Tag Archives: culture change

The real cost of bad communications

30 Jan

The last blog post I wrote focused on the radical change programme that we are working on in Monmouthshire County Council and I promised to feedback on our progress. So here goes.

I’ve been a student in our Intrapreneurship School* for a few weeks now, and today (working with fellow students) it felt like there was a light bulb moment. It wasn’t because our discovery was particularly new or revolutionary, it was because the way we’ve illustrated it gets right to the heart of the matter. And, it’s pretty hard to argue with.

Like many organisations, we sometimes experience inconsistencies internally. Some people know stuff, some don’t. Information is sometimes communicated well and sometimes it isn’t. This leads to inconsistencies. As an employee, if you’re well informed and you know where to find the information you need then the likelihood is that you’ll provide a better service. If you’re uninformed or ‘out of the loop’ the chances are this will impact on the day job. And it’s this ‘day job’ that’s the important bit.

The ‘day job’ is where you meet the customer, where you provide a service, where you do something that matters. In local government, this is what it’s all about so if there’s something that’s stopping you from doing the best job you can do, sort it.

For us, whilst we’re working hard on improving it, we know that in some areas the flow of information isn’t as good as it should be. When we drill down to what that really means we get to customer experiences. If information isn’t being shared internally that means staff aren’t clued-up. If staff aren’t clued-up how can they answer customers questions? And, we all know how frustrating it is when no-one can answer your question.

So, as my colleagues and I discussed this we thought it might be clearer to illustrate our observations:

cost of communication matrix

For those of you who know your PR theory, this model may look familiar. It’s very much like the power/interest matrix and it works in a similar way.

The quicker you can get good information out to your customer, the more satisfied they will be. You have resolved their issue quickly so, in theory, is less resource intensive.

If it takes you a long time to respond to a customer and you get bad/inaccurate information out to them, they will be really dissatisfied. And if they’re dissatisfied, it’s more likely that they will need to come back to you to resolve the issue or complain. That means more resources are needed.

So, if we put it like that it’s hard to argue with. Let’s get information flowing to those who need it, empower them with knowledge and see what that does for an organisation’s reputation. 🙂

 

*Intrapreneurship School is an internal training scheme that encourages innovation, understanding and shifts our perspective to focus on what really matters. We learn about system redesign and other models to find better ways of delivering/enabling services.

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Using internal comms to connect with communities

16 Nov

I was recently given the opportunity to write a guest post for the excellent blog ‘Diary of an internal communicator‘. Rachel Miller, the brains behind the blog kindly agreed for me to reblog my post here. So, here we are. This is how we’re trying to connect with our communities. This is what makes Monmouthshire different.

In Monmouthshire, we are experiencing a lot of the same problems as other organisations. Money is tight, demands for services are increasing and what people think of us can change in an instant. Nothing unusual for a county council. What is unusual is the way we’ve decided to tackle this.

As part of Nesta’s Creative Councils campaign, we devised Your County Your Way. I don’t want to define it as a project because that would suggest that there’s an end date. It’s more than that. It’s about who we are, what we do and why we do it. It’s about proving our worth and relevance to the communities we serve and shaping our services around their needs. We’re transforming our culture so that we start to listen and respond to our communities more effectively. And to do that, we’re working from the inside out.

At the heart of this culture change is the Intrapreneurship School – an internal training scheme open to all staff, that encourages innovation, understanding and shifts our perspective to focus on what really matters, as defined by our communities. The school celebrates individuality, promotes cross-team working and most significantly, puts trust in our colleagues. Trust to make the right decisions without having to feed-up the chain of command. Hierarchy? What’s that?

It’s a pretty radical programme, and some would shy away from it, but we think it’s necessary. We can only be excellent if we foster excellence and that starts with trust. A trusted workforce is a valued workforce; a passionate, dedicated bank of people who are ready to contribute to your organisation’s success. Ready to make a difference.

So, why have we started with internal communications? Well, that’s easy. We can’t tell our story outside if we don’t ‘get it’ inside. And, as I tried to put my thoughts in order, a bit of a chain of events started to emerge. See diagram and explanation below.

Internal comms journey - a diagram

  1. Using internal comms we can promote understanding amongst our colleagues.
  2. Aligning our colleagues expectations with organisational expectations fosters positive behaviour/culture change.
  3. This change has a positive effect on the day job. We do things better.
  4. Providing a better service means that our customers/communities are more satisfied. Brand perception improves.
  5. Both parties start to feel more valued and we begin to listen to each other more effectively.
  6. We are connecting with each other. We are having conversations. Really engaging.
  7. We begin to work together.

And isn’t that what it’s all about?

Tips for internal comms professionals implementing massive change:

  1. Be honest: Radical change is scary and that’s ok. We need to acknowledge our fears before we can really move on. And, giving people permission to be scared is usually enough to quell the fear.
  2. Be transparent: Don’t try and avoid the awkward stuff. I’m a firm believer in facing it head-on, answering any questions and if I don’t know the answer then I’m happy to say that too. Dodging issues is a sure-fire way of killing any trust your colleagues had in you.
  3. Believe in the change: This is not always easy. Sometimes we are asked to do things that we don’t wholeheartedly believe in but we have to do it anyway. It’s our job. If you find yourself in this position, take a moment to understand the merits of the scheme. Think about why it’s necessary and use that as your focus. You can’t expect others to jump on the train if you won’t.