This article was originally published in The Productivity Institute (PI) Newsletter

Social media is constantly evolving.  With over 400 million Facebook users alone, it has rapidly become the most common activity on the Internet.  Yet, many companies are either unaware or have decided to ignore the two-sided nature and power of social media.

People are greatly influenced by what they hear from other people.  For example, if I want to buy a new car and several people I know tell me that they have had a terrible experience with the type of car I am considering, they will influence my decision and my thought process even if I decided to go ahead and purchase that particular car.

We can readily extend this scenario into the social media realm.  Now, when I tell the world about the car I am thinking of buying, literally thousands of people can weigh-in on their experience – or purported experience and in all likelihood influence my decision.  And that’s the power of social media – for better or worse. 

People are readily influenced by what they read about in social media.  A recent survey reported that 68% of people can be influenced by what they read online.  Furthermore, if they read something negative about a product or service they are considering, 53% of the readers will look into a competitor’s offering.  A second study found that 67% of Facebook fans and 51% of Twitter followers were influenced by comments made from other users on those respective platforms.  It is therefore important for companies to quickly respond to negative – or positive - comments on social media.  It doesn’t matter if they are realistic or not, a prompt response is important.

Prior to the Internet, when a customer had a problem with a product, he or she would just complain to the company or its assigned representatives – few other people, if any, were made aware of the problem.  That is no longer the case.  If someone has a problem with a product and tweets about it, the whole world can rapidly become aware of it.

Fortunately, social media also provides the means of rapidly responding to people’s comments and complaints.  Many large companies have set up teams that constantly search blogs and social media looking for some reference to their company.  One such company, Starbucks for example, has been known to issue coupons for free drinks for people who have tweeted with a problem or complaint.  This is not to say that social media can be used to rectify a problem, only that it can provide a (hopefully) friendly interface through which companies can rapidly and more inexpensively interact with their customers.

In preparation for a recent talk, I looked up a major computer company’s fan page to see what people were discussing and how that company was handling it.  Given its positive reputation and technical savvy, I was stunned to read the comments on the page almost unanimously panning its products.  In fact, one person even wrote, “Hey, don’t you want to do something about all of these negative comments?  Do you think anyone is going to buy one of your machines after reading this?”   (The company’s surprisingly latent reaction was to merely remove the fan page.)

Customer service can greatly enhance or detract from a company’s reputation.  Fast and helpful customer service will enhance the customer experience.  Considering the extremely high cost of customer acquisition and that existing customers will spend over seven times as much as a new customer, monitoring social media and creating an effective online customer service response – even for a small company, can greatly enhance a company’s reputation and sales.

Bruce Newman is the Vice President at The Productivity Institute, LLC, a leader in locating, evaluating and matching the specific areas of expertise of consultants to the needs of its clients.  An expert on social media, Bruce constantly writes and gives talks on many facets of social media including branding, social media strategies and policy.  He has also developed several social media courses, services and products including: Social Media Policy, Social Media Starter Pack, and Maintenance and Management (available through the PI website or by clicking here). In addition, Bruce is the editor of the Productivity Institute Newsletter, a free content-is-king newsletter and thought leader.  Follow him on LinkedIn, Twitter, Facebook and the Productivity Institute blog.

   This article was originally published in The Productivity Institute (PI) Newsletter

Walking into a crowded room full of professional people you don’t know can be stressful; it can even be terrifying.  However, networking is an essential tool for the successful business person, and though phone and email exchanges are invaluable, there’s nothing like the face-to-face meeting to make a real connection. 

So, unless you’re naturally extroverted or come from a solid performance background, you might be interested in a few tips to ensure that great first impression so crucial for forging profitable, sustainable, long-term partnerships to help build your business and make sure it continues to thrive.

1. Dress the part 
It may seem insignificant, but a first impression starts here.  What is your business?  Who is your target market?  What connections are you looking to make?  If you own a funky skateboard shop your ‘business casual’ might be different than that of the partner in a successful accounting firm.  Just remember that people will probably make assumptions about you and your business practices based on the image you project – your clothes are a part of the total package.  If you look sloppy, does it mean your business habits might be sloppy also?

