What are the common pitfalls and mistakes to avoid when communicating culture change to employees?

Communicating purpose, values, and alignment, needs to come before any change or transformation initiative begins. A team coaching session that asks for feedback to determine relatability and strategy, in addition to workshops employees can participate in to recognize the part they play in the Purpose of the organization, go a long way in finding compliance later.

Eu acho que o principal erro é a falta de informa??o . A pessoa encarregada de passar a mensagem precisa ser preparada com as informa??es necessárias para executar, do contrário ela estará insegura e consequentemente exposta perante a equipe. Outro erro é terceirizar a responsabilidade. Certas informa??es devem ser comunicadas pela diretoria da empresa , isso minimiza ruídos e atritos.

Constant communication and listening to employee feedback are keys to any change management initiative. Every modern leader should employ multiple channels of communication if they want to be effective at bringing people along with any initiative.

Gina Riley is absolutely correct. Knowing the right questions to ask and the right persons to ask them is critical. So often leaders do not take advantage of channels already in place, like HR managers that may know common concerns from employees that could be taken into account.

Asking a director or manager of a department or team to choose one of their reports to represent the concerns interests and ideas of their party is a great way to offer feedback without adding more to the manager's plate. Make sure they come in with the expectation that just because they are listened to does not guarantee it will be acted on. It's about informing Leadership's decisions from the widest possible view.

Employees want to be involved, and any group impacted should at least have some representation. Why? Those involved in a change serve as change champions. If your group had no involvement, there is no one who can share the good news and benefits of the change using your common language,

Make it positive and exciting - an initiative everyone can get behind, because their needs have been taken into account. When we remain human-centered in our design thinking we demonstrate how much we care about the outcome, which lends credibility to our claim that People are our most important asset.

I recommend William Bridges' transition model to leaders managing wide-scale change because managing people's feelings and emotions while communicating the "new state" is a delicate balance. When confronted with change, humans move through three transition phases: 1) Endings: letting go and managing the loss of the familiar. Leaders should know that the change may directly impact what people value and their perceptions of how their values will conflict with the new beginning. 2) Neutral zone: the new beginning has yet to take hold, and there may be confusion about new ways of operating. 3) New beginnings: leaders will see new identities and values emerge in the new beginnings phase if the change is effectively managed.

Once again, Gina is right on the money. This is a major employee retention issue. If leaders are concerned about upsetting the apple cart and losing people on the other side, they need to design and follow a system that clearly enunciates the reason for the changes, what was inadequate, and what positive result can be expected. A unification of processes that resulted from evidence-based analysis, departing from "the way we always do it" haphazard approach that confuses policy.

Often the complaints from long-time loyal employees is not indicative of a negative attitude. It may be the frustrated symptom of Growth Mindset, where they want to see the company succeed and know from their experience how to intuit positive forward movement. If they are not being listened to, we will lose their support.

Make sure you have a clear understanding of the need for the change you are making as well as the expected outcome. Too often companies make changes on a "whim" basis but then do not follow through when the newness wears off or the challenge of making the change becomes a burden. This leads to employees "waiting" to see if the newest change will really stick around before they bother getting onboard.