Building Buy In Nspra

1. Building buy-inSelling change in your organizationBrian WoodlandNSPRA 2011www.peelschools.orgwww.linkedin.com/in/BrianWoodlandhashtag: #nspra11

3. But Brian I am so busy…even when I try to relax…

6. ““Any committee that is of the slightest use is composed of people who are too busy to want to sit on it for a second longer than they have to. - Katharine Whitehorn

8. You need to work at buy-in to break through the clutter, get attention, and build real team commitment

10. ““Commitment unlocks the doors of imagination, allows vision, and gives us the ‘right stuff’ to turn our dreams into reality- James Womack

11. What we will do together...What is buy-in for?

12. A bit about change—and us

13. Get a system commitment

14. Get a yes from leadership

15. A quick case in point

16. Thunderous applause, great evaluations, lunch

17. Good PR starts with relationships, with the public, one-to-one

20. ““Preserve and use the human moment. - Crazy Busy

22. The point of the video…If we want to reveal the smile we need to go past -what we see-to who the person really is

23. Brian WoodlandDirector of Communications, speaker, Dad

24. Adopted son with an adopted sonWrite down-what people see-who you are

25. A “Transparent” MomentYou need to practice grounding

27. Why? Because you are here...Am I missing important Will and Kate coverage?

28. I could use a drink—of water or something.

29. Should I call my spouse?

30. I could sleep for five days straight.

31. When is lunch?

32. Will this get funny soon??About Grounding...an inclusion activity

33. sets norms for humour, participation

34. brings people into the present

35. demonstrates value for others

36. gets brains in the room

37. focuses mental energyWhat we will do together...What is buy-in for?What are you trying to get buy-in for? what is “right” from a PR perspective

38. the superintendent’s vision

39. what is best for kidsWhat are you trying to get buy-in for?what is “right” from a PR perspective

40. Don’t squander your buy-in opportunities with things that just don’t matter—like a staff newsletter!

41. What are the “right things”?Increase openness/transparency

42. Support district strategic plan

43. Do not “sell” district

44. Not about superintendent image

45. Encourage parent involvement

46. Respond to needs of schoolsWhat are you trying to get buy-in for?the superintendent’s visionBy using powerful language, positive communication style, and non-verbal expressiveness, leaders breathe life into a vision. The Leadership Challenge

47. The superintendent’s vision-really?As system leader has role to guide

48. You have role to support, enable

49. Not image-building

50. Not automatically a “yes”

51. Remember role of board

52. Even when you don’t like the idea

53. Even if you don’t like superintendentLike what?“Consult” vs “inform”

54. K-8 vs K-12

55. Student lotteryWithout buy-in, people can’t stand the pressureNeed to build real commitment

56. Staff need to make initiatives their own

57. Takes time to internalize

61. developed with faith groups

62. system expectation that events will be planned based on the dates

63. we have moved, cancelled events that conflicted with faith days

65. Without buy-in, people can’t stand the pressureWithout buy-in no good act can stand up to even one negative voiceWhat are you trying to get buy-in for?what is best for kids

66. What’s best for kids direct support of schools

67. will it help students succeed?

68. research supports

69. What we will do together...A bit about change—and usWe need a common understanding of what “change” means…

71. A bit about change—and us how do “we” feel about change?

72. how do “they” feel about change?

73. what do we do?Do we really notice how much has changed around us...

75. How do “we” feel about change? yes, thank you!

76. we love the challenge, the excitement

77. it’s a rush!Our theme song about change…

78. How do “they” feel about change? no, thank you

79. I said no

80. I mean no.“Their” theme song about change?

81. Quick quiz:What percentage of your time—and that of the senior leaders in your district—is devoted to creating a shared and outwardly focussed long-term view of the future? The average time amongst senior executives is around __ per cent?

82. Answer: 3%Source: The Leadership Challenge, James Kouzes and Barry Posner

84. ““People don’t resist change. They resist being changed!- Peter Senge

85. Top 5 barriers to change (idea-killers)We’ve never done it beforeWe tried that once and it failedWe don’t have enough moneyIt is the wrong time of year 5. Can we talk about it more?