2. Jokes: avoid them 
Although a couple of witty off-the-cuff comments might inject some levity into an otherwise awkward situation, you’ll want to be very careful.  Humour is subjective and if you launch into your stand-up routine, however well-intended, you may risk offending your new acquaintance.  Being known as charming and funny is great, but no one wants to be branded obnoxious.  Keep away from controversial topics, keep your comments on the conservative side and pick up on body language cues – this will reduce the likeliness of a major gaffe.

3. Use the person’s name
Not only will this help with memorization, it will indicate to your listener that you consider them important enough to pay attention to what they’ve said.  This will help personalize the conversation and will show that you are engaged by what the other person is saying.  And the next time you see them, when you’re able to remember their name, this will really impress them.

4. Cultivate excellent listening skills 
This doesn’t have to be complicated: as the other person talks, let them know subtly that you are paying attention.  Compliant head nods and comments like, “I see what you mean” are good ways to do this, and if you require any clarification don’t be afraid to ask questions.  Let the other person be the centre of the conversation.  If you monopolize the conversation, you risk being perceived as a selfish person. 

Instead of talking incessantly about yourself, make sure to ask questions of the other person and really listen to what they have to say.  While being polite, you will learn much more about the other person, better situating yourself to be of service to them in a business capacity.  Be an active listener and never interrupt anyone who’s talking to you.  Not only is this rude, but it will definitely work against a good first impression.

All of this, combined with an open smile, clear speech, and a good, firm handshake will definitely help your chances of making a great first impression.  The last ingredient is experience.  These tips will help, but the best thing you can do for your business is to conquer your reluctance and just get out there. 

Each time you enter the room and each time you approach a total stranger, the exercise will get easier – take advantage of the networking opportunities available to you and hone those skills.  Presumably your business excellence will keep them coming back.  But you’ve got to meet prospective clients in the first place.    
   
Katie Mead is the co-founder of Springboard Consulting, Katie is a passionate about good communication.  From a diverse background in the fine arts, she has developed a proven track record of success working in both the for-profit and non-profit sectors. Her particular areas of expertise include marketing, grant writing, non-profit resource building and management, fundraising, and the design and launch of various keynote projects and events.  Katie can be reached at:  katie@springboardconsulting.ca

   This article was published in The Productivity Institute (PI) Newsletter

Marketers have gotten wiser during the turbulent economy. They know that they need to demonstrate their value the same way that the sales department does, or else their budgets, and possibly their jobs, will be far less secure. The CMO position has been known to have the shortest expected tenure of any in the C-suite. 

The challenge is no longer merely acquiring the data but being able to fully understand it and take the appropriate action because of it.  

Out of the rabbit-hole

We can talk all day about the importance of analytics and measurement, but the real question is whether or not you’re measuring the right things for the right reasons.

The best measurement efforts start with clear goals. You need to have a framework that identifies exactly what you’re trying to measure.  Here are a couple questions you should ask yourself to help focus in on what you should really be measuring:

Why do you have a social media function at your company?

• Customer Service?
• Marketing/PR?
• SEO?
• Product development/support?
• Grassroots marketing?
• Sales?

What social sites/platforms are most relevant to your community/customers?

Who are you trying to reach with your program?  Customers? Influencers? 

Once you are clear on why you’re doing this in the first place, then you can start thinking about what metrics and analytics matter most to you.  You do not want to spend your time looking at metrics that are good indicators of how well an influencer relations program is going when your program is all about customer service. 

Here are some examples of readily available analytics that tie back to specific intents of a social media program.  Some of them apply to many different types of programs, but the point is to start thinking about which ones are most relevant to your specific program. 

