the need to rethink the business.

Becoming a resilient organization able to withstand the vagaries of an ever-shifting mosaic is forcing leaders to change entire business models, transforming customers, financial and operational goals. Being astute about employee patterns and belief systems creates new opportunities for engagement and education. Coupled with data and insight, exploring and interpreting organizational rhythms of daily practices illuminates the root cause of dysfunction opening up new possibilities for change.

Change management is ultimately about creating new core competencies both as a business and as individuals.

Finding and leveraging people’s ability to adopt new skills, new thinking, and new behaviors can be found in the cracks so to speak, giving leaders and communicators the nuggets necessary to move forward.


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This is the time of year where much is written and said about what’s ahead in the new year. Prognostications abound detailing trends, truths and tribulations. Rather than looking ahead, though, it often makes sense to reflect on what we learned over the past year and glean  important lessons that we can carry forward.

In that spirit, here are the key things I learned in 2019:

  1. Digital means an appreciation for connectivity– With all the fuss around digital transformation, the core idea centers on universal connectivity. With everything and everyone connected, data quickly translates into insight, creating value for brands and customers alike. Connectivity provides deeper and more lasting interactions based on information and behavior.
  2. Relevance is all about engagement– In a social/digital reality, relevance is the new reputation. Relevance is based on engagement with stakeholders via digital, social, traditional and face-to-face interaction. The level of engagement determines the ultimate relevance to audiences essential to the organization.
  3. Communications is effective when arguments are enlightened –Raising the level and the depth of interactions both internally and externally signals a more intellectual and respectful discussion, resulting in greater trust. When communications is effective, it ensures that people are confident, clear and properly informed.
  4. Strategy is a day one occurrence –The truth is that strategy works initially, and then real- time analysis and assessment dictates what comes next. Preparing for what’s next in strategy is no different than a football player who makes in-game changes once he/she understands what the competition is doing.
  5. Management is about focusing on the little things first –Knowing people’s strengths and respecting their concerns is important to directing resources and implementing initiatives. Managers who understand their reports beyond the job can better impact how they contribute to the business.
  6. Leadership must be sustained by action –A true leader must be able to act and decide. When a leader declares a new strategy or direction, he/she must execute actions and decisions that reinforce the go-forward plan.
  7. Bad strategy at the beginning sabotages the entire effort– When goals or objectives are substituted for strategy, which usually happens at the outset of a plan, program or initiative, the entire effort is sabotaged as critical issues are ignored.

At this time of year, taking a deep breath to collect your thoughts and discern insights from your actions is extremely helpful to succeeding in the year ahead. The lessons I’ve recapped above are meant to trigger your thinking, and they may even align with your own experiences.

Either way, here’s to a happy, healthy holiday season and a productive, successful new year!


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The Progression of Change (circa 1990-2020)                      

Change 1.0 – Business Process > changing how we do things

Change 2.0 – Business Strategy > changing what we do

Change 3.0 – Internal Alignment > engaging people to own each new day

Change 4.0 – The Digital Imperative

The Evolution of Change Management/Communications

In a white paper titled “Ten Tumultuous Years: Examining a Decade of Change,” I examined – some years ago – the concept of change management through the lens of strategic internal communications, exploring the implications for leaders and communicators alike. The premise reflected the current thinking as it related to organizational evolution in that change became a necessary ingredient in avoiding marginalization and maintaining competitiveness.

But that was then. What we have experienced since that time is an incredible journey of self-discovery – as leaders, managers, employees, consumers. In looking back, we would argue that the concept of organizational change is now in its fourth generation or phase – what we now call Change 4.0.

In Change 1.0, leaders placed “change” in a box, separating it from the very business it was meant to improve. When introducing a change initiative to their organization, leaders and management consultants would focus on communicating process, forming integration teams, and presenting workflow charts on a PowerPoint slide. While these efforts kept consultants employed and certain managers busy, none of them actually connected with the workforce or addressed how the business was going to ultimately improve. In fact, few early “reengineering” efforts actually addressed whether the process being improved was still relevant!

In Change 2.0, leaders, frustrated at the lack of success, turned their attention to the business’ strategy and direction. What business are we actually in? Who are our competitors? Do we have a discernable value to customers? Are we exploiting our core competencies or strengths for competitive advantage? Are we making the right investments including acquisitions to bolster our position?

Today, we are seeing the continued evolution of this thing called “change.”

Change 3.0 was about leaders recognizing that, unless and until employees (managers, supervisors, production, administration) see, believe and experience the totality of the business’ reality and assimilate its meaning to their individual reality, it doesn’t matter if the strategy or processes are improved, the company will not achieve the necessary results for sustained success.

In Change 4.0, we are in the midst of a digital revolution – meaning that connectivity, real-time learning, and continuous acceptance are overwhelming the transformation landscape, raising expectations and challenges.

The one constant through all this is how the organization responds and adapts to change. The oft quoted “change fatigue” is actually a misnomer as employees are less bothered by change but more concerned about what the change actually is and how it will impact their jobs and future.

The Digital Age

Today, technology is enabling and encouraging people to have a voice and an opinion. Unlike in the past, when a company could enforce its will on constituents, today, employees, consumers and customers all demand the right to be heard. This shift in expectations, combined with the challenges posed by an evolving economic landscape, has created an unprecedented sense of urgency for companies large and small to continuously examine their business model, purpose values and management approach to survive. “Change or die” has never been truer.

Change, then, is an all-encompassing description for any necessary shift in attitude, mind-set, behavior, approach, performance and measurement that is either in response to or ahead of internal/external forces.

What does this new reality mean for the practice of change management and, more specifically, change-oriented communications?

As leaders, we are challenged to seek new ways to engage employees during the journey of organizational change. We must optimize new technologies to involve our people through both an emotional and intellectual appeal. In the past decade, we have learned that we cannot effectively sustain interest by focusing on just the rational reasons behind a particular change in strategy, priority, system, process or product.

We have seen that when it comes to organizational change, people are likely to experience fear about their future, anxiety about their role and capability, skepticism based on previous unsuccessful efforts including a lack of institutional learning, and concern about the fate of their colleagues. This highly emotional response requires us as leaders to rethink the way we interact, manage and communicate with our people, as a rational explanation of the business needs for a particular change will be largely ineffective.

