March 2001 FAQ

Q: I am looking for a resource that will give me some ideas for writing internal communications plans for CRM.  Do you know of anything?

Thanks for asking about resources for developing internal communications plans for a CRM Implementation. Internal communication is a big assignment and a critical part of any change initiative. We recommend our own planning tools in Chapter Four of the book Change Is the Rule: Practical Actions for Change On Target, On Time, and On Budget, Winford E. Dutch Holland, Dearborn Trade Press, Chicago, 2000. A couple of the many sections of that chapter are shown below. Good reading and good luck!!!

Plan for Communicating Change

Communicating a change to a company of two dozen can be a relatively simple exercise of calling one all-hands meeting and talking everyone through the change. But for an organization of 14,000 employees spread over 30 countries, communication is not quite so easy. For a change situation like this, a comprehensive communication plan is needed. The plan must identify the specific populations among the employees,

• the specific location of those employees,
  
• their work shifts/schedules,
  
• the languages and/or cultures involved,
  
• the communication devices that are available, and
  
• the overall timetable for impending change.

The bottom line requirement for the communication plan is that it be an engineering solution to the problem of getting each person the information she needs, when she needs it, to have her be involved in a change that occurs on target, on time, and on budget.

Use all Available Communication Devices

Most companies already have a variety of communication devices that they use in their day-to-day businesses. The primary decision communication device in an organization is the chain of command...the direct linkages between a boss and every member of the organization. This primary channel must be used to communicate about organizational change or the members of the organization will not see information about impending change as having anything important to do with them. Other communication devices, like

• electronic bulletin boards,
  
• newsletters,
  
• training classes,
  
• safety meetings, and
  
• staff meetings are already standard and accepted means of communication.
  

These other devices should be used to accompany and/or reinforce the chain of command message...but they can never substitute for it!

We know that it is not popular in some circles to even mention a phrase from the past...like "chain of command"...but the truth is, every organization has one, and the employees in every organization respond to it. This chain of command linkage between boss and organization member is a primary mechanical connection that makes up a part of the structure of any organization. Organizations cannot be changed on target, on time and on budget without using the chain of command linkage. Imagine a theater company without a Director trying to get a new play ready and onto the stage.

Agree to and Use Communication Standards

All managers involved in the communication of change must be in sync with how they are going to communicate to the organization. We have found it useful to get the managers to agree on standards for communication that provides basic guidelines for the communication process.

• There is a redundancy of message delivery (i.e., each employee receives the message multiple times)
• The message will be delivered through a variety of channels (verbal, written, face-to-face meetings, newsletters, training programs)
  

Imagine how well communication might work in an organization if all its managers agreed to and used such communication standards. One of the primary responsibilities of any manager is to communicate important messages about the running of the organization. When managers begin to take such responsibility seriously, organization change will get much easier than it is today in many organizations who treat communication as "just more of that soft stuff!"

Work your Communication Plan to Desired Results

Plan your work and work your plan. In the context of communicating change, working your plan is important...and working your plan well, crisply, and in a well-organized way can take you a long way toward successful organizational change. We have seen great damage done to change efforts by managers who are unprepared to communicate change. We can hardly expect an organization to change on target, on time and on budget if the organization's managers cannot even communicate about the impending change on target, on time, and on budget! Imagine what it says to an organization when its managers start the change communication meeting late, without needed materials, with unfocused projectors, poorly prepared slides, and unrehearsed remarks!

Dutch Holland, CEO of HDI, has worked as a management consultant for 30 years, helping organizations and leaders manage and implement change successfully. If you enjoyed this short article on communicating change and want to learn more, contact Dutch at 713.877.8130.

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