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Communicating The New: Methods to Shape and Accelerate Innovation by Kim Erwin

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OBJECTIVES AT THIS STAGE

Build a network of collaborators and contributors.

Profile constituents to better tailor content and engagement.

Surface organizational dynamics that limit The New.

When the strategic shift requires a big, bold move—a transformative pivot—then the toughest sell may be inside your own organization.

—Andy Parham, CEO of Bick Group

If you resonate with Andy's thoughts, you are in good company. This is the number one identified communication objective among executives and managers in the executive education sessions I've been part of. Other commonly expressed variations include:

“How do I get the organization to buy in?”

“Getting my people to embrace change is a constant battle.”

“I gave them a presentation with everything laid out. Nothing happened.”

The last quote is particularly interesting because it comes from a high-ranking official in the U.S. Army. He had invested his time crafting a PowerPoint that detailed important shifts in strategy that needed to be implemented. This occurred in the context of the Army, where hierarchy is absolute and orders are to be executed. And yet “nothing happened.” How is it that powerful ideas and important information often fail to engage the very people who need it most?

“The biggest mistake in communication is assuming it has occurred.”

These words of George Bernard ...

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