88. ““Change is hard because people overestimate the value of what they have—and underestimate the value of what they may gain by giving that up.- James Belasco

90. Remember the...…

91. What do you think of when I say “the Alamo”?

93. ““If you want to build a ship, don't gather your people and ask them to provide wood, prepare tools, assign tasks. Call them together and raise in their minds the longing for an endless sea. - Antoine de Saint-Exupery

94. Question time:What is our “longing for an endless sea”?

95. ““If there is hope in the future there is power in the present.- John Maxwell

97. ““Hope is the great activator.- ZigZiglar

98. 145,000 students: One picture of the futureGetting to the heart of the matter be passionate about what you believe

99. be the ongoing advocate

100. be willing talk the talk

101. be prepared to take the high road

102. use your communication prowess

103. lead the conversation about learning

104. ““Hope is the foundational quality of all change.- Alfred Adam

105. There are good ways and bad ways to make change happen...

109. ““Changing the attitude and behaviour of people is very, very hard to accomplish. You can't simply give a couple of speeches or write a new credo. If employees don't see the key changes in what you say and do and in your behaviours and mannerisms, it's hard to change the culture. - Thomas J. Neff and James M. Citrin, You’re in Charge—Now What?

110. ““Management deals with the here and now. Leadership looks beyond the present to imagine what could be.- Jim Clemmer, Leader's Digest

113. ““Leadership and learning are indispensable to each other.- JFK

114. What we will do together...Get a system commitmentWhat we say...“R” for research critical part of our RACE work

115. We believe in listening

116. All ideas are good ideas

117. We want to hear other voices

119. And we do for external audiences. But really, we think people in our district should just…

120. The truth is... we just want people to trust in our fabulousness!

121. Why...This is our area of expertise

122. We know what’s best

123. Frustrated by slow pace

124. Some ideas are dopey

125. And the big one..people will love our idea so much they won’t worry that we did not consult..In other words we are...

128. WBI

129. WBIWORLD’S BEST IDEA

130. We are VERY excited about our WBI...WBI

132. We are afraid if we share our WBI internal staff might not recognize our innate brilliance...WBI

134. Bad news. Not everyone will love your WBI.Ever.

135. But the pesky input makes your WBI even better. Always.WBI

136. We need to honour and respect the experience of our internal audiences—seek, award and recognize their expertise

139. Can’t be by coincidence. Need to create formal structures for input.

140. Sometimes we do great works and the fabulous “thing”, “initiative” or even the “WBI” comes back to us like…

142. WBIWORLD’S BEST IDEA

143. Would you like a fast, easy and free way to avoid the boomerang....WBI

144. Create a work team/advisory committeeMeet monthly

145. Agenda input shared

146. Formal representation from principals, vice-principals, assistant superintendents, business

147. Minutes posted online

148. Test ideas out, get feedback

149. Hear how things are on the ground

150. Builds buy-in. Big time. ““Breakthrough innovations depend on ordinary people bridging their expertise and building their communities around their insights. - Kathleen Eisenhardt

151. Remember to pay attention to all system leaders…

152. ““Leadership is action, not position.- Donald H. McGannon

155. What we will do together...Get a yes from leadership

156. Us

157. Over-eager

160. Them

161. Super factual

164. There is a missing comma on page 63, paragraph four, line 12...

165. So that makes us worry our leadership team meeting experience will be less this…

167. And more this…

169. Get a “yes” from leadershipBe part of the “ring of fire”

170. Do a good job

171. Welcome input-don’t take personally

172. Know rules

173. Watch your language

174. Know you will not win them all

175. Be prepared

176. Talk kidsGet a “yes” from leadershipBe part of the “ring of fire”Are you at the table?

177. Your role—take it and communicate it as directed. Period.YOUThe unofficial org chart“The Action”Decisions, interplay, discussions, arguments

178. At the table in PeelOn senior teamon executive committeeat private session of boardon contingency teamsat director’s councilpart of the ‘learning side’ of the organization

180. Ways to get to the table___ become the organizational expert on crisis and crisis planning__ when you attend, be insightful__ find reasons to come to meetings__ find a buddy__ leverage successes__ read and share__ become a good predictor/issue watcher__ always know the news__use other districts as a rationale__ don’t take no for an answerYour ideas...

181. NOSay NO to NO!

182. Get a “yes” from leadershipDo a good jobDo you sometimes find yourself in the “usual” roles?

184. Not this…

185. Question: What is the role and value of you as a school district PR person?

198. On ounce of prevention… Unless you are:A voice at the table

199. Focussed on learning

200. Part of the learning team

201. Integrated into the organization

202. Seen as more than a frill or budget cut fodder

203. Then you cannot build buy-in.Question time... What is your “C” level in the district?

204. CredibilityWhat do we want most as professional communicators in education? (quick tip—not a cool new mug!)

207. ““The pinnacle is that of a trusted advisor, in which virtually all issues are open to discussion and exploration. The trusted advisor is who we turn to when an issue first arises.- The Trusted Advisor

208. Why they should NOT listen to you you came from the public sector, or straight from college... You really know nothing about education, and I don’t even believe this “PR” thing is a profession, so I will do what I think is best

209. You came from the private sector as a trained communicator... You don’t get education, and you never will. You never worked the frontlines, so I will do what I think is best.

