Timing

Timing is crucial when selling transformations. We need to be able to continuously engage stakeholders while minimising disruption. This requires us to be aware of when to make our pitch, while (more importantly) understanding how to sell the transformation. Regardless of how important the change/opportunity/idea it will create resistance unless our audience understands the WIIFM (What’s In It For Me) element. We buy in emotionally and if the message is too logical or timed poorly it will have diminished impact.

Understanding of the process

Once we are clear on the “why” of the change and we have the timing right our ability to sell transformation requires showcasing our competencies and process effectively. Attempting to sell something we can’t deliver on is a major mistake. How we sell changes is being critically evaluated throughout the process. A diverse team can help us execute transformation more effectively by giving us perspective and add a variety of skills to the mix.

Tenacity and grit

To overcome obstacles and resistance by stakeholders impacted by the transformation we are selling requires mental toughness, endurance and the passion to sell the idea all the way through to the end. Successful transformation management means facing uncertainty head-on and seeing opportunities in discussions with the fiercest detractors. Winning over detractors takes effort but can often prove extremely valuable.

Consistent communication

Change communication focuses less on the intellectual/logical reason for the transformation and more on the emotional side. A logical approach might seem to include sending numerous emails explaining the ‘why’ and detailing its benefits. However, no one email that is going to solve the problem of resistance. We need to design a tactical approach that has a strong emotive appeal to ensure that we connect with stakeholders on an individual level.

• No communication is still communicating something. The first casualty is normally relevant/critical information. Employees fill in the gaps when there is an absence of communication (rumour, speculation or gossip).
• Communicate through words and behaviours. Communication needs to go beyond data. Stakeholders can be reached more powerfully through the behaviours they witness than data alone.
• Conversations drive change. Organisational transformations happens through conversations, many of which are informal. Maximise opportunities for conversations and feedback to happen in both structured and spontaneous ways.
• Communication is the heartbeat of change. Through the chaos of transformation communication should be a regular, predictable and reassuring touch point with stakeholders.
• Trust is the currency of change. Successful transformations require leaders to nurture trust through authentic, honest and transparent communication.

Timing

Timing is crucial when selling transformations. We need to be able to continuously engage stakeholders while minimising disruption. This requires us to be aware of when to make our pitch, while (more importantly) understanding how to sell the transformation. Regardless of how important the change/opportunity/idea it will create resistance unless our audience understands the WIIFM (What’s In It For Me) element. We buy in emotionally and if the message is too logical or timed poorly it will have diminished impact.

Understanding of the process

Once we are clear on the “why” of the change and we have the timing right our ability to sell transformation requires showcasing our competencies and process effectively. Attempting to sell something we can’t deliver on is a major mistake. How we sell changes is being critically evaluated throughout the process. A diverse team can help us execute transformation more effectively by giving us perspective and add a variety of skills to the mix.

Tenacity and grit

To overcome obstacles and resistance by stakeholders impacted by the transformation we are selling requires mental toughness, endurance and the passion to sell the idea all the way through to the end. Successful transformation management means facing uncertainty head-on and seeing opportunities in discussions with the fiercest detractors. Winning over detractors takes effort but can often prove extremely valuable.

Consistent communication

Change communication focuses less on the intellectual/logical reason for the transformation and more on the emotional side. A logical approach might seem to include sending numerous emails explaining the ‘why’ and detailing its benefits. However, no one email that is going to solve the problem of resistance. We need to design a tactical approach that has a strong emotive appeal to ensure that we connect with stakeholders on an individual level.

• No communication is still communicating something. The first casualty is normally relevant/critical information. Employees fill in the gaps when there is an absence of communication (rumour, speculation or gossip).
• Communicate through words and behaviours. Communication needs to go beyond data. Stakeholders can be reached more powerfully through the behaviours they witness than data alone.
• Conversations drive change. Organisational transformations happens through conversations, many of which are informal. Maximise opportunities for conversations and feedback to happen in both structured and spontaneous ways.
• Communication is the heartbeat of change. Through the chaos of transformation communication should be a regular, predictable and reassuring touch point with stakeholders.
• Trust is the currency of change. Successful transformations require leaders to nurture trust through authentic, honest and transparent communication.