November 2017

In a multicultural, global environment, implementing successful change management can be challenging. A diverse workforce brings differences in just about everything: culture, language, ways of interacting, and even dress code. Supporting teams in global organizations and helping them adapt and thrive in today’s multinational environment requires a commitment to understand and recognize cultural differences. Not all cultures respond or accept change in the same way and learning how to erode barriers and adapt change communications to a diverse, multicultural group is challenging.

The Power of Language: What Did You Say?

Communication at its most basic level is how we give and receive information about our surroundings and it involves both verbal and non-verbal cues. For business leaders, understanding and managing change across cultures is often based in a major way on the successful interpretation of language. But more often than not, it’s language itself that creates barriers to effective communication. English speaking countries are not exempt, as there are subtle differences in phrases, words even gestures that can be interpreted differently depending on location and background.

For instance, the “okay” gesture with thumb and pointer finger touching means a simple “good job” or “okay” to a North American business person. But the same gesture in Japan means “money” and in France it means “zero” or “worthless”. It might be a major blunder to give the “okay” sign to a French speaking business associate upon completion of a task. In Greece, giving the thumbs up may land you in a fight as it is commonly interpreted as a rude insult.

The challenge for leaders and executive decision makers is in learning to understand subtle nuances and the cultural differences preventing productive interactions. Whether it’s North America, Europe, Asia or somewhere else, cross-cultural change management and the challenges of change in general can be made easier by understanding and appreciating cultural diversity, whether it’s language, manager-subordinate interaction or simply a hand gesture. The good news is, organizations across the world – and the people who run them- can successfully initiate, execute and manage change, it just requires a little effort. And regardless of the country of origin, an effort to understand one another made in good faith is always appreciated.

Understanding and managing change across diverse regions, cultures and countries involves more than simply having a great communications plan. In fact, the challenges of change, particularly with today’s culturally diverse workforce, require a specific, customized approach. Here are three compelling reasons why regional managers are best suited to successfully communicate, sell and jointly implement a change management strategy.

No. 1: Building and Maintaining Credibility

In many cases, employees lose faith when businesses attempt to implement a variety of change management initiatives without clear direction. A string of new policies and procedures is often negatively viewed as the “flavor of the month”, creating resentment and leading to discontent. At best, initiatives are seen as a joke, and, at worst, people begin to look for other work if the change indicates the possibility of decreased promotions and increased layoffs.  Managers who serve as key communicators in leading change can alleviate much of this concern by building and maintaining credibility for the change. With the right tools, messaging and tone, regional managers can gain the support to keep employees engaged in business as usual.

No. 2: Customizing the Message to the Audience

Regional managers have insight into the broad array of diverse issues that are specific to their area. They often have more information than head office about their employees’ needs and wants and are capable of tailoring the messaging to be relevant to their audience.  Managers armed with the right information can ensure people understand the benefits and the impact of the change; what they need to do differently; and what tools and resources they will have access to before, during and after the change.  Because they are more closely in touch with regional concerns, these managers can help ensure the messaging resonates with their team. Customizing the message to fit the audience and crafting the delivery to enhance and promote an objective is essential for a change management strategy to succeed.

No. 3: Providing Ongoing Feedback

Who better than the regional manager to communicate and return information on how the change effort is being received?  Through regular phone calls and round table meetings, managers can work side by side with headquarters, relaying how the initiative is being received, and articulating how best to move forward.

Feedback is essential for ensuring changes are having the desired outcome, but also for providing informal information – “water cooler” talk that can duly inform strategy.  Keeping a finger on the pulse with regular check in points, and ensuring an open line of communication with regional managers is key to making sure the effort succeeds. Remember, global change management initiative rarely happens overnight, and never without keeping in touch throughout the process with informal feedback channels.

Regional managers are uniquely positioned to lead global change management initiatives. They know their team, how best to frame the messaging and they have the relationships in place to build and maintain credibility. Through two way conversations and informal feedback mechanisms, managers can help effectively communicate, sell and implement the right strategy at the right time.

Making transitions, whether to new systems and policies or a totally re-engineered business approach, requires a well designed and effective change communications initiative. Communicating so people know what to expect, what to do and why, are just table stakes.  The key to real transformational success is using many aspects of change management to ensure stakeholders actually adopt and adapt to the change successfully and it becomes integrated into “business as usual”.

Recognizing when a change communications initiative is nearing completion isn’t always easy, but the best ones are tied to measurable results. That can mean something as simple as raising awareness about a particular strategy or as complex as leading total change. Here are some of the ways you can help assess when a change communications initiative is complete.

Defining Success

For most change strategies, it’s best to predefine success. By clearly identifying not only the objectives but the specific results you wish to achieve and how you’ll measure success, it’s easier to identify when a change communications initiative is finished. Defining success doesn’t have to be intricate. In fact, it can be as simple as, “Success will be obtained when 85 percent of the people have adopted this change.” After the initiative is over, surveys can be conducted to see if specific outcomes have been met.

The Importance of Measuring Impact

Measuring the effectiveness and impact of a communications initiative to assess whether or not it has been successful at reaching the desired outcome is of critical importance. Essentially, baseline measurements take place prior to communications, measuring for existing knowledge, attitudes and behaviors of employees. Following the initiative, comparison measurements are made against the baseline to measure impact. Measurement helps companies tailor internal communications to ensure they deliver quantifiable value.

Why Measuring Doesn’t Always Get Done

Measurement is one of the key components required to receive an award from the International Association of Business Communicators. Yet as important as it is to measure impact, communications departments have traditionally had some gaps when it comes to measuring success. Either people don’t want to spend the money or the time or they’re preoccupied with the next project. In either case, they’re missing tremendous opportunity to understand how successful change communications are and to know when to shift from change communications to business as usual communications.

Just as almost anyone can take the liberty of hanging out a shingle as a writer, the same has applied to change management which has elicited a wide array of inconsistent approaches including “making it up as you go”.

But times are changing as the speed and frequency of change in organizations has escalated and the need for a more structured approach to change management is increasingly recognized as a key success factor. Distinct change management jobs, even some full service change departments, who follow specific methodologies, are now emerging.

This shift is reflected in the timely work of the Association of Change Management Professionals (ACMP) focused on advancing the discipline and professionalizing of change management through these three components:

• A unique set of professional standards (The Standard for Change Management developed in accordance with ISO guidelines);
• A professional Code of Ethics; and
• An international certification process to obtain the Certified Change Management Professional (CCMP ™ ). This certification validates knowledge, experience and expertise and also requires ongoing development.  More details about how to attain a CCMP™ are available in the CCMP Brochure.

Spring Management Consulting Inc. contributed to building the standard. In the fall of 2016, I became an early adopter joining approximately 150 others from around the world to become a CCMP™.   It’s been a privilege to be part of the change management evolution over the years and I look forward to continuing the adventure in this fascinating “people” profession.