Data and analytics allow us to delve deeper into behavior and mindset as it relates to change. From determining what people truly understand, to where and how they need to receive information, to actions and performance, we can glean insights to direct communications and change initiative efforts.

Making Change Real

Against this backdrop, leaders have come to understand that change is a requirement of survival. Change is about uprooting the organization – its people, structure, processes, systems – to achieve financial and operational performance that results in long-term growth and prosperity.

The targets of change

While all change initiatives must have a clear goal or purpose, the underlying and long-term results should be seen in one important area – decision-making. Change efforts should focus on teaching people to develop new abilities and skills to make decisions, take risks, assess information, channel knowledge, engage others, build relationships and effectively deal in a real-time world from a position of confidence, not fear.

Change management, therefore, should be concentrated in four areas:


Any organizational change starts with leadership – leaders set the direction, tone, decision-making, accountabilities and consequences for an organization. But it’s not about what leaders are saying, it’s about what people are seeing. Through their actions, leaders can instill the necessary mindset around the organization’s vision, values, purpose, strategy and performance. This means that employees understand the direction and priority of the business almost intuitively.

To effect change, leadership must determine the narrative – that is, define the specifics of the effort against the backdrop of the business, its history, prospects, challenges and advantages. What exactly needs to be addressed and why? Further, leadership should establish a standard for how employees will interact with each other – defining and demonstrating how the company will provide information, listen, respond and engage people.

Done well, leaders provide the rationale, including the importance of renewing the business.


It’s management that will ultimately determine success. As leaders, we must equip managers with the skills and tools they need to make critical business decisions. Expectations of managers must be clear – if necessary, managers should be reoriented around specific expectations (e.g., how to listen, performance expectations). To make change real, performance metrics and new compensation models must be linked to their efforts.

The most powerful tool for a manager in effecting change is to ask a question. Experience has shown that an organizational “revolution” can’t begin without first asking the right questions. To succeed, businesses need to continually ask themselves insightful questions that will shape their future. Therefore, we must empower and encourage managers to question the status quo and challenge the assumptions upon which the business is built.


Within the context of change, communications must create a new conversation with employees, customers and other stakeholders. This means we must move away from focusing primarily on what we’re going to say and, instead, achieve a true dialogue through active listening, feedback, policies, accountability and decision-making,

Too often, companies confuse events with experience. Effective communications is about more than communication “events,” such as town hall meetings and executive speeches. It’s about connecting events to experience, by filling in the action in between (e.g., what happens before and after the town hall). Communications must translate the change strategy into stories that people can relate to – by bringing the outside in, by using relevant examples, by telling stories about real people.


Most change is needed because organizations fight themselves. Thus, the real focus of change is to tear down bureaucracy and move forward. To make change meaningful and lasting, the structure of the organization must be re-aligned to support the change effort. When this occurs, leadership, management and communications are in sync with where the business is going, and each understands their respective roles in getting there.

Similarly, systems are critical. As leaders, we must ask ourselves a number of questions. How do we manage employees? What are the key relationships within the organization? What are our policies? How do we compensate employees? How do we interact with them? This is where the “rubber meets the road” in any change effort.

Contextualizing Change in the Current Environment

Against this backdrop, how do we as leaders successfully effect change within our organizations? What are the key lessons learned over the past 20 years?

Social is a complement

In a digital world, it’s easy to mistake technology as a replacement for face-to-face interaction. Winning organizations employ social to support interaction not to replace it.

Iterative experience

First and foremost, any major corporate undertaking is a chance to continuously learn and grow. The process is an iterative one, yet many change consultants and business leaders attempt to package the process in a linear box believing that things will happen in proper sequence if they deem it so. The true value for people involved in such efforts is their ability to learn and share, to formulate their own insights, and to forge perspectives that keep their involvement crisp and real.   

Timing and audience cadence

We have seen major organizational change efforts implode because the announcement and introduction phase came too early. Any serious change effort should begin with at least a build-up of two to three months where the conversation internally begins with leadership and focuses on new and different topics, told in robust and interesting ways. Instead of the usual corporate rah-rah information told in typical corporate speak, a more personal, authentic and provocative form of communication that encourages discussion, dialogue and debate should be used.        

This new rhetoric should be complemented by specific outreach to managers at all levels to set the stage for the current competitive or business reality, followed by a discussion of the various approaches the organization is contemplating taking to address them.

Communications as catalyst

To continue running the play above, we must take a broader, strategic view of communications. We must go beyond process updates to incorporate messaging on desired results and a vision for the future. We’ve learned that we must separate communications from the change process and, instead, focus on telling stories about the business, which will provide content and context around the reasons for change. All communications must answer these questions: What is changing? How does it affect me and my function? What does success look like? How are we tracking progress? What is the organization doing to support me in my efforts to engage? Will I become better through the process?

The bottom line is that communications must facilitate an organizational dialogue, not a leadership monologue. This requires a completely new perspective as it relates to communications being a driver of knowledge, insight and counter opinions in an ongoing discussion

What are you solving for?

The number one area in change is recognizing the cause versus the symptom. It’s so easy to chase symptoms in change and communications, expending time, energy and resources on the wrong things. Addressing the cause and then solving for it focuses energy and action in the right place.

Strategy in narrative form

Translating a business strategy into a story or narrative is  one of the most important things that can be done in change. The story provides a picture of the effort, makes it personal, and reinforces the context for people.     

Employees are an audience

In a digital age, every stakeholder group is an active, engaged and vocal entity providing influence across a wide spectrum. Employees, in particular, are the most trusted group for an organization and their opinions are the most sought and respected.

Begin with where people really are, not where we want them to be

In the past, we allowed consulting firms to define communications as a dissemination model without any respect for what people wanted to hear and where they currently were. Today, we understand that we must employ research to gain a clear understanding of the values and beliefs of management and employees.

What’s often missing in change efforts is a sense of empathy – ensuring your efforts acknowledge the individual and what they are experiencing.

Ensure messages are relevant and dynamic versus “rah-rah”

Remember that information about the direction of the business has little meaning to employees unless a line of sight can be drawn to their daily activities and responsibilities. Segmentation is key. A homogenous approach to communicate to all audiences is bound to fail. We must consider people’s individual perspectives and priorities and focus on creating relevance.

