What are the best ways to communicate change during a transition?

Too often I have seen the identification of stakeholders as a rushed process, with the leadership and/or comms team, often overlooking many parties by error. It is key to consult with a few senior experienced staff outside of the core project team and understand who else may be impacted by a business's transformation change. The second mistake I have seen is when the transformation team is too focused on their internal messaging and assumes all stakeholders will be impacted in the same way, which is rarely the case. A way to tailor a message to each stakeholder group where the sensitivity of change permits, is to involve a member of the extended leadership team who has first-hand knowledge of that Stakeholder group.

Before you decide the best method for communicating change, first it is important to understand who the stakeholders are in the change and how the change will impact them. In designing the change, you and/or your team should have created user stories which then can be referenced when creating the communication plan and picking how best to create awareness for your employees. After the ‘who’ is clearly identified, you should create a list of the communication channels available to your team and determine the impact level of each, the channel reach, and the level of effort required for utilizing the platform.

This is definitely a step 1 - complete a stakeholder map before you start engaging further (power vs interest). Step 2 - set up meetings to discuss and agree with each stakeholder their involvement to avoid any confusion down the line and avoid making assumptions.

I loved ambers comments below, but I would add before we embark on change I think the first step is the identification of why. Why is a change necessary for the organization. This needs to be boiled down to its simplest terms. Without a clear why and a clear understanding of the underlying reasons for the change communication will be challenging.

I would back this up one step before you dive into stakeholder analysis. First, from the project leaders you need to have clarity and alignment on the vision, success metrics, what pain the change is solving for, and why is change needed now. Then, I would highly recommend performing interviews of a cross section of stakeholders to hear directly from them what is important and what their communication expectations are. If there are many stakeholders, a survey also works but should not substitute the personal interviews. Also, if you think of stakeholders as influencers you will get much more information and perspective about how those individuals can enable communications and community to be executed.

While some change is small and may only require digital communication platforms, it is important to understand the level of communication that needs to be more and more personalised and visible when the impact and degree of the change is more significant. Whenever change will be disruptive, even for positive change, the leadership team must be seen by those who are impacted. Often the more difficult the change and impact on stakeholders, the more invisible the leadership team becomes. I was often reminded that you need to turn up twice as often in times of disruption. The most important channel for change is to ensure the chosen communication channels offer two-way feedback loops, where important questions can be addressed.

I've seen firsthand how miscommunication can turn a transition into turmoil. Here’s my take. The initial communication about change should come from an authoritative source. Ideally, that source is the team’s direct leader. When change does not come from an authoritative source, it creates uncertainty and anxiety. Since the audience does not receive the message within the proper context, it lessens the likelihood of a positive outcome. The message should be delivered face to face when possible, either in a 1:1 or team meeting.

We have found that all of these are great communication channels - but it is highly dependent on culture and access within each company. The least effective channel this far across the board is newsletters. They are not targeted enough and too repetitive - and most often just discarded by recipients.

When selecting the best channel for communicating change, you definitely want to consider the nature and impact of the change. For changes that are emotionally charged, like layoffs, a more personal approach is advisable rather than using impersonal mediums like the company intranet. In contrast, changes involving procedural updates are best communicated in writing, providing a reference that individuals can revisit. It's almost always beneficial to use multiple channels for communication. However, choosing the right channels, determining the frequency of communication, and deciding the sequence in which to use these channels are all critical aspects to consider for effective communication.

The selection of communication channels is pivotal in ensuring the reach and impact of change messages. The nature, urgency, and scope of the change dictate the appropriateness of various channels, such as emails, newsletters, presentations, webinars, videos, and social media. The key is to create a seamless and consistent narrative across these diverse platforms, reinforcing the core message. This strategic approach enhances accessibility and resonance, accommodating the preferences and habits of different stakeholders while maximizing the overall effectiveness of the communication effort.

We always start with awareness communications that include a lot of what was pointed out here. Additions that we include: 1) what is NOT changing - as it gives comfort 2) why now - as things in corporations change slowly and often people have lived with the ways of working, even though broken, for years. 3) what might be hard / challenging- being as authentic as possible 4) and relate to the pain that is occurring today. Often leaders jump to benefits but rarely relate to others by acknowledging their pain first.

This approach resonates with Kotter by emphasizing the importance of clarity, vision, and a well-defined plan to drive change. Particularly the necessity of anchoring change in a compelling reason ("why"), articulating a clear vision of the future state ("what"), and providing actionable steps ("how") to navigate the transformation. I particularly like providing a roadmap or plan for teams to understand how they fit into the change and what specific actions they should take.

The most important aspect with change management is knowing WHEN communication is going to achieve the best outcome for the partnership between teams being affected and the organisation. So many blunder into the task of 'mansplaining" and thinking the task has been taken care of. As background; significant scene setting must be undertaken, creating the culture of experimentation and being ok with failed paths forward, but learning from the experience. People will engage with authentic leaders. Such leaders get their strength and confidence from knowing the path they are on and the boundaries of what they know in full, and those areas that remain open to paint together with colleagues both at executive level, and the front line.

Take the time to share what it means to everyone for today and what work and relationships may be changing to ease the transition.

In navigating change, the "how" is my cornerstone. Regardless of the why and what, effective communication hinges on receptivity. Understanding your audience fosters respect. My experience in Change Management has taught me that the process is as vital as the rationale. Clear, respectful communication ensures not just acceptance but enthusiastic support for the journey ahead.

