Loss Prevention executives are often so familiar with issues and topics that they assume others in the organization understand them as well. Unfortunately, this is not always the case. In this situation the proper execution and full potential of a newly developed program is extremely difficult to achieve. One way to minimize this risk is to clearly communicate the new program to the target audience while keeping key players, such as senior staff and store operations, updated on progress.
Communication and Information Delivery
Loss Prevention executives are often so familiar with issues and topics that they assume others in the organization understand them as well. Unfortunately, this is not always the case. In this situation the proper execution and full potential of a newly developed program is extremely difficult to achieve. One way to minimize this risk is to clearly communicate the new program to the target audience while keeping key players, such as senior staff and store operations, updated on progress.
The good news is that never before have loss prevention executives had such a wide variety of information delivery systems available to them. In fact, there are so many ways to communicate that many companies’ today employ full-time communication experts or coaches; while others ensure that nothing is communicated unless it goes through an approval process (gate keeper) first.
High Impact, Skillful Delivery. Effective communication requires thoughtful systematic planning and the ability to gain access and use of those communication tools available to you. Most importantly, successful LP executives understand the importance of a high impact, skillful delivery.
I have often been criticized for the level of detail I put into communicating new programs and objectives. I learned my lesson, however, while working for a national chain that had over 2,300 stores. Although hard to believe, I struggled with the fact that all 2,300 of those store and loss prevention managers were not thinking exactly like me. Never was this more apparent then after I forwarded my first memo.
What do effective communication, systematic planning, and high impact delivery mean?
Most companies have extraordinary communication tools available to them. Even those that do not still have access to technology today that was not available as little as five years ago. Use of email, corporate newspapers, video conferencing, internal intranet sites, and even video production are at the fingertips of those who ask or who aggressively pursue them.
Let me provide one example of how I personally communicated the awareness program mentioned earlier, which by company standards was a radical change at the time. Please recognize that this article is not on awareness. I simply want to illustrate what delivery methods were used to launch a single program in order to ensure its successful execution.
After a full year of developing and testing the program, when it came time to launch it into stores, we made use of the following communications tools.
- Teaser notes were forwarded once per week via email to regional, district, and store and loss prevention managers. A single email message was forwarded each of the six weeks prior to the program execution date. The teaser notes were one liner’s and read something like this. “The way you view loss prevention will change dramatically on xx/xx/xx,” the program launch date. The next week read “Internal theft is about to drop dramatically in your stores beginning xx/xx/xx.” Another read, “Finally, innovative solutions to an old problem will begin on xx/xx/xx.” This created a lot of excitement in stores, their respective districts and regions. In fact our telephones were ringing off the hook with curiosity, especially from store managers.
-Memos were sent to store managers identifying the new program, how it would be implemented, and the measurable impact we believed it would have on their business. Copies went to everyone in operations, human resources, and senior staff.
- Awareness presentation lasting about 45 minutes was given to each regional manager, their team of district managers, and all store managers by a loss prevention representative one week prior to the program start. This was an exact duplicate of the presentation the VP of loss prevention gave to senior staff and all operations executives one month earlier.
- Videos were produced; one for the store management team and one for the hourly associates. The video covered all program components, but more importantly why the program was rolling out (our cause), what we hoped to accomplish, and how it would impact them.
- Awareness program components shipped to stores one week in advance with florescent yellow markings on the outside that read “LP awareness program, save for store manager.” Inside were all program components, including twelve monthly posters, paycheck attachments, quiz cards, prizes, videos, and more. All components had florescent yellow stickers attached to them with specific instructions on how each was to be used. This was supported by the video.
- Awareness manual was developed that outlined each individual month and what each store manager, assistant store manager, and department managers roles were. Again, this was supported by the video.
- Company newspaper allowed the new program to be the lead article the same month the program was executed. This article included photos of training sessions in stores and feedback from those associates who went through them.
- Follow-through survey was forwarded to each store manager, ninety days after the program was initiated, allowing them to rate the program in twelve different key result areas, including ease of use.
- Company intranet was use to as a resource for program manuals, forms, and poster concepts, along with re-order capabilities.
An Essential Component. Communication is the central process for executing any strategy or program developed by loss prevention. In fact, it is the single most important tool for transacting the responsibilities of any program, especially those that are new and involve some type of change within an organization.
Although some would argue that all of the communication delivery systems described above might not have been necessary, I would argue differently. I believe that loss prevention departments must be held to a higher standard in every area, especially in communicating our message.
As discussed earlier, people want to know first, what the cause is, or why any new program or change is important. When this is communicated successfully, you can be assured that the programs developed are also being executed to their fullest potential, and begin measuring your return on investment.