Communications must be clear and easily understood. It must avoid jargon and corporate-speak. But even more importantly, communications must tell a story.

Don’t mistake tools for solutions

Communicators often mistake tactics for strategy and solutions.

Think about your employees like a public constituency

Employees must be treated as if they are a public constituency capable of opinion-shaping, decision-making and, ultimately, organizational success. We must fight for their attention just as we would with a customer.

As with any external constituency, you should consider leveraging a variety of communications tools and techniques to engage your people, including, but not limited to, face-to-face meetings, social media, learning modules, manager intervention, network outreach, messaging and pulse checks.

Focus on education versus promotion

Any change effort should be viewed through the lens of learning and development – moving people from where they are to a new place. Promoting a new initiative – through promotional materials, emails, slogans, etc. – does not add to someone’s understanding or knowledge. Instead, focus on training managers and delivering engaging, two-way communications versus one-way “push” vehicles.

Be proactive in terms of addressing critics and concerns head-on

People don’t fear change as much as inconsistency and uncertainty. Confusion is a part of change – you can expect that people will feel frustrated, concerned, skeptical and angry about change. People accept change more easily if they feel they are being dealt with honestly and if they are engaged in a dialogue about their concerns. Utilize communications to encourage dialogue, discussion and debate – this type of engagement leads to learning.

What Does the Future of Change Look Like?

After reflecting  on how change management has evolved in the past 10 years, it’s interesting to consider how things will continue to change in the years ahead. How will the concept of “change” continue to evolve? How will the role of communications be redefined?

Change will increasingly become “business as usual.” Embracing and effecting change will become a part of the operating model for companies and, increasingly, CEOs will emphasize a focus on the business rather than the process of change. More and more, communications will be a strategic methodology that brings change to life – creating new conversations internally, facilitating dialogue among leaders, managers and employees, and initiating social interaction both inside and outside the company – rather than being a disseminator of information.

As technology leads organizations to constantly reassess their purpose and value, so too communications will be a provocative catalyst for change.

Key Considerations

  • Is there a there there? What is the change?
  • Consider how people assimilate information. What do you want employees to know, feel, do?
  • Have you clearly defined the reasons for change? Are your communications answering the question “What is this change meant to achieve?” Remember that if the goal is clear, you won’t have to sell a change.
  • Are you seeing the world through the eyes of your workforce and management team? Remember that information about the direction of the business has little meaning to employees unless a line of sight can be drawn to their daily activities and responsibilities.
  • Think externally to legitimize internal actions – the marketplace should dominate the internal dialogue.
  • How will communications be conducted in a social and digital environment? What will employees do with the information?
  • How will people know it’s working? What are the markers and guideposts to guide the effort?

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As companies navigate an uncertain future, the need to change has never been greater. So why is the formula still broken?

According to a number of reputable studies, a majority of organizations fail to gain the intended result from a major corporate transformation or change initiative. From an M&A standpoint, new strategy deployment, safety improvement, cost-containment, quality excellence, new product commercialization, and top-line revenue growth, too often, the tendency among leaders, managers and communicators is to translate important efforts into a campaign without specifics, leaving employees confused and ill prepared. The old adage, “people hate change” is actually wrong. What people hate is not knowing what the change is and how they need to engage in the effort.

With so much upheaval in business today, transformation is the mantra of today’s CEO. But why is it so difficult for a new initiative, such as a product launch, a cost-cutting measure, a business strategy or even a turnaround effort, to succeed?

Consider the case of a global automotive company, poised to introduce a line of redesigned high-end sport utility vehicles (SUVs) – a move so critical to the organization’s future that senior management believed it would mean the difference between the company’s success and failure. To win, the company needed to redesign virtually every aspect of its operations and how it performed. Yet, instead of providing employees with the specifics of new behaviors, and the needed training and rationale for the new product line, leadership asked internal communications to promote the situation via a campaign to get employees “excited” about the new vehicles.

What went wrong?

Welcome to the new business reality – one where business-critical initiatives, whether a new corporate strategy or an M&A – can succeed or fail based on whether or not the workforce understands and accepts them. “The dynamic has changed,” notes one senior leader. “People have to first comprehend the reality and then dictate exactly what they need to succeed. No longer can transformation be dictated from the top. There has to be a real dialogue, including constructive disagreement in order for people to buy in.”

As the research indicates, many well-intentioned major initiatives have failed or never gotten off the ground because company leaders and communicators either ignored detailing the actual areas of change necessary or trivialized the effort with slogans, big-scale launch events, and motivational programs designed to stir up employee enthusiasm and acceptance. According to an expert, initiatives introduced with this kind of fanfare and no substance are doomed to failure. “Typically, what happens is that management decides the business is no longer competitive and rethinks its entire model. Communications – usually after the fact – is directed at communicating the change or transformation initiative in order to elicit employee buy-in.”

“What’s the Change?”

Transformation or change is neither shiny nor exciting. It’s disruptive. It’s unwieldy. It’s kinetic. The most egregious error CEOs make in a transformation effort is failing to identify the specific change necessary for the business to succeed. By not providing specifics, employees are left hearing noise instead of information. Without critical information on what people should do to survive and thrive in a new reality, the transformation effort is akin to visiting Disney World without the attractions.

Further, aligning the initiative to your culture can accelerate your success. Corporate culture is an organization’s greatest asset when it comes to implementing critical initiatives. From a total reorganization to putting into practice a new business strategy, corporate initiatives can best succeed if the organization’s culture is stable, high-performing and open to change. Unfortunately, a dysfunctional culture can stop any corporate initiative in its tracks. These are cultures that exhibit the following characteristics:

  • A top-down leadership style
  • Unhealthy competition between functions – or turf wars
  • A sense of entitlement
  • No accountability
  • Low levels of employee trust

Honest discussion, including dialogue and debate between and among leadership, managers and employees, is the bedrock of a healthy corporate culture and, if nurtured over time, can help an organization overcome cultural barriers. Open, honest communication can transform dysfunctional cultures into workplaces that have a bias for action, a sense of urgency and employee commitment, and fortitude to see initiatives through to their successful outcomes.

We’ve experienced a direct and strong correlation between successful initiative implementation and a strong internal communications system – integrated with leadership and management decision-making, multiple channels, content centralization, manager involvement, feedback mechanisms and a push-pull system of information exchange.

