Communicating the Importance of Joint Use to All Stakeholders

The one constant in joint use is change. Successfully communicating the importance of joint use with all stakeholders, whether inside or outside your company, is critical in keeping pace with ongoing developments. Improving communication, especially regarding timelines and expectations, reduces friction with external partners and internal colleagues.

Find out how powerful it can be when teams come together to ensure that everyone involved is having the same conversation. Successful outcomes will follow.

Chapter 1 – What Does Good Communication Mean for Joint Use?

Communication is to a relationship like oxygen is to life—without it, the relationship dies. It is a fact of life and work; we all have different ideas of what good communication is, and, therefore, we must work to ensure we are having the same conversation when speaking with others. We cannot take it for granted that the way we naturally deliver a message is the way the person listening will understand it best. Everyone has differences in communication styles.

Have you ever been in a personal conversation and realized you and your friend were talking about two different things? It’s a safe bet we’ve all been there. In these situations, the worst that may happen is a misunderstanding that is easily shrugged off. When miscommunication (or lack of communication) negatively impacts the installation timeline of hundreds of attachments necessary to a city’s power infrastructure, then it becomes a real problem with cascading consequences. Promoting effective communication among stakeholders in joint use is not an option. It is a necessity.

Chapter 2 – What is the Biggest Communication Challenge for the Joint Use Community?

Asset owners, attaching companies, contractors, regulators, municipalities – all these groups are working together for good or ill, and whether they realize or not, they are part of the joint use community. When it comes to joint use, there is a lot of information to convey. The main challenge is that new things are always coming down the pike. Power industry veteran Jodi Corrow understands this firsthand.

Corrow speaks from the perspective of a pole owner who spent 27 years at Minnesota Power, an ALLETE company. The last 8 years of her tenure were in engineering, primarily working on pole attachments and other joint use work. One of the biggest issues the joint use community must overcome is the problem of communication silos. Corrow explains: “I was constantly checking with different people about things that had to do with a license request or pole attachment requests that I was working on.” This is not the most efficient way to work. In addition, frustration mounts when work is dependent upon people who do not fully understand the timeframes that need to be met. What’s the answer? It starts with asking the right questions.

Chapter 3 – Who Can Affect Joint Use Timelines?

To improve communication regarding pole attachments or any joint use work, learn who needs to be in the conversation. Within any company, there are likely several players who rely on one another, yet never cross paths. Let’s take a look at five common departments that are affected by joint use activities:

1. Scheduling
2. Operations
3. Engineering/Customer Service Design
4. GIS
5. Supply Chain

SCHEDULING

Often the gatekeepers, scheduling departments control what gets done and when, giving them a great deal of leverage over timelines. Corrow recalled a scenario that illustrates how a large communication gap can be easily overlooked. “I had written up a few work orders to get some transfers done…on poles that were owned by one of our joint use (attachers)…not owned by the electric utility. Our power conductors attached to them, and they needed to replace the poles.” After the new poles were set, Corrow was contacted to initiate the transfer of their conductors.

The joint use contract with the other company stipulated the time constraints within which these transfers needed to happen, so Corrow set up timers to monitor the work orders. The deadline came and went.

At this point, Corrow called the service area scheduler to ask, “Is there a reason why this is taking so long?”

The scheduling employee replied, “That’s fill-in work. We’ll get to it sometime.” This person was unaware of FCC timelines and the contractual obligations the company was required to meet. This is often the point where tensions rise, but Corrow realized she needed to explain to her colleagues outside of joint use exactly what the joint use department was responsible for. Corrow also needed to communicate the contractual obligations and deadlines that had to be completed or risk being in violation. The scheduling employee’s response was, “Wow! I never knew that, and nobody ever told me.” It was as straightforward as that. As soon as the scheduler understood her impact, things ran smoothly.

OPERATIONS

Whether in-house or contracted, operations personnel can have a tremendous impact on when work gets done. Corrow recalled an earlier situation where her team decided to conduct simple attachment transfers when changing out poles because it was more cost-effective to roll one truck, whenever possible. They could pull the old pole and do the additional work all in one trip. Corrow was tasked with contacting the attaching entities to coordinate the project. “I created a conversation through Alden ONE, requesting permission for each calendar year. They would respond. Then, I had it recorded, dated, and timestamped.”

