2. Bad Schandau 2002 - Flood of the century
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3. ....... and again 2006........ Flood of the century
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4. When will the next flood of the century come?
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Will Bad Schandau be prepared the
next time?
How to be prepared for the next
time?
6. Create a sense of urgency
• Create a sense of urgency based on the company’s financial
performance, competitive situation, market position, technological
trends – shrinking margins, decreasing market share, flat earnings, a
lack of revenue growth, or other relevant indices of declining
competitive position
• Communicate this information broadly and dramatically, especially with
respect to crises, potential crises etc.
• The communication goal is to convince that business-as-usual is totally
unacceptable. In other words: “To make the status quo seem more
dangerous than launching into the unknown”
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7. Create a shared vision and
common direction
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8. Create a shared vision and common direction
- Communicate vision, mission, strategy, values
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9. Driving license ………. for the road ahead
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Communicate vision, mission, strategy and values
11. Communicate vision, mission, strategy, values
• Use all existing communication channels to broadcast the elements
• People in the organization may need to hear a message over and over
before they believe that this time, the call for change is not just a whim
or a passing fancy.
• It takes time for people to hear, understand, and believe the
message. And if they don‘t particularly like what they hear, then it takes
even more time for them to come to terms with the concept of change
• Have they heard the message? Do they believe it? Do they know what it
means? Have they interpreted it for themselves, and have they
internalized it?
• Until managers have listened, watched, and talked enough to know that
the answer to all these questions is yes, they haven‘t communicated at
all
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12. Internal communication
• Is internal communication just as intriguing as external
communication toward the customers?
• Have we planned internal marketing as a process involving all managers
and staff and not merely as one-way communication?
• Have we been creative and unconventional in our choice of internal
marketing measures?
• Have we taken into account that we need to render visible the results
and give positive feedback to the organization?
• Have we considered what may prevent internal marketing from
becoming a success?
• Will it be fun to be employed with our company in the year to come?
• Are you yourself looking forward to being employed with your company
in the year to come?
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14. Visualize the “journey”
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Let’s follow the
sunrise…on a balloon
trip around the world
Visualize the “journey” and the goals
15. Communicate targets in a simple way
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Customer satisfaction alone is no
longer enough ……
.... We need to surprise the
customer
And you are the PERSON who
brings the customer to say
"Wow!"
A surprisingly simple image can express more ideas than a
thousand complex words
"We are fighting for every burger …..……. “
Just one more EURO from each customers
budget brings us …….. in revenue
17. Create a dialog - Involve the whole organization
• By organizing discussions throughout the organization, spreads the
company‘s vision and competitive situation so that individuals and
teams can accurately align their own activities with the company‘s new
overall direction
• Management is the message: Everything managers say – or don‘t say –
delivers a message. Too many managers assume that communications is
a staff function, something for human resources or public relations to
take care of. In fact, communications must be a priority for every
manager at every level of the company
• One of the paradoxes of change is that trust is hardest to establish when
you need it the most. If a company is in trouble, or if it is in the middle
of a change effort, lack of trust automatically emerges as a serious
barrier
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18. Create a dialog - Involve the whole organization
• Usually the rumors are much worse and more negative than anything
that is actually going on
• Trust in a time of change is based on two things: predictability and
capability. In any organization, people want to know what to expect;
they want predictability
• Consequently, organizing early conversations between different parts of
the company and making those conversations an important, sanctioned
part of the change process is a critical task
• Early, open-ended conversations often result in the most productive
outcomes
• Managers at all levels must learn to see things differently. They must put
themselves in their employees’ shoes to understand how change looks
from that perspective
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19. Blind Date”: Team building, creating an internal
network etc.
All change in organizations is challenging, but perhaps the most
daunting is changing culture
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20. Involve the whole organization
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21. Involve the whole organization
• Create an easily accessible and usable communication platform
• „With new ideas, we remain on course for success “
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23. Deal proactively with resistance
• Managing resistance to change is challenging and it’s not
possible to be aware of all sources of resistance to change
• Expecting that there will be resistance to change and being
prepared to manage it is a proactive step
• It’s far better to anticipate objections than to spend your
time putting out fires, and knowing how to overcome
resistance to change is a vital part of any change
management plan
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25. Continuously lookout for inconsistencies
• Ensure congruence of messages, activities, policies, and behaviors. One
of the major complaints of people in organizations undergoing a
transition is that management doesn‘t „walk the talk.“ They say
„empowerment“ – and then shoot down every new idea that comes
from their employees
• Be on the lookout for inconsistencies that undermine the credibility of
the change effort
• The message, the measures, the behaviors and the rewards must match
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30. Create wins
• When it comes to change, people don‘t believe in a new direction
because they suspend their disbelief. They believe because they‘re
actually seeing behavior, action, and results that lead them to conclude
that the program works
• If you want something to grow, pour champagne on it
• Celebrate your successes and, indeed, just about everything you would
like to see happen again
• Little victories – the things that had worked, ways they had delighted
their customers, problems they had turned into successes
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31. Create wins
• Real transformation takes time, and a renewal effort risks losing
momentum if there are no short-term goals to meet and celebrate.
Most people won’t go on the long march unless they see compelling
evidence within 12 to 24 months that the journey is producing expected
results. Without short-term wins , too many people give up or
actively join the ranks of those people who have been resisting change
• Creating short-term wins is different from hoping for short-term wins.
Actively look for ways to obtain clear performance improvements ,
establish goals, achieve the objectives, and reward people involved with
recognition
• Communicate this information continuously
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32. Create wins - celebrate milestones
Change initiatives can be frustrating and take a long time. It is therefore
critical to celebrate milestones once they have been reached.
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33. Create wins - celebrate milestones
Change initiatives can be frustrating and take a long time. It is therefore
critical to celebrate milestones once they have been reached.
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34. “People’s Choice Awards”
“People’s Choice Awards” – based on different categories covering all
kinds of things the company would like to see
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36. Focus … focus … focus … focus …
Keeping people focused on what
is required and why, and how
they need to be doing things
differently is crucial
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