Here are the traits for this organizational character type:
Extraverted – focuses outward, responds to external stimuli
Time to talk about what is going on during the change process.
They want something to do as a part of the change process.
Communication, communication, communication.
They want to be heard – to have a voice in the change process.
They desire action, getting on with it, keeping up the pace.
Intuitive – concerns itself with possibilities, attends to the big picture
The overall rationale – the global realities.
A general plan or direction to play around with and develop.
Chances to paint a picture of the future – to create a vision.
Options – a general direction, but not too much structure.
Opportunities to participate in designing the future.
Thinking – depends on impersonal procedures and principles
Clarity in the decision making and the planning.
Demonstration that leadership is competent.
Fairness and equitability in the changes.
The logic – Why? What are the goals? What systemic changes will there be?
Judging – likes things spelled out and definite, seeks closure
A clear, concise plan of action.
Defined outcomes, clear goals.
A clear statement of priorities.
A time frame, with each stage spelled out.
No more surprises!
Boiling this down into a plan
All of the above can be boiled down into these main points:
First and foremost, explain why you are bringing this to leadership’s attention. Leadership is intuitive and wants to participate in designing the future, but they have to know why compliance is important to the organization.
The plan must be both brief and clear. What are the goals? What evolutionary, systemic changes will there be?
Respect everyone’s time. This communication plan better be edited and any presentation rehearsed. Leadership’s time needs to be respected. Do not exceed any time allocated for meetings.
What is the logic behind the path to compliance. They want to know your leadership is competent. However, leadership will want time to think and talk about what is going to happen and will want input in developing the plan. Giving them the rationale behind the plan will help.
Allow time (during and after meetings, time to respond to messages and e-mails) for listening to other’s perspectives. Leadership and management will want their own chance to paint the picture for you, but only after they’ve internalized it.