• Engagement - If you are using social media to drive sales, and your product requires true engagement, multiple conversations and a strong relationship to get someone to a purchasing decision, then you should be paying attention to data that indicates high engagement. 
• Traffic - If you’re a big brand and creating a lot of chatter across the web, do you know the traffic levels of the sites where you are going out and engaging?  Your efforts should be focused on finding the stuff that is driving the most results for your business. If you’re a major brand, chances are there is more ROI for you when you focus your efforts on higher-traffic sites.
• Sentiment - How do people feel about your product or service?  For some brands, social media is a lot like a real-time focus group.  Sentiment should be incredibly important to you if you have chosen to strategically use social media as a way to inform your product development priorities.  If people are generally positive or negative about a product or new feature, there should be a feedback loop to the development team.
• Viral Analysis - What is going viral for your product or brand and why? Sorry, tag clouds don’t count. You want to see what kinds of trends are emerging for your product or service in real time, and you should have a good sense of WHY they managed to go spread so far, so fast. This should be a measurement priority for businesses that know word-of-mouth and grassroots marketing is a big driver of sales for their products.
• Influencer Tracking – Are you a relatively new company, or an entirely new type of product?  If you’re targeting early adopters and influencers for credibility, then you should know at any given moment who your biggest influencers are, what they’re saying and where they are talking about you.

Many of these metrics will apply to several types of social media programs, but the trick is to have the discipline to determine which analytics are critical to YOUR social media program, and use them accordingly to take action.

The success of any marketing campaign is dependent upon many factors.  In determining its success and how to proceed, the data that is collected and its relevance must be carefully assessed.  Being able to accurately compile and completely understand the data that is collected may be the difference between a successful company and one that ultimately, may fail.

Raj Kadam is the CEO and Co-founder of Viralheat Inc., a social media analytics firm focused on delivering detailed social media analytics to major brands and agencies world-wide. You can find more information about the service at http://www.viralheat.com and via email at info@viralheat.com.

   This article was published in The Productivity Institute (PI) Newsletter . (Part 3 of 3)

Reorganizing Your Company Can Lead To Happier Customers And Employees, And Generate Bigger Profits.  This Step-By-Step Process Will Show You How To Create Change And Avoid Pitfalls

Resistance To Change
Everyone is perfectly willing to change, provided they can continue to do things the same way they have always done them.  Although this may be somewhat overstated, I’m sure that it has a ring of truth for all business owners, managers, and management consultants.

The truth of the matter is that most people simply do not like change and will resist it.  For many it is painful, even traumatic, and is met with hostility. In my experience, resistance to change has taken many forms, both organizational and emotional.

Common examples of and reasons for resistance to change include:
• complacency
• vested interests, self-preservation, and ego
• ”We’re too busy to take the time to change”
• ”There hasn’t been a crisis so why change?”
• denial that there is a need for change
• ”We’ve always done it this way”
• the organizational goals are too narrow or too vague which cause people to resist because they aren’t sure what it is they can or are expected to do
• organizational ineptitude

Once the indicators of resistance are identified, the tactics necessary to overcome them have to be developed and will vary depending on the specific resistance.

Bear in mind that often there are valid reasons why people resist change - reasonable caution and the fear of losing one’s job are among them.  Often some business owners and staff are overwhelmed with all the details that change involves.  In these instances, planning for and implementing change that includes a step-by-step process, with “small wins”, is especially important.  Whatever they may be, all types of resistance must be identified and addressed, including the resistance presented by the business owners themselves.

I have always found that dealing with resistance as soon as possible in a straightforward manner, while understanding the resistor, is the most effective way to proceed.  When necessary, I have also fired those people who were total impediments to change.  These people – even those who are otherwise talented – are the ones who are preventing you from reaching your goals.

All told, if one is to create real change, it is necessary to identify the reasons for, and nature of, resistance and work with it.
 
Urgency
Finally, a sense of urgency must be established if complacency is to be avoided and credibility and momentum maintained.  Organizations will push and pull to return to the old order.

