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What's in it for Me? undefined Now  that you created a vision for your company, it's time to communicate  it

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What's in it for Me?

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Now  that you created a vision for your company, it's time to communicate  it. Using the guidance from Kotter Chapter 6, identify two different  stakeholders from different departments and explain how your proposed  change will impact them and what's in it for them. 

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Dear Dr. Agler & Classmates,

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Two  areas affected by the change to our call center is our retail branch  teams and our e-Banking services team.  Modifications to Call Center  processing by development of a virtual branch impacts the customer  experience.  It is important these teams of associates understand the  proposed changes to internal operations processes and the customer  experience (1, Welch).

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• Be understandable by everyone affected 

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Communications  need to be focused, simple, consistent, and flow to each level of our  associates (1, Kotter).  Ideally, the leadership for these departments  are included as part of vision development as well as development of the  communications plans.

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We  communicate through guiding coalition participation, private meetings,  strategic plans presented during town halls, our quarterly newsletter,  weekly emails, project implementation team meetings, and seek feedback  through round table discussions before, during, and after  implementation.

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• Explain the rationale for change 

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The  retail branch teams and the e-Banking services team understand the  benefit of associates.  Some benefits include, but are not limited to  customer support during non-standard hours of operation and the  additional of self-service options.  These enhancements facilitate  steadier customer contact flows and minimal customer dissatisfaction.  

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• Address the "What's in it for me?" question 

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The  strategic development of the Call Center to a virtual branch will  improve the quality of work for our branch and e-Banking associates as  it will provide self-service capabilities to our customers which will  improve the customer experience overall.  It will also improve cadence  of inbound customer inquiries by providing a steady flow of customer  volumes.  Lastly, customers will learn the benefits of self-service over  time.  This will allow branch and e-Banking associates to focus on high  value rather than transactional tasks.

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• Clearly communicate the danger of not making a change 

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Hoping  customer behaviors will return to pre-pandemic patterns is not an  option.  Customer preferences have changed in most markets.  If we do  not meet our customer’s needs, they will seek out a financial  institution which will.  This is especially true of those in the younger  demographics (3, Diebold Nixdorf). 

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• Be based on facts, or a strong case that you support well 

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Teller  transactions dropped 40% during the pandemic while digital check  deposits have increased 13% during the pandemic (3, Diebold Nixdorf).   Call center transactions increased, on average, by 50% during this  timeframe.

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Consider  your style for dealing with change, as revealed in the CSI Assessment  that you took in Week 4.  Looking back at your message, how do you think  your CSI style affected your communication to the stakeholders?

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My  style is that of a pragmatist with conserver tendencies.  My style  indicates I do not pursue change for the sake of change.  I will embrace  change and pursue change when it addresses specific real problems (4,  Change Style Indicator).

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Have a great week!  Best regards, Ellen

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Sources:

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1. Jack Welch.  2004.  Winning. 
2. John P. Kotter.  2012.  Leading Change. 
3. Diebold Nixdorf.  April 28, 2021.  What are we learning about the financial services industry during the global pandemic?  
4. Change Style Indicator. 1995.  MHS. 

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