How do you engage and empower your employees through strategic communication during times of change?

Clearly articulating the purpose and vision of your organization is crucial for engaging and empowering employees during times of change. The purpose should convey the underlying reason for your business's existence, while the vision sets the desired future state. To effectively communicate these, craft a compelling narrative that connects with employees' emotions and aspirations. Show how their roles contribute to the larger purpose and share a compelling vision of what the organization can achieve. Use language that inspires and motivates, aligning everyone towards a common goal.

As stated by others, using the WIIFM when communicating to employees is great, but I think there's real power in being honest and open about a necessary change that is coming that may not actually offer any benefits. Employees know when they're being "sold", and it hurts our credibility as communicators and as an enterprise.

When communicating change to an audience that will be impacted, focus on the WIIFT - What’s In It For Them? Yes, you have to tie change to your organizational values, mission, goals… but people most want to hear about the impact on them personally. Make sure you get to the WIIFT as quickly as you can in any big change communication.

Change is a pre-meditated act, unlike a crisis, which is sudden and unexpected - However, you have a crisis communications plan. Use the principles, processes and tactics from that plan for your change management plan. This means anticipating an array of outcomes and having a response ready for each scenario.

It’s simple. When problems arise, make your employees part of the solution. Make them feel that sense of belonging that will enact their confidence and empower their abilities which are your most precious capital. Start by doing the following: - Build a culture of trust - Feedback should always be constructive - Promote empathy and compassion - Support growth opportunities by promoting an inclusive and equitable environment where no one feels left behind

Engaging employees during times of change requires involving and consulting them in decision-making processes. Recognize that your employees possess valuable insights and perspectives that can contribute to successful outcomes. Create channels for open dialogue, such as town hall meetings or suggestion platforms, where employees can voice their opinions and ideas. Actively listen to their feedback, validate their input, and incorporate it whenever possible. By involving employees, you foster a sense of ownership and commitment, making them active participants in the change process.

One thing worse than not asking for input is ignoring input. Be smart in how you set expectations when asking for input so people don’t feel ignored if everything they say isn’t adopted. One suggestion is to ask for lessons they have learned from similar, but different, situations in their past that might be helpful. That way their ideas will be helpful but not seen as a specific prescription for you to heed.

Own the message, or someone else will. Get to the mic first to damage control. It’s not 2005. Operate like someone is standing in your crisis meetings live-tweeting your news. Speak up before a profit-driven outlet does for you! Then it’s not your story, not a clear message of confidence, and that story will twist as it travels. Your teams need to hear it from you first. It feels wild to share not-great news first. But this is the world you are in.

Consistent and transparent communication is paramount when navigating change. Frequent updates keep employees informed, reducing uncertainty and anxiety. Use various communication channels to reach employees, including emails, intranets, and team meetings. Ensure that messages are clear, concise, and jargon-free, focusing on key information and the impact on employees. Be transparent about the reasons behind the change, addressing concerns and sharing progress. Encourage two-way communication, actively seeking and responding to feedback, fostering trust and engagement.

As you communicate frequently and transparently, it is also imperative to be open to suggestions and ideas from employees. This will make them feel as though they matter and are an integral part of the change process. All communication channels and formats, as highlighted in the article, must be interactive. If you’re communicating a milestone through a newsletter for example, open it to comments to get a feel of how the news is received.

In organizations over 15 employees it's important to find out which communication channels are used most often by team members and viewed as the most important. Then use those channels for every key message. And, ask for their thoughts on your message. Every. Time. Next, engage them in the conversation and the change.

More is not more. Although leaders might ask for an exhaustive list of communication vehicles, it’s about the audience. In its simplest form, there are two types of communication: formal and informal. Both are needed for building engagement and credibility, but all communication should purpose to have something to say, not just say something. This combined with continuous audience feedback will shape your appropriate frequency and transparency approach.