Meaningful change, when properly planned and implemented, is exciting and makes organizations more efficient, productive, and profitable, and makes life better for everyone within the organization.  In one case, a reorganization that was met with significant resistance involved a division of 225 people in eight departments.  By carefully adhering to the procedures set forth above, and involving virtually every department in the company, the end results were:
• increase productivity from a low of 16% to a high of 253%
• reduce staff, usually by way of attrition, by 17%
• reduce operating costs by 15%

Equally important, the changes that occurred were permanent and affected and included all segments of the company from IT and human resources to customer service and senior management.

One last note: A sense of humor goes a very, very long way.  Change is stressful and demanding.  Lighten up and have a good time.

Donald J. Cecchi is President of the Cecchi Consulting Group which specializes in reorganization, business development, and the design and implementation of new projects.  He can be reached at cecchicg@aol.com.

   This article was published in The Productivity Institute (PI) Newsletter

Almost all of us have been there. We meet a new person, we run into someone we have met once or we see someone we’ve spoken with numerous times. We want to start a meaningful conversation for myriad reasons; yet, we find ourselves asking those trite questions:

• “Is this your first time here?”
• “Did you have trouble finding the building?”
• “How many people do you think will be coming tonight?”

And, just for good measure, we throw in a few “hmms” and “ahs” to make us appear even less confident.

Getting off on the right foot

Here are hints to help you feel at ease, make others comfortable, ensure you are memorable after the event and gain helpful information as well.

Establish your purpose for attending event.

• To gather information? It can vary from learning more about the sponsoring organization to making an educated decision about joining to learning more about specific businesses or individuals who are likely to attend.
• To get referrals? These can include business or job referrals or for support services necessary to run and grow your business.
• To seek advice or support? This might range from encouragement in a job search or in your venture into entrepreneurship. Or it might be from people in other companies who are employed in the same field or the same industry.

In any case, prepare your “ask for” questions and “listen for” answers so you are prepared to hold stimulating conversations while simultaneously enhancing your knowledge base.

Prepare your Verbal Business Card.

Be ready to share with others in one or two sentences what you do … not how you do it or who you are. Think of it as the front end of your elevator pitch. It’s like the bait on a fishing line hook. It’s what attracts the person and pulls them into a conversation with you. Show the other person what you can do for them … or their friends or associates.  Keep it simple because while people are listening to you, they are also assessing your appearance and behavior, trying to remember your name and planning what they will say.

Always include your first and last name (even your friends have memory lapses!), what you do, benefits to others and active verbs, the most powerful words in the English language. In general, omit your company name (unless it is really well known), your company location, titles, business labels and go easy on adjectives and adverbs. You’ll want to tailor the above information when you are with people from your company or in the same industry. They will understand and even expect jargon.

For example, one of mine is:

“I’m Lillian Bjorseth, and I help you build a new kind of wealth – social capital – by improving your communication and networking skills.”

Remember introduction basics. 

Even though you learned this in elementary school, you might need a refresher:

• A younger person is introduced to an older person
• A man is introduced to a woman
• A less important person is introduced to a VIP.

In other words, say the name of the person who is older, the woman and the VIP first. You deserve to be addressed as you want to be; however, you must let people know your preference so they can start the conversation correctly. If your printed nametag says “Robert,” and you prefer, “Bob,” it’s fine to cross through the name and print “Bob” on it.  Use a felt tip pen so people can easily read it.

Weave newcomers into the conversation. 

• When someone new joins you, immediately introduce him or her to everyone or allow the person an ample opportunity to do. Bring the person up-to-date by quickly reviewing what you were talking about (remember it’s a new conversation for them) and then asking them for an opinion or comment.
• Remember names. The start of any conversation is a good place for you to start remembering someone’s name. Hopefully, the person knows to wear the nametag on the right side (unobstructed by lapels or scarves) so that your eye will easily travel to it as you make the initial handshake. Hopefully, the person also knows to say his/her name along with the handshake. 
• Look at the nametag.
• Listen as the person gives you his/her name.
• Study the person’s business card to help implant the name in your memory.
• Repeat it several times during the first few minutes of the conversation.
• Use it when you introduce the person to others.
• Use the person’s name as you say “good-bye” to everyone you met.

