Key factor communication

There are no pure IT projects. Projects (system implementations, optimizations, developments) are always integrated into the context of business management (processes, functions, procedures) and people (decision-makers, users).

IT, business management and people are mutually dependent and influence each other. They are equally important aspects of work. At Pikon, we call this the 3-point approach.

3-point approach

Communication and motivation are closely linked. But how does motivation actually arise? Psychology provides various models for this. I like the following "meaning - autonomy - recognition" approach best:

This means that people can only warm to a project if they understand its purpose. They need their own scope for creativity. If the prospect of recognition is added to this, important conditions are met for people to solve even difficult problems in a project.

Communication is the vehicle for this. Here are two suggestions for videos: In his article "How great leaders inspire", Simon Sinek describes both clearly and vividly why we need to understand the purpose of a project in order to be able to follow a cause.

Sinek offers three completely different examples: the Wright brothers, Martin Luther King and Steve Jobs. Another video ("The surprising truth about what motivates us") is by Dan H. Pink. He also shows in a very clear way why the factors mentioned above influence our behavior much more than material factors, for example.

Seven steps

But how do we get from these abstract preliminary considerations to a concrete concept for successful communication? The following steps can be used in any project:

• Preparation: 360-degree analysis, convey meaning, explain effects, create atmosphere
• Implementation: Intensification and emotionalization, messages + channels, monitoring

360-degree analysis

Preparation begins with the question: Who in the company has what view of a project? Different people in different functional areas look at the same thing with completely different eyes. There are also very different views between hierarchical levels. When preparing communicative measures, it is particularly important to take a thorough look at these individual perspectives. The "wall of truth" is used for visualization. The key attitudes and opinions on a project are documented on a flipchart. These can be determined beforehand in short interviews along the lines of "What now, Ms/Mr X?".

Convey meaning

The central question is: Why are we doing this project? It is important not to skimp on the answer. The purpose of a project is not to save costs or optimize throughput times. These are necessary results. But the purpose is derived from the general mission of the company. It is about the conviction as to why this project is necessary. This can be formulated briefly and concisely in a mission statement.

Explain effects

The necessary changes give rise to many questions for those affected and those involved:

• Does the project benefit our company?
• Does it benefit its employees?
• What is improving?
• What is deteriorating?
• What does it mean for me personally and my work?

In most cases, not all or not all of these questions can be answered 100 percent. This in turn gives rise to resistance, which is personal and complex. In discussions between colleagues, these aspects often reinforce each other.

One of the reasons for this is that people obviously find it easier to imagine the dangers and risks associated with change than the potential and opportunities.

It is therefore important to anticipate as many lines of resistance in the company as possible. A good way to do this is to describe the effects of the project as precisely as possible. Proactively providing cause-and-effect relationships ensures transparency and traceability and helps to reduce resistance and fears.

Example: If we work with an SAP system in future, sales between legally independent units of our company will be considerably simplified because fewer documents will have to be created manually.

We want to use the capacities that are freed up to maintain customer relationships. Fears and resistance can also be countered by explicitly stating what a project does not want to achieve (e.g. job cuts, site closures).

Anyone dealing with effects should not forget about side effects. This requires a great deal of empathy and the awareness that dealing with them does not hinder the project, but ultimately promotes it.

If I know what side effects the employees are dealing with, I can find appropriate remedies. This requires creativity and new ways of thinking. Eva Reinhards, a communications consultant from Saarbrücken, for example, set up a helpline for project staff in one project.

The employees could go there with anything that was bothering them. For example, if the children could not be picked up from daycare due to project-related overtime.

Create atmosphere

The biggest weakness in project communication is the focus on figures, data and facts. These are important - but not enough. In other words: A good factual core is a necessary but not a sufficient condition for winning communication.

The aforementioned videos by thought leaders Simon Sinek and Dan H. Pink show that people cannot be won over by purely factual messages or material incentives. Rather, motivation is achieved through emotional factors.

That's why good project communication can and must also be emotional. But how can this be achieved? One effective way is to have charismatic managers who can use an emotional approach.

Just think of many top soccer coaches such as Jürgen Klopp or Jürgen Klinsmann. Of course, you can't force it. Many managers belong to the rational faction and should not force themselves to become motivational artists.

On the other hand, they should not deny this connection and look for other people to take on this role. They can come from within the company. However, it has also proven to be a good idea to invite an external speaker to a kick-off meeting.

Let's not misunderstand each other - it's not about an external person presenting the project plan. The external person should simply give "their" presentation - on the topic of motivation, for example. Athletes or artists are possible candidates here.

Such appearances create a completely different atmosphere. If a dialog is then initiated with those affected, if group work, workshops or "hearings" are held to discuss what should happen in the project, what the expectations of the company or project management are and what support is provided in the project, then a project starts in a completely different way than usual. Employees always perceive this as appreciation and are happy to report it.

Messages + channels

Events are an important factor in emotional communication. However, it is also important to sharpen the messages and convey them clearly. Another point is to communicate the content in a coordinated manner across different media and channels.

Which channels are possible and useful depends on the size and importance of the project for a company. In large projects, video messages can be used in addition to the traditional channels (project newsletters, information meetings, articles in the company newspaper, poster concepts).

But originality and innovative strength usually don't have much to do with size. There are also small, very innovative concepts that can make project communication exciting.

For example, workshops can also be held in the form of so-called bar camp concepts. The participants meet there and decide on the agenda together by shouting.

Such concepts are very much geared towards the participants' need for information. One of the most important points is that project communication is handled by a person who otherwise has no role in the project.

This work cannot be done "on the side" by project managers. It is important that the communicator has the right distance to the project. Only then can they recognize important correlations and take countermeasures if necessary.

Many people may now ask what all this costs. The honest answer is that well-crafted communication does not come for free. The counter question is: What does it cost to do without effective communication?

Monitoring

Communication thrives on continuous improvement. Monitoring can be carried out in a similar format to the 360-degree analysis at the beginning. Now the question is: "How did you experience the project and how satisfied are you with the results?"