How Do You Support Your Line Managers After the Kick-off?
Making a change communication tool kit for your managers is good. Organising a kick off event to enable them is also great. But managers are extremely busy people. If you do not support them properly after the kick off, they will not be able to drive change into their teams. And here are few tips on how to do that.
How Do You Build a “Change Communication Toolkit” for Line Managers?
I would recommend taking six months to produce a high quality toolkit. But if you are on a hurry, you can make it in three months. However, trying to do it in one month is madness. Then again, this is Asia. Everything is possible.
What is the “Change Communication Toolkit” for Line Managers?
The danger of line managers saying thank-you and then storing away your change communication toolkit forever into their cupboards is very real. Not unless if you make sure that the toolkit is practical, useful and interesting. And here’s how…
How to Organise a Kick-off Meeting for Your Line Managers?
Do not make the common mistake of putting all your energy and resources into organising fancy internal events for your line managers. The chances of a single corporate event, no matter how awesome, creating a lasting impact on your line managers is very slim. You want to please your board with the sustainable outcomes of a strategic change campaign, not with the short-lived results of stand-alone events.
How Do You Design a Communication Campaign to Drive Change Into Your Asian and Expatriate Line Managers in Asia Pacific?
7 Asian and 3 expatriate managers were in a lessons-learnt workshop. The 3 expatriates’ voices were louder than the 7 Asians. Eventually the key points on the whiteboard were written up as a PPT and circulated as the outcome. Lessons learnt workshop completed. Tick in the box. Questions is, could a more diverse range of viewpoints been produced if the cultural differences of the target audience had been taken into consideration when designing the workshop?
How Do You Enable and Engage Your Line Managers in Asia Pacific?
“You have to enable and engage the managers!”. I know that you may have heard this many times before. But those two small words “enable” and “engage” describe something so incredibly difficult to achieve because that’s the secret behind the success of a great change campaign.
What is the Role of Line Managers and Why Are They Important in Times of Change in Asia Pacific?
It’s not the board or the middle management or the project team that has the biggest influence on staff during change. It’s the immediate line manager of a team who reigns supreme because he is both master and commander, coach and colleague, friend and confidant all rolled into one.
For Those In-Charge of Change 