People fund long-term assets (e.g. a car) with long-term finance (a loan); and short-term assets (iPod) with short-term finance (credit card).
After all, I’ve yet to see someone pay for a shirt by taking out a mortgage.
Similarly, if you want to change the way your colleagues think, feel and act forever, you’re going to have to tell them many times, over a long period of time.
One presentation, given once, is frankly never going to be enough...
... though, with all the important messages we hear only once - 'This year's objectives', 'Our new strategy' etc - this is another example of common sense not equalling common practice.
To maximise your chances of causing long-term improvement, you will need some/all of … - Pre-launch questions, to find your stakeholders' key objectives and concerns
- Launch communications, tailored to address these objectives and concerns
- Relentless, disciplined, focused, follow-up communications, where you do some/all of…
- Deliver weekly updates
- Share success stories
- Institutionalise a coaching programme
- Publicise early wins
- Host regular meetings, for all relevant groups
- Seek feedback, both formal and informal
- Stimulate water-cooler chats
- Select and train-up mentors
- Delegate important follow-up roles to your best people
- Etc
You would never buy a house with a credit card.
And you will never cause long-term change with one short-term communication.
Action point
List your current projects, and split them between those seeking to cause a long-term or a short-term impact.
Ensure each project's communications are of the appropriate quality, quantity and duration, given what you’re looking to achieve. | 
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