Acknowledging and appreciating employees' efforts and contributions during times of change is essential for their engagement and motivation. Regularly recognize their achievements, both individually and collectively, publicly acknowledging their resilience and adaptability. Celebrate milestones and successes, reinforcing a positive culture. Provide personalized feedback and support, acknowledging the challenges they may be facing. By recognizing and appreciating employees, you create a sense of value and purpose, fostering a supportive and engaged workforce.

When I think about recognizing and appreciating your employees, I lean into empathy. When you show that you truly see them - their challenges, their opportunities, their perspective and point of view - you create a dynamic often more powerful than most would ever imagine. It helps to define so many aspects of what others discussed (WIIFM/T, Diversity, Inclusion, etc). Look at changes through their lens to get a sense of the way they will receive and adopt change.

Recognition is personal. Recognition preferences might be aplenty depending on team size; but because it’s an olive branch to someone’s heart, it can create much deeper levels of engagement—so critical to successful change leadership and communication programming. Recognition simply puts your employees at the front of your change effort. You are telling them that you recognize them before all the stuff you want them to know, share or do. At the end of the day, change or no change comes with a cost. Recognizing employees should honor both the effort required by employees to make change happen and the cost of what happens if they do nothing.

During times of change, it's vital to provide robust support and empower your employees. Offer training and resources to help them acquire new skills or adapt to changing roles. Provide clear expectations and guidance, outlining the support available to them. Empower employees by delegating decision-making authority where appropriate, fostering a sense of autonomy and ownership. Encourage experimentation and learning from failure, fostering a growth mindset. By supporting and empowering employees, you enable them to navigate change with confidence and resilience.

In my experience, one of the most important things we can do for employees in times of change, and company restructuring, is to create safe spaces for them to express their fears and motivations about the upcoming changes. Leaders should not only change job descriptions but also align employee’s passions and strengths to the work, so each of them can do more of what they are good at. Leaders should invest in professional development and team building activities that help employees increase their self-awareness and appreciation for each others talents and perspectives, so everyone is truly heard and understood.

Change paired with new opportunities for employees to learn and grow softens the rigidity of change. Who wouldn’t gladly accept a change package that involves self-improvement and advancement unlocked? In my experience, the incentives for employees to develop and own their own change must be just as clear as the incentives for the organization to implement change(s). Make the narrative into, “This is your time,” before, “This is our time.”

Despite obstacles, Hispanics persist and thrive, achieving remarkable success in areas that were once considered off-limits. Hispanics drive America's economic prosperity and continuously drive innovation and economic growth. Hispanic Heritage Month is an incredible opportunity to speak with one voice. Hispanics need to be seen, heard, and valued. They are more likely to engage with individuals or organizations that actively invest in and celebrate their contributions to America, which drive prosperity, power, and progress. Our Hispanic Star Toolkit at www.hispanicstar.org is a source of inspiration, education, and celebration for all who seek to honor and uplift the Hispanic community.

Creating a diverse and inclusive culture is crucial for engaging and empowering employees during times of change. Foster an environment where employees feel safe, respected, and valued for their unique perspectives and backgrounds. Encourage diversity in hiring and promotions, ensuring that different voices are represented at all levels. Establish inclusive policies and practices that promote equal opportunities and remove biases. Encourage open dialogue and understanding, celebrating differences and fostering collaboration. By building a diverse and inclusive culture, you cultivate a sense of belonging and unleash the full potential of your workforce.

While addressing the above topics is essential, there are other factors to consider when engaging and empowering employees during times of change. Pay attention to the emotional impact of change and provide support for employees' well-being. Offer resources like counseling or coaching to help them navigate the transition. Foster a learning culture, encouraging continuous development and growth. Additionally, establish mechanisms for feedback and improvement, allowing employees to share their experiences and suggest improvements. By considering these factors, you create a holistic approach that maximizes employee engagement and empowerment during times of change.

The list of strategies is good, and they are all managerial activities that should be continuous, not just as part of a single change.