Ask open-ended questions. 

The best way to avoid those one-word answers that make you feel as if your attempts at conversation have been thwarted is to not ask “yes” and “no” questions. Or, if you start off with one, have two or three open-ended questions or statements in your pocket at all times. Those one-word answers are sure to get you perspiring if you are the kind who worries about how to start conversations.

Listen, listen, listen. 

It’s the number one human relations skill and tells people whom you are speaking with how much you care … even more than the words you use. Then respond to what the person said rather than what you wish s/he would have said. Eventually you, too, will get time in the spotlight … if the other person is also a great communicator.

Lillian Bjorseth helps you build a new kind of wealth – social capital – by honing your networking, business development and communication skills. She’s author of the third edition of Breakthrough Networking: Building Relationships That Last. www.duoforce.com, lillianspeaks@duoforce.com, www.lilliancommunicates.com, www.greaterchicagonetworking.com, 630-983-5308.

   This cartoon was published in The Productivity Institute (PI) Newsletter

We welcome your thoughts and comments on this cartoon.

Dave Walker
Cartoon Blog: http://www.cartoonchurch.com/blog/
Church Times Blog: http://www.churchtimes.co.uk/blog
Twitter: http://www.twitter.com/davewalker

Social media is rapidly becoming an important component of most businesses.  Whether or not these businesses utilize social media, their employees and customers do. 

The law is significantly lagging behind social media.  Most of the legal actions are based on precedent: copyright law and trademark violations being the most common.  However, what employees write, where and when they write it is becoming increasingly important.

Recently the Supreme Court heard its first case on social media and the employee privacy rights.  The outcome of this case is expected in June and will affect the actions of many businesses in the entire country. 

There are additional cases that are slowly making their way into the court system, many of them involving the rights of a company versus the rights of its consultants and employees.  These legal actions are very expensive and often detrimental to all parties – and maybe most importantly, to company morale.  Preventative measures – starting with a social media policy, can greatly ameliorate this situation before it erupts.

The moral: If you do not have a social media policy, get one!

Bruce Newman is the Vice President at The Productivity Institute, LLC.
Social media policy – online course and policy: $117.

Thu Apr 15, 9:39 pm ET
As the high court’s 2009-2010 term winds down, Yahoo! News will look at some key cases whose decisions have potential to impact the lives of everyday people.

Most of us have done it: Sent personal emails from the company computer, texted a friend or significant other on the BlackBerry they gave you for work. No harm, no foul, you say — our lives are so crazy these days that it’s hard not to blur the lines between the personal and the professional. Of course that’s true, but company time isn’t the only issue — what about your privacy? What if the boss reads your messages? Would you be embarrassed  — or worse? Does your employer even have that right?

The rules surrounding workplace communication in the digital age are pretty fuzzy; so fuzzy, in fact, that we still largely rely on parts of afederal law enacted in 1986 — back when fax machines were all the rage — to govern our privacy on technologies we use today. Calling someone on the phone or sending them postal mail isn’t remotely the same as sending a text or an email, so as technology develops, so must the laws that protect the privacy of our communication.
 
“[The laws don't] really make any sense in the modern era,” saysJennifer Granick, civil liberties director of the Electronic Frontier Foundation, which advocates for free-speech rights in digital communication. “It’s just not the way the technology evolved.”
 
Important court battles being waged all over the country are helping to shape this area of law, but one case has made it all the way to the top of the legal system.

At issue in City of Ontario v. Quon is whether a SWAT officer — a public employee — had a reasonable expectation of privacy when sending personal text messages on a police-department-owned pager. The official policy at the Ontario, Calif., police department had prohibited personal use of things like email and the Internet at work, and employees were explicitly told they should have no expectation of privacy in that regard, but the policy never said anything about text messages.
 
