To Get Employees on Board with Change, Tell Them How They Benefi

December 14, 2018
To Get Employees on Board with Change, Tell Them How They Benefit
Change can create uncertainty, instability, and stress for your team. To get people on board with a change, and to ease them through the transition, it’s helpful to clearly articulate the meaning or purpose behind it. Start by crafting a narrative that explains the big picture: why the change is important and how it will positively affect the organization over the long term. Be consistent with this narrative; all of your communications should tie back to it, reiterating the case for change and presenting a compelling vision for the future. Sometimes you won’t have all the answers about the situation, so be honest about what you know and candid about what you don’t. Tell employees that you are committed to communicating openly and transparently, and will follow up as soon as you know more. And don’t forget to articulate how the change will benefit them. If team members understand what’s in it for them personally, they’re more likely to commit.

Adapted from “Don’t Just Tell Employees Organizational Changes Are Coming — Explain Why,” by Morgan Galbraith

To Pitch an Idea, Take a Lesson from Hollywood Screenwriters

December 4, 2018
To Pitch an Idea, Take a Lesson from Hollywood Screenwriters

When Hollywood screenwriters pitch their movie ideas, producers are typically listening for a logline: one or two sentences that explain what the movie is about. If there is no logline, more often than not, there is no sale. This is a valuable lesson for business leaders trying to answer basic, essential questions: What does your startup or product do? What’s your new idea? You should be able to respond in a compelling sentence that is both easy to say and easy to remember. Identify the one thing you want your audience to hold on to. The iPod, for example, was “1,000 songs in your pocket.” A sales rep for a large tech company might focus on savings: “Our product will reduce your company’s cell phone bill by 80%.” Your logline should specify the problem you’re solving and give people a story they can take to other decision makers in their organizations.

Adapted from "The Art of the Elevator Pitch," by Carmine Gallo