210. You were a teacher in the system... You don’t know anything that I don’t know, so I will do what I think is best. So, how do you become the trusted advisor Win awards

211. Get your APR

212. Manage crises and issues superbly

213. Stay focussed on what matters to your district

215. The communication department’s work is focused on service to schools and their staff Janet McDougald Chair of the Board Peel District School Board

216. Late breaking news…I do not have a strategic communications plan!

219. Sometimes put your leadership team or board through a stress test!

220. ““We are willing to pay an expert hundreds of dollars an hour for advice, but we're unwilling to pay ourselves the courtesy of trusting that our own instincts and knowledge can guide us to successful completion.- Eric Maisel

221. Get a “yes” from leadershipWelcome input-don’t take personally

222. Super factual

223. Even brutally honest feedback makes us better—to a point…

225. With so many team players and cheerleaders the brutally honest make us better. Really.

226. Someone needs to tell you about the missing comma...

227. ““Leaders learn by leading, and they learn best by leading in the face of obstacles. As weather shapes mountains, problems shape leaders.- Warren Bennis

228. Get a “yes” from leadershipKnow rulesUnderstand the structure, rules of engagement and how group works together…

230. Ask..how is agenda structured, where am I on the agenda, who else is on the agenda, how and when are questions taken, who is there, how much/little background etc.

231. In other words, know the secret handshake, or hand gesture…

236. Why not just have the superintendent tell them we are doing it…

237. Get a “yes” from leadershipWatch your languageDon’t let the wrong words form a barrier to getting ideas through leadership council in a “presentation”

241. Watch your wordsJournalism

242. Gotcha Journalism“Is your item for information, dialogue or discussion...”

243. Get a “yes” from leadershipKnow you will not win them all

244. If only every idea—no matter how un-sellable—was this easy to sell to senior team

246. We believe our communication skills will prevail, but some ideas aren’t sellable…

248. Get a “yes” from leadershipBe preparedBe prepared, be calm, be ready. Not…

250. If under pressure you sweat, lose track of words, flush red, sob uncontrollably—don’t. And be ready.

253. Don’t have a missing comma on page 63, paragraph four, line 12...

255. And being prepared means if you don’t have the right answers, you have the right questions

257. ““Questions wake people up. They prompt new ideas. They show people new places, new ways of doing things. They help us admit that we don’t have all the answers. They help us become confident communicators- Leading With Questions

258. Get a “yes” from leadershipTalk kids““To work in the world lovingly means that we are defining what we will be for—rather than reacting to what we are against.- Christine Baldwin

260. Students need this and………..………………………………….…………………………………….………………………….for children.

261. ““Change the world—one conversation at a time… It is not enough to be willing to speak. The time has come for you to speak. Your time of holding back, of guarding you private thoughts, is over. Your function in life is to make a declarative statement.- Susan Scott

263. Speak your mind—even when your voice shakes.

264. What we will do together...A quick case in point5 horrifying, jaw-dropping ideas to shut down your senior teamLet’s open up Facebook for all students and staffLet’s post senior admin and trustee expenses onlineLet’s publish our school-by-school violence statisticsWe need to develop a policy around washroom use by transgendered students and staffLet’s change the board logo

265. About our culture generally do not like change

266. thrifty

267. PR-averse

268. process is their friend

269. site-based resistance to direction from centre

270. of 20,000 staff, 19,998 think they are designersLogo dated from creation of the original Peel County Board of Education in 1969—and it looked it.