This is the most overlooked, under-appreciated yet powerful insight for an organization going through change, transformation, renewal or some form of a corporate initiative effort.

Behind any important corporate initiative is a solid management and communications system to support it. The system is meant to support the purpose or goal of the effort. It includes the proper training efforts, the essential information infrastructure and reporting model, while spelling out the specific measures to determine progress against the goal.

Too often, major corporate initiatives lack this protocol, and, in many instances, communicators fail to inquire about or question such a process, opting instead to develop the tools, techniques and materials meant to communicate the program.

When brought into a planning situation regarding a corporate program, strategy or initiative, communicators can make a solid contribution or even influence important decisions by asking insightful, specific questions. Whether we’re talking about a new corporate strategy, a cost containment program, a new system or quality effort such as Six Sigma, the following questions can go a long way to ensuring that communications support and reinforce the effort:

  1. What is the primary reason for such an effort?
  2. How will the effort be led, managed, measured, rewarded?
  3. Who/what are the critical levers in the effort (i.e., those that are the difference between success and failure)?
  4. What do people need to know, feel and do in order to make this effort successful?
  5. What types of training/skills are needed?
  6. What actions will legitimize the effort? What may be an obstacle?
  7. Will this effort require significant behavior change? By whom?
  8. What role will management play?
  9. What are the milestones to indicate progress?

This management/communication integration is critically important because, in a corporate transformation effort, for instance, communications can actually become the de facto management plan in that the need to communicate and get people engaged trumps the time it takes to pull a management or deployment plan together. In this regard, both management and communications must be tied together at the hip and work in concert throughout the change initiative process.

Corporate slogans and other internal branding tag lines are usually developed to sharpen employee focus around an internal initiative, but end up as the punch line in employee jokes at best. They are also indicators of how clueless senior management and communicators are when it comes to reaching employees and gaining their buy-in.

Another slogan trap can occur when external branding initiatives or advertising campaigns are tweaked and unleashed inside the organization. Several years ago, a major domestic airline attempted to translate an advertising theme into a company-wide platform to change the corporate culture and employee behavior. The theme appeared in all communications channels and then made its way to specific training and development programs. The goal was to convince the airline’s passengers that employees care and were trying to always do better in terms of service and capabilities. According to the airline, the training programs were part of a larger effort designed to empower all employees to do whatever it takes to provide more professional and enjoyable travel experiences for customers.

The result: The effort was dead on arrival. Employees felt betrayed by the company for suggesting – first in their ads and then with a very public internal effort – that they were solely responsible for the problems customers faced. Additionally, since the entire concept started out as an advertising campaign, it lacked the credibility and discipline of a management directive, relying instead on slick tools and vehicles to convey messages and change perceptions.

The lesson: Slogans breed mistrust and ridicule. They are a sales tool, and employee wariness is natural. Whether developed specifically for employees or adapted from an advertising tagline, slogans are difficult to turn into viable corporate initiatives since they are not outgrowths of strategy. With no support or investment and, therefore, no buy-in and credibility with employees – and worse, customers – slogans that become initiatives are only as good as the next advertising campaign.

What we have seen in the earlier examples is that “selling” people on anything today, particularly important changes in business direction, is next to impossible.

After decades of experiencing “the sell,” consumers and employees have developed a force field around their emotions. Breaking through is the challenge facing today’s leaders and communicators.

Given that, it’s time for communicators and managers to change the formula. A new formula is emerging that allows consumers and employees to discover the very attributes the organization needs them to experience in order to be successful. This enables people to engage in the business: to sense, feel, think, act and relate. From an internal standpoint, this is being translated in a variety of ways:

  • Changing the style and tone of messages to reflect a more mature, diverse workforce;
  • Making available additional information around key programs, strategies, etc., in a “pull” format so interested employees can learn more;
  • Running pilot efforts to test programs, messages and systems and gain early buy-in and positive word-of-mouth;
  • Including dissent in official discussions to provide a true learning opportunity; and
  • Ensuring proper training and system support throughout the initiative life cycle

A fatal flaw many organizations and leaders make is to not respect the time people need to probe, investigate, test and acknowledge the change being sought.

Often leaders immerse themselves in a strategy or initiative and then drop it on the rest of the organization, expecting people to acknowledge it and get up to speed in days or weeks versus the time spent by the leaders to delve into, discuss, debate, research and agree on both the rationale for change and the actual initiative or strategy itself.

The lesson in change is to respect the learning curve as the initiative’s success is dependent upon employee understanding, acceptance and commitment to the effort.

Leaders, managers and communicators have tended to treat employees as a captive audience and, to a lesser extent, a necessary burden. The result can often be compared to dealing with employees as children – spoon feeding them rhetoric and, worse, pabulum, in the belief that they would just “eat it up.” The reality is that employees are smart, knowledgeable human beings running households, raising children and actively involved in their communities and the world around them.

To be effective organizationally, employees must be treated as if they are a public constituency (versus an audience) capable of opinion-shaping, decision-making and ultimately, organizational success – which they are! This means providing facts, interaction, discussion, debate, dialogue and open communication. The situation at excellent organizations notwithstanding, the crux of the problem at many organizations is that neither management nor the communications function understands that today’s employees are savvy and need to be treated as mature, intelligent, capable adults. Instead of motivational speeches and parties, leaders and managers need to give employees the facts, the rationale, the objectives, goals, training and follow-up information to make change stick. Then, they need to provide encouragement, inspiration and the tools to get the job done. “Forget the rah-rah sessions,” agrees one senior communications expert. “Employees want the tools to make their jobs easier and more satisfying. Don’t trivialize important initiatives with launch parties and meaningless tchotchkes.”

Moving forward, what can today’s leaders and managers do to help prevent their initiatives from becoming empty slogans and losing credibility? The following guideposts are intended to help guide leaders as they grapple with how best to gain acceptance for their next product launch, redeployment or cost-cutting initiative.