Trouble came when a lead crew member felt it wasn’t his role to perform these simple transfers. Work orders would go out, permissions were given, and crews were given assignments, but those work orders were ignored. In this situation, it’s unlikely the crew’s management had communicated the new effort to the team. This communication then rested solely on the joint use department – who didn’t have authority over the operations staff, but certainly needed their buy-in and assistance. This is just one example of why operational staff need to be informed of how they can drastically affect timelines. When people understand why they are being asked to do something, they are much more likely to respond to requests, especially if it involves additional effort.

ENGINEERING & CUSTOMER SERVICE DESIGN

In most cases, this group is likely to be more autonomous in daily tasks, which is precisely why it’s important to communicate background information to them. This group consists of people who “write work orders for make-ready or orders for new installation of electric meters,” Corrow says. If they do not understand where these tasks lie in order of priorities, they could inadvertently cause delays. They cannot act upon what they do not know. We have to work together. If there is friction, there is likely lack of communication happening, or you may not be having the same conversation.

GIS

GIS teams and mapping groups typically work behind the scenes, and their work impacts deadlines more than is often realized. Let’s examine one scenario: Corrow received a pole attachment request for 200 poles. She gathered pole IDs with information, such as pole height, class, etc., and provided it to the GIS team. Corrow would “get (the work) all set up…and if I gave it the green light, then we would send it out” to the technicians that were doing the field data collection. If the GIS group was busy with other duties, without information on joint use deadlines, the whole process would often get put on hold. Proactive communication is the best way to prevent this type of issue.

SUPPLY CHAIN

Supply Chain (or the Stores Department) is another group that can impact timelines. Say a permit attachment request comes in and, after checking past engineering evaluation records, you know that the failure rate on those poles was 50%. That means that half of the poles may need to be replaced in a short amount of time. It’s easy to see how good communication is key in this situation. Your company must be adequately stocked in inventory. If not, then delays will occur, especially considering how long it can take to replenish stock.

Another example, If you need 50 poles and your supply chain staff doesn’t know in advance, they may not be able to immediately fulfill the order. It could take weeks to replenish stock. The goal is to avoid this kind of problem through proactive, early planning.

Chapter 4 – What Are Your Options for Communicating with Stakeholders?

After determining who you should be talking to, look into different methods of communication. Taking time to examine your process is imperative because buy-in about the importance of deadlines is crucial for success, and it happens from the top down. The key to getting people on board is not just communication—it’s about timely communication.

Phone calls, emails, video calls, and in person communication are your options, however, it is no longer the norm to take unplanned phone calls. For this reason, we will focus solely on email and faceto-face options, either in-person or via video call.

Let’s start with email. Failing to communicate your message via email is common. Perhaps an email using ALL CAPS leaves a bitter taste, or maybe the content isn’t understood or taken seriously. Or worse, an email is sent to the wrong person. Corrow recommends the value of face-to-face interactions when it comes to establishing working relationships. Face-to-face meetings are going to provide the best results because they build rapport with people. These can take place online or in person. Whether you set up a time to meet one-on-one, or you pull all department heads together for a multi-department meeting, the value of personal connection cannot be overstated. This is easily done via webcam – the important thing is to schedule the time and set the meeting.

However you decide to conduct your meeting, first build support from the directors and managers inside your organization. “Their support has to be there to be successful, to understand guidelines mandated by the FCC, and what happens to your company if you don’t meet those,” Corrow says. For instance, there could be something in the budget they are monitoring that correlates to joint use or pole attachments. “Go to your supervisor to have a chat about this.” Corrow explains.

Chapter 5 – What Should a Meeting Agenda Include?

Once you have identified who needs to be included in joint use meetings, it’s time to ask what information do you need to exchange? We’ve provided potential topics below for you to consider for a meeting agenda.

AGENDA TOPICS

What is Joint Use?

Discuss what makes a joint use attachment different than a general rental type of attachment. “A lot of that has to fall back on the (contractual) agreements,” Corrow says.

Define acronyms common in joint use.

Consider that stakeholders may not know this jargon, such as make-ready or one touch makeready, known as OTMR. Consider documenting and distributing a joint use “language” guide for your internal and external colleagues.

Overview of Pole Attachments

Ensure every stakeholder has a clear understanding of what attachments are. Corrow says, “I don’t think people really know what is and what isn’t a legal pole attachment. If it’s not a legal pole attachment, it’s trespassing.”

Why is understanding joint use agreements important?

