Cover -- Contents -- List of Figures -- List of Tables -- Preface -- Chapter 1 They Don't Get the Strategy -- Only five per cent understand the strategy -- Heads, hearts and hands -- The approach and structure of this book -- 'I was in a warm bed, then I woke up in a plan' -- The story of the strategy -- Organizational and personal congruence -- What do we mean by strategy, anyway? -- Conclusion -- Chapter 2 Ten Heresies -- Heresy 1: People are not stupid -- Heresy 2: You don't have all the answers -- Heresy 3: People are interested -- Heresy 4: You can trust people -- Heresy 5: People are smart -- Heresy 6: You are always communicating -- Heresy 7: You can over communicate -- Heresy 8: The rumour mill communicates faster than you do -- Heresy 9: Strategy does not exist in plans -- Heresy 10: People actually like change -- Conclusion -- Chapter 3 Communicate What, to Whom and Why? -- Which people do you need to communicate to? -- What reaction or response do you want? -- Channels and their effectiveness -- Quality of relationships -- Timing -- Conclusion -- Chapter 4 Understanding and Motivating Change -- Stages of change -- Influencers of change -- Mind-sets and motivations -- 'Away from' and 'towards' thinking -- Instigating change -- When the past is unacceptable -- A change model -- Conclusion -- Chapter 5 What's in it for...? -- Thinking 'as if you were them' -- 'What's in it for me?' (WIIFM) -- What's in it for the staff? -- Union and worker representation -- What's in it for the customers? -- What's in it for the suppliers? -- Investors -- Regulatory bodies -- Political and pressure groups -- Conclusion -- Chapter 6 Developing the Story of the Strategy -- 'Tomorrow': creating a compelling future -- Vision and mission statements -- Describing a compelling future -- What you will do and what you won't do -- Future targets.

What does it mean financially? -- How will we get there? -- Strategy by hope and magic -- Organizational values -- Cause and effect -- New behaviours, skills and capabilities -- Putting all the pieces into a strategy map -- Using strategy maps to communicate the strategy -- Admitting to tensions and contradictions -- Conclusion -- Chapter 7 Let Me Tell You a Story -- The value of stories -- The value of metaphor -- Metaphors in the language of an organization -- Using quotes -- Pacing and leading people -- Winning their hearts and minds -- Encouraging and discouraging feedback -- Conclusion -- Chapter 8 The Aligned Management Team -- Ideal situation -- Inconsistent messages -- Silo and functional focus -- Inconsistency between words and actions -- Breaking ranks -- When you need to be silent -- Who tells the story of your strategy? -- Conclusion -- Chapter 9 The Handcuffed Organization -- The financial systems and budgets -- The projects and programmes of work -- Individual performance plans, objectives and rewards -- The recruitment process -- Other processes -- A culture of handcuffed people -- Timing -- Conclusion -- Chapter 10 Developing Your Communcations Strategy and Plan -- Stage 1: Strategic analysis and planning -- Stage 2: Strategic design and implementation planning -- Stage 3: Launching the strategy -- Stage 4: Follow-up and commitment -- Stage 5: Embedding the strategy and tracking results -- Conclusion -- Chapter 11 Final Thoughts -- Appendix: The Channels: Communicating the Message -- Index -- A -- B -- C -- E -- F -- G -- H -- I -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W.