Leading Change at Clear Channel
Clear Channel is one of the UK’s leading Out of Home media owners, continually finding innovative ways for brands to meet and engage people while they’re out and about.
Clear Channel has always been an innovator, and as the industry moved towards digitisation, they needed leaders and managers to evolve their outlook, their business proposition and the way they work, in order to continue to lead the way.
In early 2017 Agents of Change were tasked with delivering the change Clear Channel needed to succeed. We were appointed to design, deliver and evaluate a culture change programme called Creating the Future, Together, aimed at bringing together the energy, open minds and hands-on pragmatism of employees at all levels to create the culture of the future.
The programme addressed the full spectrum of change levers from creating and communicating a strong strategic narrative to articulate why change was needed through to building capability in leading self and others through change to embed agility into the core of the organisational culture.
Forming a project team with key individuals from HR and the wider business, we sought to understand the current landscape, the challenges facing the participants, the key measures of success as well as any factors that might inhibit success.
We discovered that depending on where in the business you sat, your experience of change varied hugely from being in the thrust of it to being unaware of any need to change. This helped us understand that the programme needed to flex to meet different needs, to support change for some and create a readiness for change for others.
It was determined that the programme was to be positioned as an aspirational development opportunity for managers, focused on agility rather than change, offsetting potential resistance (“I don't want to be ‘changed’!), enabling managers to step back and explore ways they could reconfigure their approach based on new frames of reference.
We worked with the internal team and key stakeholders from across the business to help us create and test a framework for a change programme.
Due to the organisational wide reach and ambition of this programme we needed to ensure that we engaged across levels and functions.
Firstly we engaged the leadership team to sponsor and support the change from the start. They were bought into the need to drive change from a business perspective but we needed them to support the behavioural change aspects so that this transformation in approach is credible and worth focus.
We helped leaders to create a clear and compelling narrative for the organisation and the change it faces, from its origins, through recent past, and into the future
We galvanised support and ownership of the programme with a clear sense of direction and accountabilities
We helped them identify key behaviours and their role in modelling them
We needed to ensure the programme speaks in a way that resonates for its audience, so we worked with a diagonal cross section of managers to explore how to articulate core messages and build reference to real-life examples in the roll-out. We tested the narrative created with the leadership team and the Creating the Future, Together workshop, collaborating with them to refine them and ensure they would connect with the intended audience.
Participants became champions of the programme and started to build buzz.
Finally we were ready to launch the programme to the target audience. We worked with the client to design a bespoke communications plan that would guide and support people through the transformation journey. Involving the leadership team and programme champions we built interest and buzz around the programme in the month leading up to its launch via webinars, face-to-face meetings and print media.
In order to maximise impact we created a highly-personalised, pragmatic workshop that enabled leaders to focus on and address their personal challenges with regards to change. The Creating The Future, Together programme was delivered over a 6-month period and involved the following interventions:
We asked all managers to complete a bespoke online diagnostic to assess their comfort with change in advance of the programme. This brought change front of mind for managers and got them thinking about their own performance/capability in advance of the workshop.
This also provided a benchmark to the effectiveness of the programme, so we could assess the transformation in terms of both confidence and ability over the 6 month period.
Creating the Future, Together Workshop
In this highly pragmatic workshop we encouraged participants to focus on real world experiences so they were able to relate theory to their daily practice and pinpoint the development they needed beyond the workshop. This created tangible outcomes for each individual.
In mixed cohorts from across the business, managers attended a 1-day workshop along with 2 members of the Commercial Leadership Team and an Exec Sponsor all of whom played active roles in providing context and commitment to developing as individuals and as an organisation.
The workshop was designed to explore the tools, techniques, skills and behaviours that create agile leadership and culture.
The challenge with any development or change programme is making it stick. We employ Nudge Theory to ensure new habits start to form and participants remain focused on their goals throughout the change journey.
Webinars were used to extend the learning beyond the core workshop, pulling out different aspects and providing pragmatic activities that participants could action immediately.
The CTFT Portal
A specific CTFT portal was created to allow the participants to access and share thoughts on a range of supporting materials, challenges and workshop contents. Delegates were able to access all the material at their own convenience, with new material being added as the programme continued.
Manager Lead Team Cascade
After the workshop, each delegate was tasked with running a CTFT session with their teams. Teaching is the best form of learning, so by asking managers to cascade their learning and run a range of parallel activities with their team ensured that the messages resonated and spread more widely than simply the target participants. This was done as a coordinated approach in each business area to create a consistent message.
In order to embed learning into habit, we created a variety of ways for managers to obtain support as they undertook their new approach back into the business session. From Skype coaching to face-to-face support, managers had the support they needed, as they needed it.
For more information on this case study or any other aspect of our work, please contact firstname.lastname@example.org, or call us on +44 (0)20 3105 0904.