What’s the frequency, Kenneth… of your company change messaging?
There are some heavy lyrics and serious societal inferences in REM’s 1994 classic, “What’s the Frequency, Kenneth?”.
According to Michael Stipe, the author and singer, it was at least partially about different generations trying to understand each other.
I believe the question posed in the song’s title can also serve as a useful framework and reminder for leaders navigating difficult changes within their organization.
OK… What’s frequency?
Frequency through an advertising-industry lens
Decades ago, soon after embarking on a career in advertising sales, I was taught a foundational aspect of measuring a campaign’s output: “reach and frequency.”
- REACH: Total number of people exposed to your message
- FREQUENCY: Average number of times each person within that audience saw the ad
In those days, we tried to get at least a 50% reach and 3-5 frequency, meaning half the people in a designated demographic and geographic area would see the message 3-5 times. Voila! Hit those minimum targets and you have a shot at a potentially effective campaign.
Fast forward to today. With the bombardment of advertising from seemingly unlimited sources, the ability to stand out and have your message received and understood is infinitely harder. Depending upon whose counsel you seek, the required “frequency” may be 15-25 times, or even higher.
(Seen any auto insurance companies recently that believe in high frequency of ads?)
Now consider “frequency” in your company messaging
In my experience as a leadership consultant, I have come to the realization that leaders should apply their own version of reach and frequency measurement when they roll out significant changes organizationally.
Often executives focus on the big “reach” moments and stop there. They make an announcement of something new in an all-team meeting, or company email or video, and complement the effort with a polished and bounded handout.
That’s the tip of the iceberg.
We must remember that change is not an announcement. Rather, it’s a long series of conversations. Harder still, change happens one person at a time. So, leaders must bake in a plan to augment their “reach” conversations, where they tell the whole team of what’s coming, with ample small group and individual conversations — the “frequency”.
Leaders should apply their own version of reach and frequency measurement when they roll out significant changes organizationally.
Further, we must think about crafting the message to each stakeholder, based on what their individual and specific “win” might be to support the change. This is not to cow tow to every single person’s agenda or whim. Quite the opposite. By figuring out what the win is for individuals we can accelerate adoption. Support grows more quickly, and forward momentum proliferates.
Change is not an announcement, it’s a long series of conversations. However, by figuring out what the win is for individuals we can accelerate adoption.
Essentially, it’s worth the investment of time to slow down and think about your messaging to individuals. Sometimes these individuals become our best change agents. Think: People don’t follow the leader — they follow the first follower.
“But I’ve already had this conversation a million times”
Avoid the other common mental trap I see most leaders wrestle with daily:
Even though YOU, as leader, engaged in the change conversation scores of times, remember that other stakeholders might be hearing it for the first time. YOUR frequency does not equate to THEIRS.
YOUR frequency does not equate to THEIRS.
And how are you employing a team effort to your communication strategy? Is every leader in the organization prepared to fight the “frequency” battle? Are they armed with information, talking points, ample time for conversations, and the mentoring/coaching skills necessary to guide others?
Also, have we earmarked sufficient latitude, time, and bandwidth to see this change through to fruition — or are we just charging ahead into the next important change?
Put on some REM!
The next time you’re firing change at your stakeholders, asking them to reach new plateaus, realign to changing market conditions, or simply to stay relevant, ask every leader in your charge the same question: “What’s the frequency, Kenneth?”
If the answer (i.e., the number of conversations) is not at least in double digits, then you’ll be stuck like Mr. Stipe, lamenting the lack of motivation, understanding, and progress between groups of people.