"Make the Need for Change Personal
First, give them all the negative facts about disruption and warn them that if we don’t change, bad things will happen to us. This is the threat framing that is necessary to demonstrate that we are not hiding from reality. But as already pointed out, you should not stop there. Complement this threat framing with a positive reason why we need to change. The key is to make sure this positive reason is personal to every single employee.
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A statement, however nice or inspiring, will not by itself elicit emotion from people. We therefore need to go beyond simply communicating to people to doing certain other things to support what we say. Here are a few tactics illustrating what we could be doing:
Walk the talk: It should be obvious that we need to support what we are saying with actions. Nothing could be more persuasive to people than seeing their senior leaders behave in ways that support what they are proclaiming, especially when the actions are not cost-free.
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Visualization: Things that people see are more likely to evoke emotions than things they hear or read. You should therefore help them visualize what you are trying to sell to them. This suggests that instead of simply telling them, “We need to become customer-centric because that will make our customers happy,” it is better to show them a video of happy customers complimenting the company on its customer responsiveness. Similarly, instead of telling them, “We need to become more innovative because that would save people’s lives,” it is better to bring patients into the organization to tell the employees how your company’s products have saved their lives.
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Story-telling: Stories and how you tell them are more likely to evoke emotions than a presentation. You should therefore support what you are selling to people with stories."
Uma ilustração do poder das estórias nesta figura:
Outra ilustração:
Trechos retirados de “Organizing for the New Normal” de Constantinos Markides.
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