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      "text": "BCG has found that it can take up to nine conversations to ensure that key change messages really do stick.",
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      "text": "The hard facts of change—why, what, when, who, and, most important, what is in it for each individual—are the essential components of the conversation, to be sure. But leaders will have to communicate less tangible factors—pride of workmanship, job satisfaction, and self-worth—to win the teams’ emotional buy-in for the changes ahead. After",
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      "text": "Such communication efforts start with active, effective listening to recognize and enlist the most critical stakeholders. These efforts involve much rehearsal of the key messages. The process cannot be rushed and must be repeated, because there is inevitable “signal fade” as the message is transmitted throughout the organization. BCG has found that it can take up to nine conversations to ensure that key change messages really do stick. (See Exhibit 4.) When senior leaders feel that they are communicating about three times as much as they ever thought they would need to, they are probably hitting it right. Moreover, it is really important to communicate in small, interactive group settings.",
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      "text": "form constructive responses. The process of prioritizing and gaining a deep understanding of a select group of stakeholders—in this case, about 1% of the employee base—focused resources efficiently, producing real impact.",
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      "text": "Regardless of how supportive the stakeholders are, respect is pivotal to success in change efforts. But respect does not imply overly inclusive or naively optimistic programs. Not everyone will be—or needs to be—a direct agent of change.",
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      "text": "Of course, engagement is very much about great communication—clear, candid, constant, consistent, and mutual. “Generally, people are not afraid of the unknown. They are afraid of the unexplained. A true leader shines a light on the road ahead to help others see where they are going,” one midlevel supervisor at a US bank said when asked about his greatest frustration in implementing change.",
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      "text": "In the same vein, treating people with respect doesn't necessarily mean being “nice” to them or failing to make the tough decisions. But it does mean being honest with them. Some individuals may not have jobs when the change initiative is complete, but if they are addressed candidly and fully, and given every care and concern in terms of best-practice outplacement, they are much less likely to throw darts from afar.",
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