Want to drive change in your organization? Learn how to win the hearts and minds of your audience. See how people do -- and don't -- respond to change, what motivates them personally and professionally. This Slide Share shows how to assess and understand your audience's perspective, then frame your message to match it to maximize your momentum.

1. Communica)on Framework for
Change
Agents

2. Want to drive change in
your organiza2on?
The Two Rules of Change:
Technological change is inevitable, swift and
exponentially powerful.
Gordon Moore's wisdom
People don’t accept and embrace change at the same
pace or for the same reasons; resistance is inevitable.
Geoffrey Moore and Roger Everett's wisdom

3. Win hearts and minds!

4. PROFESSIONAL
My team’s or my
own performance
will improve or
our business
outcome will be
better
OR
There isn’t enough
evidence this will
improve our
business.
PERSONAL
I will have less tedious
work to do. I will have
less risk of error or I
will look like a hero for
sponsoring or
supporting this.
OR
This will add hours to
my week or day. I fear
this will fail and I’ll
look like a failure along
with it. I have so much
else going on, I don’t
see how I can learn
this now.

5. How does your audience
react to change?

6. What's their personal perspec2ve?
What excites change agents and visionaries rarely motivates conservatives and skeptics – understand
your audience’s personal perspective on new ideas to be more effective communicating value.

7. What's their professional focus?
What concerns senior executives and front-line practitioners are rarely the same. Map the level
of detail and content of your message to the focal areas of the audience.

8. Is the audience cap2ve?
If you’re a leader communicating change to your team, weigh and consider:

9.
WATCHES:
METRICS
Focuses
on:
PERFORMANCE
&
RESULTS
Visionary
Share
the
vision,
quan9fy
what's
possible:
less
cost
or
risk,
more
revenue
or
growth
Pragma;c
Quan9fy
what's
probable
and
steps/costs
to
achieve
likely
results
Conserva;ve
Quan9fy
what
others
have
achieved
and
the
cost
of
not
changing
(cost,
risk,
revenue,
share)
Skep;c
Determine
quickly
if
the
exec
is
a
skep9c,
find
another
sponsor
if
so
LEVEL:
Exec
What's in it for them?

10. What's in it for them?
Watches:
PROCESS
Focuses
on:
RELIABILITY
&
PREDICTABILITY
Visionary
Describe
the
poten9al
process
benefits
and
new
opportuni9es
available
as
a
result
of
change
Pragma;c
Demonstrate
probable
process
improvements.
Highlight
knowledge,
risk
or
other
gaps
that
will
be
closed
Conserva;ve
Detail
the
process
improvements;
demonstrate
current
process
shortcomings
so
risk
of
inac9on
exceeds
risk
of
change
Skep;c
Minimize
your
9me
investment;
highlight
the
risks,
costs
or
shortcomings
of
current
process.
LEVEL:
Director

11.
Watches:
ACTIONS
Focuses
on:
EXECUTION
PRIORITIES
Visionary
Highlight
what
more
they
can
achieve
and
the
personal
and
career
opportunity
presented
Pragma;c
Provide
specific
examples
to
show
how
this
change
improves
key
ac9ons;
detail
what
is
required
to
achieve
results
Conserva;ve
Show
how
your
idea
reduces
risk
of
failure,
inac9on,
or
error
in
current
prac9ces
or
prevents
loss,
so
risk
of
inac9on
as
greater
than
the
risk
of
change
Skep;c
Minimize
9me
spent
trying
to
convince
this
person.
Find
a
strong
execu9ve
sponsor
to
help.
LEVEL:
Manager
What's in it for them?

12.
Watches:
PROCESS
Focuses
on:
STEPS
&
QUALITY
Visionary
Show
how
they
can
make
a
bigger
impact,
grow
and
be
a
part
of
great
change
Pragma;c
Explain
specifically
what
will
change
-­‐-­‐
what
steps
are
eliminated,
what
are
improved.
Show
execu9ve
sponsorship
Conserva;ve
Itemize
what
they
won't
have
to
do
in
the
future,
what
tedium
is
eliminated,
and
how
they
or
their
work
will
be
beSer
off
Skep;c
Don't
invest
9me
convincing
this
skep9c;
there
is
liSle
you
can
do
to
accelerate
their
adop9on
LEVEL:
Prac99oner
What's in it for them?

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Source: Moore, Geoffrey A., Inside the Tornado: Strategies for Developing, Leveraging, and Surviving Hypergrowth Markets