  • You cannot separate communications from management planning and decision-making. Instead of turning to the communications function when you’re ready to introduce a new initiative, involve communications people in the process from the beginning. The more they know about the initiative, the better prepared they’ll be to set clear communications objectives that are in alignment with the business initiative.
  • Corporate initiatives must become the priority for all managers. If managers don’t believe in the strategy and make change a priority, no one else will. Deal with managers first, immerse them in the initiative, train them and address their concerns.
  • Education versus promotion. Any corporate initiative should be viewed through the lens of learning and development, and moving people from where they are to a new place – one that allows them to stretch, grow and excel at higher levels. Promoting a new initiative leaves the intended audience – employees – paralyzed in terms of behavior change.
  • Employees and customers must experience the change inherent in the new initiative rather than being told about it in literature, promotional materials, presentations, speeches, emails and other forms of one-way communications.
  • Make sure you get the message right. Employees need to know why you’re doing what you’re doing. Then, they need to know how it will affect them, their group, their department, their office, etc. Always listen to their concerns, issues and requirements. What’s the timetable? What will success look like? How will each employee make a difference? Don’t do anything without understanding what employees believe about the organization and their jobs right now.
  • Before you embark on a new initiative, start with where employees are, not where you’d like to take them. This accomplishes two things: first, it nurtures a respect that you understand the current reality; and second, it allows for a more realistic assessment of how the initiative evolves and adapts.
  • When it comes to launching new initiatives, don’t copy other organizations’ success stories and expect the same results. Every organization has a unique culture and too many companies try to copy what others do and how they act instead of how they think. Remember: You can’t benchmark “mind-set.”
  • Avoid mnemonic devices designed to characterize corporate strategy and initiatives, such as “The Plan” or “Focus. Invest. Act.” These tend to de-legitimize the purpose and importance of the program.
  • Work together to assess people’s reactions. Make sure whatever media you employ include mechanisms to solicit and evaluate feedback.
  • Face-to-face interaction is critical to building respect and rapport, encouraging involvement and improving comprehension. Indirect communication methods (e.g., email, newsletters, video, broadcast) should be used to reinforce but not substitute leadership communication.

In the final analysis, management and communications must spend time on defining the actual transformation that must take place and articulating it to the organization to begin a process of assimilation and movement.

Today’s employees deserve more than to be sold on a decision that management has already made – they must understand it and be involved with it. In the end, corporate initiatives mean change, and successful implementation means a shift in mindset. Leaders need to take into account what employees want, need and are willing to hear. Success is all about outcomes, not outputs.

Ask yourself: are you equipping your employees with the knowledge they need to make effective decisions and help the company reach its goals? Have you provided employees with a venue for healthy discussion, dialogue and debate as a backdrop for the initiative? In the end, transformation is about relevance. The more people comprehend and absorb the elements of the change so they can adapt accordingly, the faster the transformation can happen. To that end, communications is both catalyst and guide in the process – but it takes a complete rethinking of internal communications from a promotional tool to a strategic lever.


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Working with the Volume Off…Ignoring Content to See Clearly Overcoming the attention deficit syndrome via strategic internal communications and change management

An overwhelming byproduct of today’s digital reality is the volume of content produced for consumption. Unfortunately, most of the information is not relevant to the intended audience. This results in a whole lot of waste and missed opportunity for individual benefit. This is particularly true when addressing employees. When an organization fails to recognize it is not engaging its workforce and the content it is producing is not hitting the mark, two things are wasted: information and opportunity. Just when organizations have made improving relationships with employees a priority, they’ve encountered an interesting, sobering reality – employees aren’t listening.

People today are choosing to work without listening. The key to improving their awareness and understanding is to watch what’s happening around them to discern what’s real and authentic. Through the years, the necessity for leaders to strengthen relationships with employees has risen to the point that it is now a pillar of competitive advantage. Today, an uninformed workforce can spell disaster for any organization attempting to navigate through the treacherous waters of global business. To that end, while internal communications has been fast becoming a strategic means to change and drive an organization, the result has mostly been a flurry of activity around tactics, content and mechanisms. This results in a flood of information raining down on employees, most of which lacks the relevance and context necessary to affect behavior and performance.

The sobering truth is that leaders believe they are “communicating.” Yet, while communicators are certainly keeping busy with the tactics of communicating, employees have responded by tuning out the “noise” and focusing only on the picture – that is, responding only to what they see happening around them. In reality, what organizational leadership needs to accomplish in order to drive change is to capture employee attention and ensure every person in the organization understands that they largely control the company’s success or failure, as it is determined by how every employee thinks, what they focus on, and how they execute their responsibilities on a daily basis.

These days, employees find themselves defending against information that lacks context, depth and meaning. A number of studies have found that employees attribute ill health and stress directly to the crushing amount of information they are expected to handle, resulting in low job satisfaction. Alas, despite everything we’ve learned about strategic communications over the past two decades, many corporations can be compared to stubborn patients who refuse to see their doctors despite knowing better. What’s worse in this case is that the communications counselor is too often compliant, willing to continue focusing on the latest technology (e.g., blogs, quarterly financial announcements and corporate videos) while the organization’s very viability is under threat.

Just as some baseball fans watch their favorite team with the volume off to escape the incessant noise posing as commentary and insights, employees are watching, but choosing not to listen. They look for visual cues and pay attention to what’s going on around them, as company information raises questions rather than answers them.

For instance, employees may hear or read in a company publication about a new initiative that realigns the way things are done. But then they see leadership or their managers operating in the same manner as they always have. What’s the real message for them? Is the company embarking on a new paradigm or not? “Probably not,” employees say to one another. The result is widespread cynicism instead of the enthusiasm and commitment that business organizations need in order to grow and thrive. Against this backdrop, is it any wonder that employees are working with the volume off? For many, it has become a self-defense mechanism, tuning it all out because they have no choice if they are to get their jobs done. Yet, there’s no denying that there are critical messages that your employees must receive – particularly the critical need for employees to understand, embody and act on the company’s strategy. A startling fact uncovered in recent surveys indicates that a low percentage of the workforce, including managers and supervisors, understands the company’s strategy, and that leadership is aghast at that fact.

This knowledge deficiency among managers is a serious problem because these are the very people who must drive the strategy.

So, how do you cut through the clutter and noise to ensure that the messages are received, understood and acted on?