At some point, pagers were issued to members of the SWAT team, who were later told at a meeting (i.e. not in writing) that texts sent and received on them would be considered by the department to be email,  and therefore subject to monitoring or audit. The officers were also told they’d be responsible for paying any charges incurred when going over the character limit in the department’s contract with the pager service. Eventually this arrangement eased into an informal understanding between officers and their superiors that as long as they paid the extra charges, the department wouldn’t look at their messages.
 
Sgt. Jeff Quon went over the monthly character limit a few times, but he faithfully paid the overages. He also sent text messages — sometimes sexually explicit ones — to his wife … and to a co-worker with whom he was having an affair. As he understood department policy, his superiors would not be reading his messages. But the department — tired of acting like a bill collector for overage charges — later changed its mind and requested Quon’s transcripts from the wireless service provider. (Quon was one of the officers who had exceeded the character limit more than once.) After the provider, Arch Wireless, provided the transcripts, Quon’s superiors were able to read his, ahem, personal messages.  
 
Quon and others, including his wife, who was not a department employee, sued, claiming the police department had violated their Fourth Amendment right against unreasonable search. (In other words, the suit involves not only the employee’s privacy rights but those of the people sending and receiving messages to and from him.) They also sued Arch Wireless, claiming the provider had violated a federal statute when it gave the police department Quon’s transcripts without his permission.
 
After losing their battle in federal district court, Quon and his co-plaintiffs prevailed in the 9th U.S. Circuit Court of Appeals in California, with that court ruling they all had a reasonable expectation that the department would not read the text messages. And now it will be up to the Supreme Court to decide if the city violated theFourth Amendment, which protects people against unreasonable search and seizure by the government. (The high court will not be hearing a separate appeal concerning the wireless service provider.)

Although the ruling is likely to be narrow (sticking strictly to legal questions concerning the public sector), it will come at a time when there is great need for the high court to shed light on how the Fourth Amendment affects electronic communication. Hard to believe that when this case comes before the justices on Monday, it will be the first time the Supreme Court will consider how the Constitution affects so much of what we now take for granted in our workplace communications — indeed, many of us hardly pick up a phone anymore.

It’s difficult to see where the high court will go with this legally nuanced case, especially because there are so few similar cases to provide guidance, says Susan Freiwald, a law professor at the University of San Francisco who teaches cyberspace and information privacy law.
 
The ideological makeup of the court doesn’t help much either.
 
“Ideas about privacy don’t always correlate to traditional labels of conservative or liberal,” Freiwald notes. “You don’t really know how the justices are going to feel and how those positions translate.”
 
Whether this case has a broad or narrow ruling, the hope is that it will be a guide for both employers and employees as advancing technology makes it easier for us to blur the lines between private and professional communication.
 
The court likely won’t release its opinion until June, but for now, what’s the advice? A little bit of common sense, of course.
 
“Employees in general need to be a lot more careful about what they commit to writing,” says Robert Brownstone, a lawyer who advises employers on information privacy. “And if they do, they should not use their work computer, because that’s a whole different level of privacy.”

Are you concerned about electronic privacy in your workplace? Let us know what you think.

— Laura E. Davis

Source: http://news.yahoo.com/s/ynews/20100415/ts_ynews/ynews_ts1641

   This article was originally published in The Productivity Institute (PI) Newsletter 

These days, regardless of your business or industry, chances are your most effective communication tool is your website.  Conversely, a poorly written, poorly designed or out of date site can be a great liability.  Assuming you know what you want to say, using your site as an effective vehicle for communication often comes down to two things: content and formatting.  Both are essential, so here are some tips to maximize your efforts:

Content
1. Stick to the point
Who are you and what do you do?  Hitting these points may sound obvious, but are often overlooked.  Attention spans are short – a new visitor to your site is only willing to spend about 30 seconds exploring – it’s essential that you make a powerful impression.  Don’t make them search for information about you or your services, and keep the information useful – to them, not you.

