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Constituent Hub – Quick Video Intro  

Get a taste for the focus and scope of Constituent Hub.

Scroll to read the Are you really LEADING Change? whitepaper mentioned at the end of the video.

Are you really LEADING Change? 

This white paper discusses the connection between your strategy and change adoption. 

Click the cover below to open the whitepaper in a new tab.

Change Methodology  

Will your change methodology work in Constituent Hub? This video describes the underlying change leadership methodology in Constituent Hub and it’s flexibility.

Click to play this 3:45 video.

Frequently Asked Questions  

This FAQ is focused on the type of questions you may have in the exploration process.

Organizational Change Leadership Journey – Your Evaluation Point Score  

This video describes the Constituent Hub Evaluation Point Scoring or EPS process that evaluates your current position in the Change Leadership Maturity Ladder and begins to build the roadmap for the journey to improve organization-wide Change Leadership Maturity.

Click to play this 2:18 video.

Implementation Process  

This video provides an overview of the Constituent Hub implementation process.

Click to play this 1:34 video.

Constituent Hub Certification  

Your users of Constituent Hub have access to a three level online certification process so you can be sure they are utilizing the system to it’s fullest.

Click to play this 4:00 video.

Grow Change Leadership Competency throughout your organization  

Your underlying goal is to increase Change Leadership competency across your organization. This video delves into how you can lean on Constituent Hub to do just that.

Click to play this 5:39 video.

Change Communication  

Effective Change Communication requires attention, process, and skill. The #1 complaint of constituents is poor communication. The keys are explored in this article.

Communicating change is one of the most misunderstood functions of change leadership.

Communication during an organizational change is the connective tissue between the strategy, the people leading the change and those affected by the change. The purpose of the communication is to assist those affected by the change to successfully perform their duties in the changed environment.

There are many facets to this communication:

• link the change to the strategy of the organization
• inform
• teach
• prepare
• allay fears
• respond to resistance
• call to action
• the list goes on

 A few things to consider:

The Sergeants Carry the Message

As an employee, your direct supervisor is the most trusted communication source. Additionally, they naturally are communicating with our change constituents on a daily basis. Change communication should be primarily delivered by the supervisors that make the organization run. The actions of the change team must empower and equip these local communication experts for success.

Supply and Localize

The task of the change team is to supply communication information and assist in localizing the information for each constituent group. Global statements about the change are fine but listening and understanding occurs when the information is translated into how the change will affect things locally. For a large, long-term change implementation, communication content should be provided to managers and supervisors for delivery to their teams on a regular bi-weekly basis. If you line up these messages, they should tell a congruent story over time.

The Communication Plan is a Byproduct

Communication plans in the traditional sense (message, medium, date) are nice to have but are not the place to start. The communication task list is merely the result of a great communication approach. The communication plan is fueled by the analysis of change impact which matches specific change items with the constituents who will experience the change item. The impact on their work, and their reaction, determines the content of your communication.

Starburst

What medium should be used for change communication – email, in-person, social media, video? The answer is all of them. The core message must be formatted for all the potential channels.

Your change communication should appear as a starburst with multiple tendrils reaching everyone in their own way and in their own language, providing specifics as needed. Like July 4th fireworks the crowd says “wow!” at the big explosion but the beauty is in the various colors and designs that expand and reach down over the entire crowd.

Tail Wagging the Dog

A good communication approach enforces a discipline. Very often, the promise made to communicate causes project activities to be completed. If we have the option of not communicating, it’s tempting to put off the work when things get difficult.

The communication approach also provides valuable feedback to the project team and often results in redesign that increases potential for success.

Constituent Hub

With Constituent Hub we know who is affected by our change. We can group these individuals in numerous ways in order to tailor communication messages. We can determine frequency and level of communication based on interest and impact – what we call the Communication Power Map. With Change Impact Analysis we identify changes and how our constituents will react to those changes. The communication needs are built into a plan that can be executed by the change team and communication experts. Communicating about more complex changes in a targeted way over time improves adoption.

Change Readiness  

Employee Readiness is a crucial gate to going live with your change. But how do you do it effectively?

There are two main categories regarding change readiness:

1. Overall Organization Readiness and,
2. Constituent Readiness.

Let’s focus on Constituent Readiness.

In order to adopt a change, the constituent must be able to perform their key job function in the new environment.

The key to successful change leadership is to KNOW that each constituent can do their job in the changed environment BEFORE we implement the change.

Change Readiness, when you use Constituent Hub starts at the very beginning of the change initiative, or even before the start of your change initiative. Here’s what I mean.

At the company level we first identify Work Groups which are subsets of your organizational structure. An example of a Work Group might be the three people who do billing in the East region.

We can then define the critical job function(s) of each Work Group and cascade that information to each constituent in the group.

As you determine which constituents from the company level are affected by your change initiative this data comes with them.

Of course, if you don’t identify Work Groups and critical job functions at the company level you can do that at the specific change initiative level.

This is helpful information to have throughout the change initiative to assist you with Change Impact Analysis, Communication, Testing, and Training.

Training and Readiness

We are trying to determine if our constituents are READY to perform at a high level following the implementation of our change. Note that we are not simply saying they attended training or are trained. That’s something different. We want to know if they can do their jobs. This is a much higher standard.

The benefit of checking for actual readiness allows you to identify areas where additional or remedial training is needed and can be provided before a negative impact happens in front of our customers in a production environment.

This may be an adjustment in planning. Typically, any employee training ends as close to the day we go live as possible. The change readiness mindset requires some overlap to allow for additional training and support as necessary.

Testing Readiness

We must actually test the readiness of our constituents before implementing the change. It’s necessary to create some infrastructure that allows this readiness testing in the most realistic environment possible.

Readiness Targets

Here you have ultimate flexibility depending on the change. Strict readiness testing may only be performed for a select slice of your constituents – those affected most, for example.

You can determine the ratio of success for any population that provides an appropriate comfort level. For key financial measures for example, you may determine that 100% success in readiness testing is necessary. However, for a different function, say setting up a new account in a software package, only needs to be successfully completed by 80% of those constituents and we’d still be comfortable going forward.

Go/No Go

Before implementation a typical Go/No Go meeting takes place and going around the table we evaluate things like technology, security, financials and have hard numbers to determine we’re good to go. However, when we ask about the all-important workforce who must adopt the change the evaluation is much fuzzier.

With Constituent Hub an evaluation of your customized Change Readiness testing details can be used by all decision makers in the Go/No Go process. This tangible evaluation provides a greater comfort level and allows for a more targeted support plan following implementation.

Know you’re ready!

What about Agile?  

Has the move from Waterfall projects to Agile projects considered Change Leadership activities?

Click to play this 4:28 video.

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