To capture employees’ attention when the volume is off, we have to adopt a “discover” approach rather than a “sell” approach, meaning the most effective communication is when people discover for themselves leadership’s strategic intent. In this regard, communications can help employees experience the necessary changes and the benefits of new corporate initiatives needed to drive organizational strategy. Initiatives, in this vein, are owned by employees rather than viewed as an ever changing “program of the month.”

In the example below, we’ve outlined the difference between a discover vs. sell approach for an organization introducing a new corporate strategy:

A sell approach addresses employees as a homogeneous audience and typically includes the following actions:

  • All employees are given theme-adapted, visual posters, coffee mugs and/or screensavers
  • CEO sends an email to all employees and an article about the new strategy is posted on the company intranet
  • Information slides are given to all managers telling them what to say to their teams
  • Cascading of information is expected

The discover approach allows people to engage in the effort on their terms and typically includes:

  • Sessions with leaders and management detailing marketplace realities, competitive issues, etc
  • Analysis and insights on employee attitudes, issues and behaviors
  • Cadenced communications peppered with information on the marketplace, competition and its impact on the company, relevant to employee reality
  • Briefings on strategy with managers, supervisors and union leaders
  • CEO involvement
  • Focus on plans and budgets in line with the new strategy
  • “Immersion days” for all employees by function to make strategy and the business relevant.

In the latter, more effective approach, communications provides context for decisions. In that sense, all communications should answer the following questions for employees:

  • How are managers conveying the initiative?
  • What are employees’ understanding?
  • Are there pathways to action?
  • What does leadership need to do to ensure progress?
  • How can the organization better collaborate for success?

From an internal communications standpoint, the goal of engaging employees today rests with influencing what employees see rather than merely the messages they hear. We must guide employees to understand and believe through experiential techniques – discover vs. sell. And we must encourage employee engagement with the company on an emotional level. Let employees see how senior management shares the challenge of cost containment and cost reduction. Let them see how leadership treats customers with respect. Let them feel passionate about the brand. Let them see how the organization handles crises, puts values into action, and translates strategy into financial performance.

Internal communications is no longer about messaging and events. It’s about discovery. Involvement. Feedback. Conversation.

Remember, in a digital world, people are doing more looking than listening!


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Avoiding the most potent byproduct of digital

Strong brands have a special relationship with employees and consumers – one that transcends the very product or service being offered. If you doubt that for a moment, consider the relationships brands such as Apple, Harley-Davidson or Tesla have with their customers. Few would argue that Apple is “just” a consumer technology company, or that Harley Davidson “just” makes motorcycles, or that Tesla “just” makes electric vehicles. These brands have more than customers. They have advocates who, to some degree, actually view and shape their lives through their relationships with these brands.

Many consumers are willing to pay more and stick with brands over time. A recent study even demonstrated that more than half of consumers are willing to pay a 20% premium on branded meat. However, if relationships are seriously damaged – or worse marginalized – when organizations fail to fully understand or appreciate the very essence of the bond between audience and brand, then brands are transformed into mere companies, or organizations that lose the often-transcendent relationship brands enjoy with their stakeholders.

But in a digital age, the ease at which brands can become companies – faceless bureaucracies – is quick and often undetectable. What does it mean to transform from a brand into a company? When a brand adopts a more company-like demeanor and approach, something usually triggers it. The product experience lacks a value-added component. Engagement is inconsistent if not invisible. Quality has slipped. The competition has leapfrogged you and provided something new or different. Consumers believe you’re taking their loyalty for granted. Employee turnover or lower morale has resulted in poor service – often the result of a lack of employee understanding or approval of the brand’s strategic direction. The marketing and communications commitment dips and the character and personality of the brand is muted or, worse, lost across multiple platforms.

As strategic communicators, we sit in the best position to listen for these cues and then drive the organization into a state of action. This can be accomplished through changing the dialogue, keeping content current, maintaining relevance, raising the flag in certain areas for step-change improvements, supporting the reinvention of the workplace environment to foster critical employee understanding and involvement, and directing communications efforts that build relationships and support leaders in focusing the organization on critical priorities.

And, more often than not, it means making the seemingly little things “important” again.

The bond between brand and consumer in a digital world can be severed when organizations stray from what they do best or fail to pay attention to how employee and customer relationships are evolving. Or, they take their eye off the ball, so to speak, and spend more time on product features vs. brand benefits.

When this happens, brands become companies – a devastating transformation that compromises the very viability of an organization. Because when a brand becomes a company, it loses qualities both tangible and intangible, often permanently.

It forgets what it stands for. It emphasizes processes rather than people, policies rather than purpose, and themes rather than concepts. It’s when metrics supplant instead of support purpose, meaning, benefit and belief. It’s driven by analysis instead of passion, market research instead of insight, and cost reduction instead of revenue generation.

When a brand is seen as a company, the dialogue shifts away from innovation, people, ideas and relevancy, and focuses strictly on narrow measures. It means crises that might otherwise represent unfortunate blips on the radar screen become much bigger threats to the organization’s longer-term reputation and performance. With this comes a huge lost opportunity to motivate employees, influence consumer behavior and remain relevant. Ultimately, employees become rudderless, investors become cynical, and consumers become confused, indifferent or even angered.

The damage, in short, can be irreversible…even fatal.

Building trust, performing consistently, responding to customers in both positive and negative situations, exceeding audience expectations, and realizing whether or not you’re giving people a reason to care about your brand is the stuff brands are made of. It’s imperative that brand leaders constantly evaluate how well they’re managing these criteria.

Good Brands Gone Corporate

Strong brands have the luxury of being viewed through a different lens by consumers, prospects, suppliers, analysts, media and employees. They are more heavily evaluated by subjective measures, such as their promise, innovation, personality, history and creativity – all of which are conveyed through product development and commercialization, marketing, communications and the overall interaction between the brand and its constituents.

Companies, on the other hand, are generally measured by more objective, sometimes less-forgiving criteria, such as market share, profitability, revenue, new product pipeline, leadership and overall competitive advantage. Of course, a brand cannot exist without these measures. They are the reality of business success. The need to operate with discipline and competency – having the appropriate systems, processes, structures and networks – to keep pace financially is critical. What we are talking about is when business measures supplant, impede or negate what the brand stands for and is expected to deliver. When finances drive the brand, the brand loses.