272. 145,000 students: One picture of the futureAbout the (beloved) old logo created 36 years ago for the Peel County Board of Education

273. survived four name changes

274. is a big “P” and says our names starts with P

275. was not used consistently, not on school letterhead

276. not on one of our 221 “branches”

277. people had an unnatural affection for the “P”--especially my most senior people with all the power, influence, control over my destiny

278. reviewed (unsuccessfully) in 1991

279. The “big P” did not reflect our changed board or brand

280. 145,000 students: One picture of the futureHow we did it start at the top

281. listen--and use process as product

282. build buy-in/relinquish control

283. focus launch resources internally

284. remember external audiences/opinion leaders

285. leverage successesOur key message:Peel District School Board deserves a consistent visible identity(the message was not that the old identity was terrible)

286. One picture of the futureOur key message:New signature of the Peel District School Board declares our public commitment to help all students succeed

288. build ownership/relinquish control

289. listen—and use process as product

292. leverage successes145,000 students: One picture of the futureStart at the top brought to full board

293. not under the radar—high profile

294. involve most senior people on “blue ribbon” committee

295. brand the branding—Picture the Future

296. deal with concerns before they become stumbling blocks(25 year club, heritage)

297. represent the system

298. get it approved and process definedOne picture of the futureFuture Committee:Director, chair, two trustees, superintendent of education, finance superintendent, appointed elementary principal, appointed secondary principal

300. build ownership and capacity/relinquish control

301. listen—and use process as product

304. leverage successes145,000 students: One picture of the futureHow? committee members always spoke first

305. no pre-meetings—ever

306. made personal commitment

307. listen to advice—even if not what I thought (How many balloons?)

308. use their voices

309. facilitate--don’t direct

310. do not underestimate—help build capacity(hotel room/fashion examples)

311. make it fun/worthwhile/valuable145,000 students: One picture of the futureHow we did itstart at the top

313. Listen—and use process as product

316. leverage successes145,000 students: One picture of the futureProcess is my best friend system likes process—comfortable—so use it

317. start with RFP—reviewed based on criteria

318. six companies invited, four presented, two reference checked

319. committee made choices—had total ownership at each stage

320. many times where more info was needed about design etc.

321. choice made was unanimous145,000 students: One picture of the futureAbout our culturegenerally resistant to change

322. thrifty

323. PR-averse

324. process is their friend

325. site-based--resistance to centre

326. 20,000 staff, 19,998 think they are designers145,000 students: One picture of the futureHow do you create a logo—I mean visual identity—without definition of organization need/brand consult—ask

327. extend “branding brand” with Picture the Future survey

328. Use info to separate personal opinion from organizational need

329. remember that process is their friend

330. test on most senior—then change—and feedback

331. make survey be seen as neutral

332. leave nothing to chance

335. Survey was a successSurvey was a successover 500 people responded—unions, senior staff, trustees, parents, school councils, faith leaders, community agencies, business leaders, teaching and non-teaching staff, mangers, students

336. agreement on words

337. old “P” did not reflect our board/brand

338. distinct design direction given

339. useful info—comments re heritage of old logo

340. guided committee at each step—words put on boards around room at each meeting

341. through process defined our brand—for the first time145,000 students: One picture of the futureWhat they saidThe Peel board is student-focussed, diverse and progressive.

342. The tone should be fun, youthful and modern.

343. The identity should be bold, simple, timelessand make use of a symbol.145,000 students: One picture of the futureNow over to Hambly and Woolley Inc. brought ten fully-rendered designs

344. committee asked for three to be refined

345. narrowed to one—many revisions

346. lively discussion but words were guide for what to choose, decide

347. brought up core questions about our brand—big or little, for example

348. involved a “journey”—some loved it logo—some not—all came to love it 145,000 students: One picture of the futureAnd the winner is...presented to board June—18 months after start of process

349. presented in private session

350. all committee members spoke

351. shared the journey

352. started with words

353. unveiled—then explained logo

354. then gave sample pieces—portfolio, cards, letterhead

355. Approved! Applause! When do I get my hat?

356. keep it secret for three months!!Nothing left to chanceNothing left to chance Report of the Picture the Future Committee-In-CommitteeJune 14, 2005Brief Overview – Brian Initial Process – Brian Survey Results – BrianDesign Process – Barb & BobHeritage and Preservation of the 'P' – Barb & BobReview Process – Rani & JudyLogo Unveil – Barb & BobElementary – Hazel Secondary – ScottStaff – ConnieCommittee Stands Behind Logo – Jim Questions – Jim/BrianMotion – JanetRollout After Approval – Janet

358. One picture of the future

361. 145,000 students: One picture of the futureHow we did itstart at the top

366. leverage successes145,000 students: One picture of the futureUse existing, expected event for launch start-of-year speech became our big gamble

367. command performance for all system leaders

368. talked to committee—gathered ideas

369. each member had a “thing”—van, balloons, display system, pen, pin, briefcase

