A common challenge we help many companies resolve usually starts off something like: 

 “we’ve got this new [strategy/narrative/vision/plan/set of values*]and we need to find a way to really help people to get behind it”. *delete as appropriate

We’ve always been in engagement in some form or another (sometimes, we didn’t know that at the time!) but for us here at Purple Monster, it’s always been about involving people in something, and this particular challenge is no different.  

People now know and get that engagement is important. They know that for people to really commit to something, they have to get it into their bones, and that might be see and hear what it means, for some, know how it feels, for a different group, and just tell me what it is, for others.  

But, whichever learning style you may have and whichever personal drivers might motivate you, one thing is for sure: to really commit to a new way of doing or following anything requires a shift. Or a change. Oh no. We got there. This is about change. Of course it is. So, how do we do something different in ensuring that the change is communicated well by those advocating it and understood well by those involved in it? 

Following this six-step process will help. In this case we are imagining a new vision, but it might very well be new [strategy/narrative/vision/plan/set of values] …

We hope it helps.

1. Articulating 

The exec has created a new vision. It is compelling, exciting and future-thinking, but it is also corporate, boardroom-focused and high-level. How can the message be translated and rolled out to the wider organisation?  

 

2. Designing 

Get under the skin of the corporate speak. Work with the exec or leadership to understand: 

  • What will it mean for individual business units or functions? 
  • How will the strategy play with this new vision? 
  • What are the current implementation plans? 
  • Where will your values fit in? 
  • What will this new vision mean for peoples’ behaviours? 
  • Does this affect your current ways of working or cultural underpinning? 

The best way to pull all of this together is by using visual tools and considering metaphors to start the translation process. Ensure you start the senior managers’ engagement process at this early stage; this will pay dividends when you come to roll it out.  

 

3. Refining 

The key to successful implementation isn’t in the content alone, it is in ‘how’ it is delivered. Use well-established techniques such as storytelling and building a human connection, to help leaders shape the narrative and how it is best communicated. Start to build personal connection and ownership of the vision and what it is to achieve. If these skills are not well developed, then now is the time to seek help in developing them.  

 

4. Engaging 

Design the mechanism by which it will be rolled out to the wider team. Many, many options exist, such as workshop-in-a-box, animations, rich pictures or video, but whichever methodology you choose, consider how you are building engagement and personal ownership. If you need tips on how to do this, then look at this article which offers practical ways to share your strategic vision.

 

5. Sharing 

Practise the roll-out. Don’t just assume that the leaders will be able to roll it out effectively. Hold facilitated run-through sessions, ensuring that the context is explained consistently, passionately and with a high degree of human connection and ownership. By that time, the leaders should be well-versed in the messages and story to share at the cascade workshops.  

 

6. Continuing 

The hard work has only just begun. As well as the initial ‘hit’, how are you going to keep it going? What other mechanisms, supporting materials and development opportunities can you develop to continually reinforce the messages? Consider ensuring communications use consistent images from the central visual. Link back initiatives, changes and everyday behaviours to this central vision. Don’t be afraid to update the visual, maybe to show what has been completed or how it has changed in response to feedback.  

We have run this process many times for clients all over the world with impactful results.

If you are interested in how we can help you translate your [strategy/narrative/vision/plan/set of values] then get in touch here 



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