Strategic Intent

Companies are evaluated intellectually based on hard numbers – and if the numbers don’t look good, watch out! Brands, in contrast, are certainly evaluated for their hard numbers, but they are also evaluated emotionally and experientially based on innovation, history and purpose.

As a result, they’re far more likely to be given the benefit of the doubt in difficult times, unless the benefit of the doubt is abused by the brand reneging on its core promise or losing focus by trying to chase too many consumers.

When that happens, what took years or decades to build can evaporate in what seems like an instant. Even your most loyal constituent is bound to make an exception and forget your face.

Or, they’ll do even worse. In the age of the blog, companies failing to live up to their brand promise are savaged on the Internet for everyone – employees, consumers, media – to see.

The reasons brands devolve into companies are varied. But, collectively, they inspire a series of questions and considerations for all brand leaders:

  • Do we understand the essence of our relationship with consumers?
  • Are we truly a digital organization?
  • What’s our engagement with key audiences in a social and digital realm?
  • How relevant are we with stakeholders?
  • Do we understand how our constituents feel about our brand right now?
  • Do we understand what they’ll need from us tomorrow?
  • Have employees internalized our vision and goals, meaning do they behave in a way that reinforces the consumer relationship?
  • Are our Marketing and Communications developing and nurturing relationships? Are they leading our brand into the future or being led by events?

The answers lie directly with being able to answer these two questions:

  1. Are we focused on the right things?
  2. Do we place more value on research and analysis or on passion and insight?

 Rediscovering Your “Center of Gravity”

Brands that have resurrected themselves focus on the same themes: mission, value, systems, policies, engagement, content and procedures. Those are the things that drive companies, each one indistinguishable from the other, functioning in lockstep. Brands, on the other hand, aren’t driven by those kinds of things any more than sports teams are driven by uniforms and half-time shows.

Brands are about Passion. People. Creativity. Consistency. Insight. Flexibility in an ever-changing business environment. A maniacal, emotional commitment to a shared vision and focus.

Today, more than ever before, organizations must focus on getting consumers to maintain an interest in your brand. Listening to them. Paying attention to how their lives are changing.

Brand leaders, including the CEO and heads of Marketing, Communications, Finance, HR, etc., would do well to remind themselves of that. How? Become an employee of your organization and a consumer of your offerings. Then determine the relationship you’ve experienced. Does your brand respect you? Does it care about you? Does it ask for your opinion? Does it even hear you?

You may be surprised.

Signs your Brand is Becoming a Company

As strategic communicators, we can assist our leaders in avoiding, recognizing or addressing the areas where the brand is becoming a company. As such, how well is your brand avoiding these pitfalls?

  • Digital is viewed as channel vs. business model. Digital is a way of conducting business by influencing every facet of the organization.
  • Brands are seen as logos, ads, signs and messages. These are just the symbols and signs representing your brand identity. Brands exist in people’s minds based on the experiences and feelings products and services provide them consistently. Great brands are relationships built on processes and cues.
  • Financial reality and discipline have been decoupled from brand management. If your brand is not producing positive financial results, there is something inherently wrong with the business model. Financial results must be an integral part of the brand architecture if the brand is to be sustained.
  • Brand is relegated to Marketing. The Marketing function is important, but the CEO and senior managers are your chief brand stewards. If they don’t publicly buy in to – and drive – your vision, no one else will either. Marketing is important, but the CEO, senior managers and employees must be passionate about the brand. Brand attributes must permeate the organization through its policies, systems, processes and, yes, products and services.
  • Marketing and Communications are viewed as functions not as part of the management model. A function in a company is treated as a by-product of the organization’s decision-making whereas brands treat these two components as part of the decision-making and brain trust of a company.
  • Internal priorities are seen as an end in themselves. No one is paying attention to how employee and customer relationships are evolving.
  • Brand is viewed as a plan vs. a mantra. Beware the brand plan. Look for brand “cues” instead. Building and nurturing a brand is not a linear process.
  • Employee metrics don’t directly connect to improving customer experiences. Are employees focused on doing things right or doing the right things?
  • Employees are seen as implementing a program, instead of being part of a blueprint. The best brands tell employees what to accomplish, not how to do it.
  • Internal communications are based on the intellectual not the emotional. Emotionally committed employees are your best ambassadors.
  • Analysis replaces passion. “Thinking about what people feel” loses everything in its translation.
  • Cost reduction without revenue generation takes center stage. This causes employees to focus on eliminating instead of creating, and customers to search for other alternatives.
  • Opportunities to share knowledge and experiences are seen as expenses. In reality, they’re critical investments essential to growth.
  • Research replaces insight. Experience and first-hand knowledge, not computer printouts and focus groups, drive brand relevance and growth.

If you agreed with one or more of the above, your brand may be on a path to becoming a mere company.

Strategic communicators can help reverse this slide by focusing on three areas:

  1. Shift the Dialogue from Inside to Outside.

Draw a direct line of sight from internal goals around costs, restructurings, quality and productivity back to the customer experience and the brand’s promise. Infiltrate employee forums and interactions with new thinking, new ideas and relevant, context-based and dynamic information that influences behavior.

  1. Link the Financial Arm to Drive Brand Relevance.

Ensure that financial priorities and business metrics are supportive to improving the brand promise and that messages are consistent internally and externally in this regard.

  1. Listen and Ensure Transparency to Gain Trust.

Allow the organization and its stakeholders to view how others perceive the brand by providing a new lens to see through.

 Doing so will allow employees and consumers to do two things:

  1. Connect the Dots – Without jumping to the punch line in our communications and/or marketing, consumers and employees will be able to understand our story in their own way.
  2. Discover – People will experience the brand in a credible way that is conducive to an ongoing relationship based on trust.

These actions will result in a different attitude and new behaviors consistent with the brand’s personality.

Brand is a powerful business lever for long-term success especially in today’s social and digital reality.

Can leaders and communicators really afford not to leverage it?


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Over the last three decades, change management has evolved to become a series of messages, PowerPoints and meetings meant to inspire and motivate people about the road ahead. Often, those approaches ring hollow to employees because they don’t reflect reality. The result is distrust and distaste in the company and leadership. What’s lacking in all of this? Engagement.

Getting employees to participate in change or transformation begins with trust. Trust that espouses participation, involvement and conversation. But how do you engender trust in a time of uncertainty, doubt and skepticism?   

