Today I attended a webinar run by The PR Academy on 'change management'! Very interesting topic that we have been currently studying on the course in internal communication and employee engagement.
The speaker was Leandro Herrero, (CEO of The Chalfont Project Ltd. & Managing Partner of Viral Change Global LLP., psychiatrist by background) who talked about the '10 Inconvenient truths about management of change'.
Below are the marginalia extrapolated from both the slides that were available during the webinar and my personal notes:
- There is no change unless there is behavioural change(Process change and structural change is not change)
- Communication is not change(Behaviours don't travel by Power Point!)(The life cycle of many meeting ideas ends in the car park – and flipcharts are the greatest graveyards)
- The worlds of 'information' & 'behaviours' have very different rules(We manage the worls of information – World I – expecting results in behaviours – World II....do not expect behavioural change by bombarding information)
- Change is not the number of the workshops or number of people 'gone through'('Activity' and deliverables are not change)(Change is not number of off-sites or away doys – rituals)
- Cultures are not created by training(Change is not ideas on workshopsterone)(Revolutions are not created in classrooms)
- Triggering behaviours ('nudge') is the easy part. Change is scale up behavioural change.(Behaviours are changed and scaled up by social copying)(Large scale behavioural change is Viral Change)
- Peer-to-peer (one of us, people like me, tribal) influence has greater power than hierarchical(Top leadership 'role model' is overrated)(There is nothing democratic in the influence pool of the organisation)
- It's behavioural epidemic, not information tsunami(If you are in the change business, you are in the 'infection' business, not broadcasting). “Epidemic... the best way to tackle it is not by fighting against it but by finding something completely different to do to overcome it”(There is no difference between macro and micro world)
- Employee Engagement is not employee bombardment(Town Hall metings are shooting at a captive audience)(Happy cows deliver better milk! Is a sad Employee Engagement model!)
- Advocacy is easy, activism is the real thing(We skill for advocacy, we expect change)(Less ambassadors, more activists! ). “There are people who are naturally activists. Suspend judgement on people (e.g. These people are not good enough)... you never know what you can find in them. The activists are those who put people in action, they are special for this – no power point for colleagues...althought behind them there are good people with good intentions, they do not work. Doing something in an ambassadorial way is not enough when you want to make changes of scale!”
Can we relate this to social media?
In Leandro view there is a role that social media can play in all this. However, he suggests us to “distinguish between 'connectivity' and 'collaboration'. They are two different things. Connectivity alone is not enough. Social media need to be used properly (e.g. by learning from each other). There is an issue on how to manage social media that is still under development. It is something we need to master for reaching a sense of community where you can find both connectivity and influence...”
Indeed, the topic is very challenging (very fascinating in my opinion!).
It is likely that in some organisations there will be those people who may perceive these themes as threatening (inconvenient in fact!) or perhaps may deny (or do not see) the validaty of those concepts.
However, Leandro says “challenge and see what's behind these 10 inconvenient truths”..it should be done for getting better management, better communications, better employee engagement...
Indeed, the webinar was for me a source of relevant concepts to reflect on. Perhaps these marginalia can also be of any help to you. Thank you very much to The PR Academy for running it! I look forward to attending the next one!