Welcome to the private Constituent Hub – Dexko page. Along the left menu are specific content items that will help you explore Constituent Hub.
Of course, please let us know when you have questions or are ready to discuss specifics of how Constituent Hub will integrate into your environment.
Constituent Hub - Quick Video Intro
Get a taste for the focus and scope of Constituent Hub. (click for access)
Are you really LEADING Change?
This white paper discusses the connection between your strategy and change adoption. (click for access)
Will your change methodology work in Constituent Hub? This video describes the underlying change leadership methodology in Constituent Hub and it’s flexibility. (click for access)
Frequently Asked Questions
This FAQ is focused on the type of questions you may have in the exploration process. (click for access)
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 for access)
This video provides an overview of the Constituent Hub implementation process. (click for access)
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 for access)
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 for access)
NEXT Change Readiness
Employee Readiness is a crucial gate to going live with your change. But how do you do it effectively? (click for access)
What About Agile?
Has the move from Waterfall projects to Agile projects considered Change Leadership activities? (click for access)
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
- 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.
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.
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.