There are specific timeframes addressed in these agreements with each stakeholder or company. To be in compliance, you must adhere to the stipulations in the contract. If you haven’t reviewed your joint use contracts recently, it’s time to do so. Alden reviews contracts for clients regularly. If you need assistance, let’s talk.

What do your colleagues need to know about FCC or State Control?

Corrow recommends conveying the regulation process to all parties and—if you are state-regulated—to explain how that process looks from your company’s perspective.

How to Communicate Better with Asset Owners and Attachers

It’s essential to examine your current process. Does anyone remember the days when phone calls and faxes were the norm? Maybe you remember snail mail or mountains of emails. Times have changed. The most competitive and progressive companies today are using a web-based platform like Alden ONE. A system tailored for joint use communication and coordination simply makes sense. Work smarter, not harder.

The Importance of Every Touchpoint

No step along the way is insignificant. Each interaction can be grouped into two categories: positive or negative to the outcome you desire. At this point, you may ask yourself, “Does it really matter if I make this effort?” Corrow speaks from experience. “It’s worth the time and the effort that you put in because this isn’t just you; the success of your company relies on all of these people working well together to accomplish the end result.” As we say at Alden, we work better when we work together.

Communicating with Department Heads

Before the close of your meeting, ask each person how they prefer to receive information. Depending on the quantity of your requests, you may suggest monthly or quarterly meetings. If they use Alden ONE, you can easily provide email notifications. The advantage there is full transparency—stakeholders can view projects geographically and see lists of poles, quantities, or any information having to do with assets.

Closing the Meeting

This may seem elementary, but it makes a difference. Thank everyone for their time. “Give yourself a week and send out an email to earnestly thank them for their time again and state that you look forward to working with them,” Corrow says.

Ask for questions and offer to sit with stakeholders after the meeting to answer inquiries or address concerns. Recognize the people who are making positive efforts. “I don’t think a lot of people take that time to commend when something has gone well as much as it’s needed. We’re way too easy to pull the trigger when we want to complain about something… if you’ve worked with someone in the past successfully… share that information,” Corrow says.

Chapter 6 – Pulling it All Together: When Challenges Arise

Even with the best intentions, planning, and implementation, you will encounter challenges. This is true with any human interaction. We’ve isolated a few common hurdles your joint use department may encounter.

What if a department head doesn't respond?

It pays to do an in-person check-in or set up a half-hour meeting via webcam. Make sure your message has been received. Many times, you’ll learn your email was buried or forgotten (a problem that the Alden ONE platform alleviates entirely). You cannot control how people will treat you, but you can control how you treat them—it’s important to give them the benefit of the doubt before escalating a situation.

How much communication is too much?

The key here is to be timely. If you have few requests coming through, tailor your communication to that pace. However, if you are juggling many requests, think about weekly or monthly communication. Corrow recommends speaking to your stakeholders. Getting their input goes a long way. Be sure to allow enough time when making requests. Don’t create “emergencies” for others.

Are there any recommendations on how to communicate better remotely?

If you host a meeting online, request that everyone turn on their webcams – at least for the initial meetings when people are getting to know each other. This helps everyone “be present and paying attention,” Corrow says. Schedule time to talk rather than drop in with an unexpected phone call. This will allow everyone to properly prepare.

I don't have a good working relationship with people outside my department, what's the best advice to reset those relationships?

If there is a problem that has not been addressed, try to put it to rest, even if you simply agree to disagree. It’s paramount to have respect for one another. Establishing that you respect your colleagues as individuals, as well as what they do in their jobs, will go a long way.

What is the number one mistake to avoid?

This can be summed up in two words: Never assume. Corrow reminds us that if new information comes directly to you, take the extra time to make sure others involved are aware.

Change is inevitable; however, it is also the path to growth. When it comes to communicating the importance of joint use activities to all stakeholders, it helps to remember the old adage: “fall down seven times, get up eight.” With technology and data-driven strategies, it is possible to take control of the frustrations associated with timelines and deadlines. Being proactive and approachable helps to set your business up for success.

Alden is ready to support your communication plan with in-depth industry experience and Alden ONE, the joint use platform that simplifies interactions and streamlines activities. We understand the unique challenges of joint use.

Alden ONE is built for all stakeholders, from asset owners and attaching companies, contractors, engineering and service firms to regulators. Our platform centralizes field asset data, includes workflows for your business-specific processes, and consolidates contact information to simplify work coordination. Learn more about Alden ONE or schedule a consultation today.