Schlagwort-Archive: Communication plan

What makes a result good?

After the transition of the professional world due to the knowledge and service society as well as the shift of simple tasks to overseas, more and more employees are again providing one stop tasks. They do not only have to perform subtasks, but deliver results.

  • They develop new concepts.
  • They manufacture a complete product.
  • They distribute their products in a certain region.
  • They take the responsibility for a complete operational sequence.

These activities need a good understanding of the deliverables that have to be created. For this reason, it is important that you realize what makes a result good.

Ergebnis

It does not matter, in which field the results are needed. Common to all goals are expectations and the publication that the goals and expectations are met.

  • Fulfilled goals
    Goals are attainable places or conditions, which describe the requirements for results and induce the necessary changes at a certain point in time. The goals are negotiated at the beginning of an initiative between clients and contractors. Above all, contractors should ensure that they can deliver the required deliverables. Eventually, it is crucial to meet the goals.
  • Fulfilled expectations
    The expectations are goals that are substantially more difficult to grasp, since they are rarely formally defined – if at all. It is a matter of the acts that the expecting people hope for, certain results that they wish for or the consequences that result from the initiative. In order to know these expectations, it is essential to ask the stakeholders. On this occasion, expectations can be adjusted or taken into account within the planning. Eventually, it is important to fulfill at least the recognized expectations.
  • And everybody knows it
    It is not sufficient to deliver the agreed achievements. At the same time, you should worry about the fact that everybody, it means the concerned public, are informed. Eventually, the best results are those, who are recognized.

In order to get good results, the following aspects should to be considered.

  • Making goals SMART
    Understandable results that are free from ambiguities facilitate the fulfillment (see also: Smartifikation).
  • Consider stakeholders
    After getting an overview of the stakeholders, personal conversations provide clarity concerning their expectations.
  • Keeping everybody up to date with a Complan
    The right time to create a communication plan is already at the beginning of an activity. The measures should take place during the execution and especially in the end.

Bottom line: Good results consist of technical outcomes that were described with smart goals, as well as satisfied stakeholders and an open information policy.

The first 100 days

Personal changes result from the search for new challenges, the getaway from unwanted tasks or simply due to organizational change. Everybody is affected. People, who take over the responsibility for a team, a new department or a new company, ask regularly, how to start the new task – especially within the first 100 days.

100 Tage Radar

By far the most important thing is to suppress the urge of wanting to act immediately. On the one side, before the start the overview of the new area is missing, even with best preparation. On the other side, the employees, partners and other stakeholders expect that the new boss introduces as a start her-/himself and have them explain the current circumstances. Blind actionism leads to unsustainable results. It prevents the opportunity to become familiar to the new task and creates even resistance. It would be a mistake to assume that this time might be wasted. Quite the contrary. This radar provides insights in the first three months that will help in the long term to fulfill the new tasks. The following activities require full attention.

1)       Identifying the expectations of the stakeholders
These internal and external stakeholders influence the new tasks. The best solution is to create a list of the stakeholders to ensure that nobody will be forgotten. Expectations are then discussed in personal dialogues. This creates at an early stage a relationship that will be an advantage in the future for both sides.

2)       Describe the business model
Each team, department and company has a business model (including the deliverable concept, the earning model, the value creation process, the involved network of people and organizations, the resources, as well as the communication and the coordination). The first 100 days will potentially be the last opportunity for performing a walkthrough of the business model.

3)       Plan the communication
The structuring of the internal and external reconciliation and exchange of information has a huge influence on the results of the following months. For this purpose, respective measures should be planned (i.e. what, with whom, how, at which frequency will be communicated) that cover all channels – publications, events and regular meetings with superiors, employees and partners.

The basis for accomplishing the new task during the following months and years is created within the first 100 days.

Support for the first 100 days you find here: First100.