  1. RelevanceAll information must be tied to addressing what you want employees to know, feel and do. Messages must reflect the actual change effort.
  2. Face-to-Face InteractionPlacing leaders and managers in front of employees  via meetings, town halls, briefings, videos – provides a sense of stability and confidence throughout the process.
  3. FeedbackResponding to employee ideas, suggestions and complaints is essential to earning trust as it establishes a level playing field and demonstrates the organization cares.
  4. Progress– As simple as this sounds, reporting on the change initiative frequently provides a sense of accomplishment and meaning to the workforce.

When deployed properly, the four elements that engender trust cause “emergence.” Emergence creates something new and interesting that is critical to successful change.

Change is a very personal experience. On the one hand, it challenges your purpose and competence. On the other hand, it encourages new thinking and experimentation. The underlying reason for any major organizational change is to reposition the business for future growth. When organizations confront the challenges of a shifting marketplace, they begin to assess an array of strategic options.

This results in a fresh view of the business and a clear narrative. Beginning here, the workforce begins to assimilate a different way of conducting work without the benefit of formal engagement activities.

As such, change efforts tend to go in one of two ways: Communications becomes a promotional circus whereby the goal is to “sell” people on the change. Or, communications is employed as a learning institution geared more as a “discover” model for people to identify with the change.

The myth that often surrounds change is that people hate change. What we’ve found is that people are more willing to accept change if it is clear, consistent and important. If the “audio matches the video” so to speak. From a cultural perspective, employees in a receptive environment are better able to accept new ways of working and thinking. Communications must operate on a more emotional level to allow people to identify with the new worldview, thus creating a bridge to the future.

Corporate transformations are now a way of life. Unfortunately, history has not been kind to such endeavors. From a communications standpoint, the most important contribution rests on building trust, not tactics.

And it starts with having employees answer one question: “Why should I trust you?”


If you’re interested in learning about W2O, check out our About and Services pages.

Want to chat? Drop us a line.

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With Organizational Culture being the difference maker in success, removing blockages can accelerate growth

With all the talk about corporate culture today and how critically important it is to organizational health and success, and the ability to execute strategy flawlessly, we’d like to share the fatal mistakes often made to undermine a productive and collaborative culture.  These mistakes can be characterized by four types of executions – Blinded by the Light; Sound of Silence; Right Time, Wrong Me; and the Spirit is Alive:

  1. Symptoms vs CauseToo often, leaders and managers focus on negative symptoms when culture goes bad and ignore the specific cause.  Culture is a complex formula comprising policies, manager behavior, leadership direction, promotional policies, etc.  All of which conspire to form habits, behaviors, and relationships.
  2. No North Star – When there is no singular meaning, culture suffers. People operate to their own needs vs. the organization’s direction.
  3. Unenforced Policies – Similarly, unenforced policies with the workforce chip away at cultural norms and beliefs.
  4. Lack of Leadership Voice – Without a consistent, clear narrative internally, culture suffers as employees lack direction.
  5. Investment/ImprovementCulture is positively impacted by an organization’s investments to improve the business as employees view such decisions as confidence in the future and more opportunities personally.
  6. Interactive FreedomThe power to build connections, provide feedback, and speak one’s mind is the cornerstone of a healthy culture and tends to be overlooked.  
  7. Organizational Spirit and StoryRepresents the character inherent in organizational culture.  Thriving cultures exude a passionate spirit borne out of the business strategy and told in narrative form.

The cultural touchstones that set the pace and direction of a company’s evolution must balance decision-making, oversight, collaboration, information sharing, and structural integrity.  It is a delicate dance for sure but one that can be established and maintained through an never-ending search for organizational balance and health.  Finding purpose and value in what you do is a key tenet of an effective culture.

It aligns business intent with customer experience and employee connection.

How can you measure an organization’s culture?

Very simply, by how people are recruited, developed and the level of knowledge and confidence that permeates the company. And then how that information is shared and cultivated among each other.

Culture can be both incredibly complex and amazingly simple. The key is removing those things that act as deterrents to operating in a seamless, productive manner.


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When organizations decide to transform one of the first things discussed is the process needed to change.  How will it be organized? What groups must quickly adhere to the new model?  What behaviors and measures are sought? What timeline is being managed against? And 70% of the time, such transformation efforts fail to reach their stated objective.    If we’ve learned anything about change it’s that the one and only important element is the individual.

A fundamental aspect of people is the ability to reason.  To process ideas, information, feedback and possible solutions for how an organization must recast its business model and how the workforce must perform in new and different ways.  For employees, the first step is finding truth.  What specifically is causing the change?  Why is this effort the desired approach?  How can people get there?  Where do we look for outcomes along the journey?  Change itself is a loaded word.  For employees, change tends to:

  1. Engender Anxiety, Fear Out performance and ability
  2. Question Leadership, Authority Is this accurate?
  3. Shine a Light on Inefficiencies Processes, functions
  4. Highlight Inferiority About the Company Weakness around products, services
  5. Raises Suspicions in Relationships Who can I trust internally?

So, how can leaders and communicators combat such negative vibes and create a strong equilibrium from which to progress?  The following are effective strategies and approaches culled from many years of successfully partnering with global organizations to transform businesses:

  • Let People Discover Instead of selling or telling, have employees find the truth themselves
  • Create Spaces of Inquiry and Learning On a weekly basis via meetings to discuss and debate
  • Be Transparent Showcase positive momentum
  • Get Specific What must change? why? what behaviors and skills are critical?  What no longer works?
  • Close the Loop Have employees see how the new organization is delivering results to customers, clients
  • Catalyze New Conversations Communications must be geared to be provocative
  • Play out Scenarios Allow employees to plot different paths

Transforming an organization in today’s digital world is no small feat.  The goal is to improve products, services, processes, and the customer experience in order to strengthen profitability, margin, and revenue and overall EBIDTA.  To date, companies have attached such change via a technical route – process, layoffs, redesign, architecure – relegating employees as observers. The surprise in all this is that employees are the key to creating the future.  Leaders and communicators must now recalibrate their styles and methods to embrace the human purpose inherent in the workforce.

It literally means they must change first!


If you’re interested in learning about W2O, check out our About and Services pages.

Want to chat? Drop us a line.

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