2. A call to action
General overviews are a nice way to start, but keep them short.  People need to know what you want them to do, and how to do it.  Leave no room for interpretation or even subtlety – don’t hint!  Be direct and you’ll get your point across.

3. The personal touch
There’s something intimate about reading text on the web: while remaining informative, keep  your writing personal and conversational.  Attention to tone will help get your point across without seeming aggressive.  Writing naturally will enhance personal buy-in and engage your audience – it’ll also make your text easier to read.

Formatting
1. Head it up
It can be hard to read text online.  Help your readers by using lots of subheadings.  Start at the top with a catchy headline and provide links to the subheads.  Break up the text by formatting the subheads so that they stand out from the surrounding text.  Know that your readers are going to scan your article – make sure the subheads easily tell the bare bones of your message and you’ll draw them in. 

2. Faster than a speeding bullet
Bullet points jump out and will draw your readers’ attention.  Use text sparingly, but bullets liberally.  Wherever possible, condense ideas to lists of easily-read bullet points.

3. Emphasis
Used sparingly, italics can be a powerful tool.  People imagine they can hear the tone of your words; know how italics can impact the way your message comes across and use them appropriately. For example:
Our writing has impact. 
Our writing has impact.
Our writing has impact.
All slightly different, conveying a slightly different message – help your readers hear what you want to say.

4. To be so bold
Don’t overdo it, but used occasionally, bold text stands out.  Write your headings in bold text and you’ll get your point across.

So while writing for the web requires some different skills than writing print copy, some of the basic tenets remain the same:
• Write well: pay attention to correct grammar and spelling,
• Write with purpose: have something of value to say and say it well, and
• Write for your audience: always remember who you’re writing for and why they should be interested.

Keeping all this in mind can be quite a juggling act but a well-written site that broadcasts your message is definitely worth the effort.

Katie Mead is the co-founder of Springboard Consulting, Katie is a passionate about good communication.  From a diverse background in the fine arts, she has developed a proven track record of success working in both the for-profit and non-profit sectors. Her particular areas of expertise include marketing, grant writing, non-profit resource building and management, fundraising, and the design and launch of various keynote projects and events.  Katie can be reached at:  katie@springboardconsulting.ca

   This article was published in The Productivity Institute (PI) Newsletter . (Part 2 of 3)

Reorganizing Your Company Can Lead To Happier Customers And Employees, And Generate Bigger Profits.  This Step-By-Step Process Will Show You How To Create Change And Avoid Pitfalls.

Planning And Implementation
Planning and implementation are the most critical phases of effecting change.  The question must be asked: What must be done in order to carry the vision forward and who should be included in the process?  It is now something of a cliché to say that “change must come from the top”, and, like many clichés, this is certainly true.  In the absence of commitment at the highest level, only minor change will be possible.  However, no one person can create transformation.  Also, collaborations are more productive and, ultimately, the most effective way to bring about meaningful and long-lasting change. Therefore, a team must be created that represents a cross-section of the people who will be affected by change.

The reorganization team must include both management (those with the authority to effect change) and staff.  Everyone must possess specific knowledge and expertise.  In order to move the process along, and to avoid endless planning, some members of the planning committee must possess leadership qualities.  It is from the latter group that the person responsible for coordinating and leading the entire planning process will be drawn, someone with a combination of professional and interpersonal skills, knowledge, and experience who is able to think analytically, listen, delegate responsibility, and be dedicated to bringing about change.