370. we decided to build on that with a “something for everyone” strategy

371. integrated committee into event

372. logo launch—secret centrepiece of speech

373. all materials “hinted” at logo in advance145,000 students: One picture of the futureAdvance material hinted at visual identity, speech laid groundwork by focussing on importance of first impressions

375. 3 Questions

376. 3 Questions

378. One picture of the futureUnveiling the new visual identity for Peel DistrictSchool Board—video provides concrete, not abstract, message and connection

381. New signature of the Peel District School Board declaresour public commitment to help all students succeed

382. Leaders given material to deliver the message copy of video

383. speaking notes

384. q and a

385. exact instructions and timeline

386. call to actionOne picture of the future

388. 145,000 students: One picture of the future“Something for everyone” means everyone chocolate business cards

389. launch kit with briefcase, pen, pin, video, all key publications usually have to wait for

390. unveil of new vans

391. new display systems

392. balloons--a big seller

393. told of external launch

394. lunch bags for frontline staff at separate event

401. 145,000 students: One picture of the futureHonour internal audiences we say our internal audiences will always have information first

402. no surprises policy

403. event on Wednesday, holiday on Monday, public launch on TuesdayHonour internal audiences leaders had video and notes to use before Tuesday launch

404. all staff received launch mailer before public

405. launch mailer—committee member idea—”I wish people could think about the words before they saw the logo”

406. at least 70 per cent of principals showed video—our goal was 50 per centHonour internal audiencesmailer shared “the journey”

407. Idea of committee member

409. 145,000 students: One picture of the futureExternal audiences-opinion leaders opinion leaders (politicians, community agencies, faith leaders, boards of trade members, other communicators, media, ministry of education, etc.) sent launch mailer

410. sent in custom envelope that reinforced message

411. directed to www.peelschools.org for more information

412. we sent 5000145,000 students: One picture of the futureExternal launch—used existing media opportunitystart-of-school is a natural time for media stories—but lots of competition,

413. we launched at our new Oscar Peterson Public School—with Oscar Peterson

414. unveiled first school sign, played his music

415. gave media all information—including cost

416. connected first with local media and with issues management at ministry

417. second launch in Brampton

418. TORONTO STARSEPT. 7, 2005

419. MISSISSAUGA NEWSSEPT. 7, 2005

420. BRAMPTON BULLETIN SEPTEMBER 8, 2005

421. 145,000 students: One picture of the futureExternal audiences-beyond the launch camera-ready article for parents

422. www.peelschools.org electronic version of launch mailer, teaser emails

423. integrated into events/speeches

424. asked all principals to talk to school councils145,000 students: One picture of the futureHow we did itstart at the top

429. leverage successes145,000 students: One picture of the futureSeek out opportunities to build on the success, continue with momentum, see the transformation of simple things into powerful brand extensions

438. 145,000 students: One picture of the futureSome measures of success the logo was approved

439. no criticisms/issues

440. exceeded all communication objectives/targets

441. we cannot keep up with demand for items

442. no use of old logo--within a week

443. new logo is used consistently

444. now rolling out standard school signage and letterhead

445. won two major awards

446. Some feedbackI love the logo. Great job on the launch! – reporter, Mississauga News This was the best start of the year event we've ever had. Everyone loves the new logo. – Superintendent of Education The launch was masterful. This project has been the highlight of our professional careers. – Co-owners, Hambly and Woolley Inc.The success of the logo is all about the fact that the committee felt valued and honoured. Our input was welcomed. You and your team have much to be proud of. You're the best in the country. – Chair of the boardWho could not love this logo? It makes you smile every time you see it. – Ontario Public School Boards' AssociationI showed my staff the video. It tells everything you need to know in two and a half minutes, and they love the logo.– secondary school principal

447. 145,000 students: One picture of the futureI don't think anyone could have imagined a launch as successful as this one. The system has adopted the identity as their own.– Director of EducationI love the new logo. Can I get pins for my whole school staff? – elementary school principalI want to congratulate you on a job well done this morning. The venue was great, and it looked fabulous when you entered the building. I think everyone was hyped up by the time they left.– Peel board employeeIt (the logo) immediately delivers a warm message that we are a caring board. I am proud to be a part of this board.– secondary school principalI think it (the logo) reflects the curiosity of young students and how they're looking ahead for knowledge. I also think it shows the way a school board should be.– parent

448. 145,000 students: One picture of the future

451. A last word…Never forget that even the smallest acts of kindness by each of us can have a major impact on the lives of the children we serve…

453. What we will do together...Thunderous applause, great evaluations, lunch

Building Buy In Nspra

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