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Building supervisor communication

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Module 2 - The most important messages supervisors can send to employees

The Change Management Learning Center is excited to announce its new tutorial series on how to work with supervisors when managing change.  This tutorial series, taken from the Change Management Guide for Managers and Supervisors, presents the essential steps to enable supervisors to coach their front-line employees successfully through change. 

Module 1 provided a training outline you can use to introduce change management to your supervisors.  Module 2 provides a communications package outline for supervisors to use with their employees.  Module 3 will address frequently asked questions from employees and provide answers to those questions.  Module 4 will teach managers and supervisors how to use the ADKAR model to identify gaps in the change management process and provide effective coaching for their employees.  Module 5 will conclude the series with change management benchmarking results found in the Employee's Survival Guide.  

The following outline is designed to enable supervisors to create an information packet to use in their employee coaching sessions.  It outlines the most important messages supervisors can send to build employee awareness.  Often times this information is forgotten or omitted from coaching sessions, but it is vital to the success of the change among employees.  In order to accomplish the best results in your coaching sessions use this communication packet along with the ADKAR model.     

 

 

Communication packet outline

 

  1. Your business drivers
    1. Explain what current business issues create a need to change; discuss the benefits and business reasons for the change
    2. Explain how these external and internal issues impact employees
    3. Talk about your customers’ needs or expectations that support a need for change.
    4. Discuss how your competitor’s activity is creating a need for change.

 

  1. Your business performance
    1. Present the operational performance measures and trends to demonstrate the business problem or opportunity (use charts and graphs).
    2. Show the corresponding financial performance and trends to demonstrate how this business condition affects the organization’s financial performance (use charts and graphs).
    3. Compare performance with benchmarks or against performance goals (show contrast between where the business is today versus where the business needs to be).

 

  1. Your objectives for the change
    1. Share the specific objectives that must be achieved with this change.
    2. Describe the conditions of a successful change (numerical goals that would indicate if the change was a success).



  2. Your scope of the change
    1. Share who is impacted by this change and what organizations are not impacted.
    2. Describe which processes will undergo the most change and which processes will remain unchanged.



  3. The impact to your organization
    1. Share the potential consequences to your business if no change is made. Discuss the business-as-usual scenario.
    2. Talk about the different options the organization has to respond to the change, and the associated risk of each of those options.



  4. Your change – the details
    1. Describe what will change in your business.
    2. If elements of the change (the solution) are known, begin to present the high-level vision for the organization.
    3. If elements of the change are not yet known, discuss when more information will be available and set expectations.

 

Coming next the most frequently asked questions as well as answers to those questions.

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Related Resources:

Change Management Guide for Managers and Supervisors: a guide specifically designed for managers and supervisors dealing with change - complete with team and individual coaching activities, best practices findings and frequently asked questions.

Change Management Pilot: a fully electronic version of Prosci's popular change management toolkit with templates,  worksheets, assessments, checklists, eLearning modules, ready-to-use presentations and guidelines. 

Change Management Toolkit: a comprehensive change management process, including templates,  worksheets, assessments, checklists and guidelines - a must have for change management team members and consultants.

Best Practices in Change Management: 426 companies share experiences in managing change and lesson on how to build great executive sponsorship. Includes success factors, methodology, role of top management, communications, team structure and more. The report makes it easy to learn change management best practices and discover the mistakes to avoid when creating executive sponsorship.

Change Management: the people side of change: a solid foundation in change management perspectives, theories, activities and practices.

 

 

 

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