Once a planning committee has been assembled, it must develop a detailed course of action, which includes:
• a clear understanding of the corporate vision
• the goals of the proposed change
• the benefits that will be realized as a result of the planned change
• an assessment of the current problems
• specific objectives and the steps that are necessary to attain them
• a budget
• a detailed schedule of activities with firm, but realistic, deadlines that take into consideration current workloads
• broad categories of actions that need to be taken, which are built upon in greater detail as the planning process proceeds
• a list of required resources, including personnel, equipment/supplies, IT systems, and information
• specific assignments for the appropriate people that are clearly communicated to them
• a list of work products and deliverables, including progress reports, and deadlines for each
• a list of measurables that can be used to evaluate progress

The implementation phase requires activities similar to the planning stage. One must:
• build a team to carry out the plan that includes staff at all levels
• communicate the reasons for the proposed change
• explain to the people who were chosen why they were chosen, which also offers an opportunity to praise their abilities and work
• communicate specifically what has to be done
• offer them the opportunity to review the plan, comment on it, and contribute suggestions to making changes or “tweaking”
• create schedules for implementation, with expected deliverables, including: progress reports; status of specific goals and objectives; new procedures; computer hard- and software installations; personnel changes; and problems that have arisen and their solutions
• establish a process to monitor progress that includes periodic meetings to review progress, problems and updates
• be prepared to assess progress and adjust your course of action

And at whatever level they are, and whenever possible, people who are resistant to change should be excluded from both the planning and implementation stages.  Their negativity can infect everyone else.  Of course, people who subvert change covertly will have to be identified and dealt with.

Motivating Staff For Change
Once a plan has been developed and an implementation team put in place, it will be necessary to motivate staff.  It is important to remember what exactly motivates people in the workplace in order to create ownership.  Many people find it surprising that salary is not very high on the list.  Key motivators are:
• recognition and respect
• the work itself
• responsibility
• advancement
• personal growth
• being informed as to what is going on throughout the organization

One of the greatest motivators is short-term “wins.”  Their importance cannot be overstated; without them, the long-term objectives will not be achieved.  Short-term wins are the small success stories in any long-term project which create a tangible reality of what is occurring.  In addition, they build momentum, help fine-tune the entire change process, and add pieces to the whole process upon which the larger change can occur.  They also give staff a very real sense of accomplishment and a perception of what is possible.  In addition, they avoid a perception of getting bogged down, which can be fatal, and they undermine resistance to change.  They keep the bosses happy and on board.  They also offer a wonderful opportunity to thank staff and to give positive feedback.

A genuine climate for change must be established and maintained throughout the entire change process.  This means that people have to be allowed to have input, that their ideas and comments will be genuinely welcomed and incorporated into the plan, and that full and coherent communication takes place among everyone involved in the process and, if possible, throughout the entire organization.

In order to provide everyone with the same information, regularly scheduled meetings and written status reports, both of which should be succinct, are a must. These should include:
• the status of the change
• problems that arose, what caused them, and how they were handled
• deadlines met or not met
• needed clarifications
• on-going evaluation
• changes in process, schedules, and personnel
• and, most important, what “wins” have occurred

Once again, the greater the number of people who are included in the dissemination of information, the more smoothly, and effectively, change will occur.

Informal “water cooler” and “management by walking around” communication is also necessary.  It serves to gather information and feedback that people might be reluctant to convey in a more formal setting and, even more important, it conveys the message to employees that management is genuinely interested in the project, and concerned about and interested in them as individuals.

In addition, since change is frightening to people, communication will allay much of the resistance and fear that might be created.  It also allows for on-going praise.  In my experience, public recognition or a “thank you” note have worked wonders.  Making sure bosses know what a great job the staff has done is very effective.

Successful change does, in fact, empower employees, motivate them, and give them a sense that they are making significant contributions to the organization.  Equally important, it serves to create a new culture, one in which change is accepted, integrated, and long-lasting, and complacency and resistance are hopefully banished, or at least reduced to a minimum.

A warning should be offered here:  During the change process, there are times when a drop-off in productivity will occur.  This is not surprising, but, of course, must be kept to acceptable levels, and the causes and remedies identified.

(Note: part 3 of this three-part article will be published in the next issue of the PI newsletter.)

Donald J. Cecchi is President of the Cecchi Consulting Group which specializes in reorganization, business development, and the design and implementation of new projects.  He can be reached at cecchicg@aol.com.