0a8

Maintaining Relationship with Key Stakeholders : Effective Communication

Pinpradab Chotiprasidhi Ocean Life Insurance

1

Audience are often complex - Know how the audience thinks and feels about your topic

Key Audience Characteristics

Main Concern • What drives the decisionmaker?

• How does your topic relate?

Inclination • Will this person agree or disagree with your message?

• For factual or emotional reasons?

Role • How will this person use the information?

Needs • What past efforts does audience need you to acknowledge?

• What do they stand to lose?

• What other emotional needs do they have?

• What tools or other resources do they need?

Key Audience Characteristics Style • How does this person communicate?

• How does this person say they like ideas communicated?

• What persuades him or her?

• What is corporate or departmental culture?

2

Build communication plan to deliver the right message to the right audience

Example

Communication Plan

Audience Senior Vice President

FrontLine Supervisor s and Workers

Key Suppliers

Audience Concerns And Predisposition • On board

• Concerned about losing jobs • Wary of changes in procedures

• Worried that sale will become unprofitable

Communication Objective (Desired Outcome) • Help him get comfortable with role, get started

• Prepare and persuade them to make changes

• Show that opportunity exists for mutual benefit

Message • SVP to lead change program

Medium

Timing

Responsibility

• Revised deck • Regular task force meetings • Brief update memo

• January 27 • Weekly

• Team • Joe

• Weekly

• Sue

• You can help protect your job and earn a bonus by making new program work • Your hours will be cut about 10% • Procedures in your work area will be affected in several ways

• SVP to address supervisors in each area • SVP to give supervisors fact sheets on new procedures and incentives • Supervisors to be polled on workers’ progress

• February 15 – 18 • Print February 14

• Joe

• Weekly

• Mark

• We want to work more closely with you over long term • Increased predictable volume will more than offset lower price

• SVP and key managers to meet with each key supplier • Letter outlining new purchasing process • Article on expected benefits for regional economy, to be placed in area newspaper

• February 20 – 28

• Joe

• March 2

• Mary

• Submit March 2

• Mary

• Mark

3

Focus on the audience: tell him “here is what you should do,” not “here is what we did”

Easier for Us

More convincing to them

This is what we did

You face problem X

Which led to these findings

The best solution to problem X is B

Revealing this problem (X)

B will solve problem X for these reasons

So we analyzed several alternative solutions (A, B, C) We can help you implement solution B And determined that solution B will give the best results For these reasons So, we recommend you do B

Appendix : FYI, here is what we did, and our findings 4

The human mind tries to impose order on everything, grouping and summarizing ideas as a matter of course

How many dots do I see?

I see: nine small, nine medium and nine large dots

5

Each communication answers a single overriding question

Overriding Question

Should we fix the problem

by A, B, or C?

What is the problem?

Why has the problem occurred?

How do best practices companies deal with this problem?

?

How should we implement A?

How will today’s trends affect us in the future?

6

Given different types of concerns, it is important to recognize the source of each and to develop communication tactic around it Overcoming Resistance “This has nothing to do with anything”

The resisters either don’t see the point or don’t see the relevance of your suggestion

Connect your suggestion to the overall goals of the organization or project

“Been there, done that”

They see this as nothing new and are skeptical of your efforts

Ask them to explain the prior innovation and why they failed. Respect their prior experiences while showing them how the two differ.

“Another year, another fad”

They see this as a bandwagon jump with no real content

Be as specific as possible in your proposal. Tie the changes to proposed outcome to promote real effect of changes

“You don’t know what you’re talking about”

They don’t either trust you or respect you …or both

Connect experiences to the innovation….Try to get ahead this possible objection by spending time with people who will implement this change. Solicit their suggestion on what works and what doesn't. Integrate their insight to the proposal 7

Given different types of concerns, it is important to recognize the source of each and to develop communication tactic around it Overcoming Resistance (cont’d) “What’s in it for you?”

They don’t trust you

If this change will improve your position, don’t deny this. Convince how the change will also improve their position. Give them some metrics to measure progress.

“Are you trying to kill us?”

They fear overwork

Be responsive to their concern.

Extensively communicate to avoid fear that stems from uncertainty. Try best to give them some resources to handle changes

“This will never work”

They don’t understand how it will work

More communication, training, walkthrough, simulation…so they can see exactly what they will need to do differently

“I don’t understand”

They don’t understand….period

This demands works in advance and during the change. Highlight company’s goal and how the change will help us progress towards it

8

It is important to be aware of existing politics dynamics in your organization

Organizational Politics

“Politics are organizational fact of life” • Can be constructive and positive for a career. E.g. productive relationship with key players, effective buy-in processes through existing power structures

• Double-Edged Sword of Organizational Politics. It’s never a level playing field

• Learn your organization unique political culture fast. Mind the unwritten rules • “Aware of the politics. But never play it!”

9

It is important to be aware of existing politics dynamics in your organization

Create Your Own Influential Brand

“If you want to be perceived as…you need to…..”

• If you want to be perceived as an expert, you need to demonstrate creditability, in order to influence others to accept your claim, you need to tailor your message with audience's belief, values • If you want to be perceived as reliable, you need to show up to meeting prepared, meet deadlines and consistently produce good work • If you want to be perceived as innovative, you must keep yourself informed of new strategies in your business and always find ways to adapt them to your work environment. You must be willing to take risk of proposing new ideas while providing information to support your innovation • If you want to be perceived as a leader, you need to demonstrate your willingness to take charge, make difficult decision and accept all obligations of leadership

10