In my experience, there is always that old wise person who has been at the company for 30 years, become part of the furniture, the quite and wise one. Who sits and observes, (and done so for many many years). These are the one you need to find and identify early in your journey. They are quite with vast amounts of experience is worth more that its weight in gold. These are the ones that tell u the story’s and give u lots of examples. They are the true keepers of your organisational culture. And if you can map and your culture to your approach. You will be successful. Many many strategy’s (any strategy) fail as the don’t support or go against the basic inherent culture of your organisation.

In my experience the most powerful way to engage stakeholders is using two-way symmetric communication. Because this form there is balance between interests of an organization and its stakeholders.

Based on my experience, it's important to carefully navigate the process of soliciting feedback about a change. Some might believe that a high volume of negative feedback should lead to the abandonment of the change. However, it's essential to emphasize that the change will continue as planned, while also assuring that all suggestions for enhancement are valued and will be earnestly considered. Then follow through on that commitment.

Sometimes overlooked is how changes make stakeholders feel. There will always be a group excited by change ... but many will feel worried, off-balance, even frustrated with any change, however positive. Engaging stakeholders and listening to them -- truly listening -- gives anxious stakeholders a sense of control and being valued. They feel heard, feel included, provide vital feedback, and ultimately will more rapidly embrace change. This should be done face-to-face whenever possible, virtually if not in person. Emails and surveys are useful for gathering data, but feel "cold" as engagement tools. Bottom line: Genuine engagement and listening transform initial stakeholder resistance into partnership.

Transforming communication into a two-way street is essential for cultivating a culture of collaboration and trust. Actively engaging stakeholders through methods like surveys, polls, focus groups, and forums invites their perspectives, opinions, and concerns into the dialogue. This interactive approach not only acknowledges the value of their input but also demonstrates a commitment to incorporating diverse viewpoints. By fostering an environment where stakeholders feel heard and respected, resistance can be mitigated, and a more inclusive and adaptive change process can emerge.

Change is rarely easy, as it often requires new processes and procedures to learn, or at times leads to having to say goodbye to some colleagues, even good change can raise stakeholders' stress levels as they assess the new risks it may present. Some change transitions are as quick as flicking a light switch, other times the change transformation can take years. A void in communication updates particularly on these longer projects can lead to many negative results, where key stakeholders are unsure if the planned strategy is heading in the right direction, if progress is being made and whether the change is on schedule. It can be exhausting, so it is critical to stop to celebrate and re-energise the team after key milestones are achieved.

Building Trust: It is not a one-time event, it is an update on the progress of the transition, i.e. open-door policy concerns. Change as a step toward improvement, i.e. Kaizen.

Recognizing change as a dynamic and continuous process underscores the importance of regular updates. Implementing a robust communication plan facilitates the systematic scheduling and tracking of communication activities. Stakeholders should be kept informed of progress, challenges, and achievements, ensuring that they remain connected and invested in the evolving narrative of the change. Measuring the effectiveness and impact of communication efforts allows for adaptive strategies, ensuring that the communication approach remains responsive to the evolving needs and perceptions of stakeholders.

Change is often a scary time for people. Regular communication is essential to minimise fears even if there is nothing to update. So is acknowledging people’s concerns and questions, even if answers are not readily available.

Change is a time when leaders need to communicate more than any other time. Employees expect you to have all the answers, have a clear sense of direction, have anticipated all the possible obstacles, know the outcome for every individual needs. Most likely, you do not. Change is a process that starts with explaining what is changing and why and how you envision that the organization will benefit from the proposed changes. Change communication is not a one-off but needs to be done consistently and repeatedly throughout the process. Be sincere about your intentions, and honest about the things you do not know. If your employees embrace your vision, and trust the roadmap, they will help drive the process in a positive manner.

Although I agree with the statements shared in being authentic and transparent. Be careful who and how that is shared with. Not everybody out there have or work with ethics or morals. Knowing who you're dealing with, and the circumstances that could potentially come from that individual or company will help you position yourself properly in order to best describe, deliver, and defend the required or requested change.

Honesty is crucial when navigating a change. To communicate authentically, the change leaders can discuss the process of problem-solving, research, consideration, and collaboration that went into selecting the path forward. Voicing potential concerns and how you plan to address them is also a good way to showcase that you have been thoughtful and thorough in the planning phase. This will help others be more comfortable and supportive of the decision.

Authentic Leadership: Navigating Change with a Culture of Communication. In leading change, authenticity and transparency are non-negotiable. My leadership at Universit?t Hamburg is anchored in a 'Culture of Communication,' emphasizing authenticity and transparency. This culture rests on shared vision, trustful cooperation, and mutual respect, allowing us to tackle complex challenges effectively. Through transparent communication, we enhance our community's collaborative spirit, ensuring everyone's voice contributes to our evolving journey. This approach transforms challenges into opportunities for growth and innovation, making every university member an integral part of our future.

To be authentic and transparent, it's important to spend some reflecting on how you personally feel about the change. What gets you fired up about how it will impact your business, customers, and team? What what are your heartfelt concerns? It's OK if you have concerns. But if you haven't taken time to be honest with yourself, there is no way that you can be honest with others. The Change Curve is a tool to help you get in touch with where you are in relation to common reactions to change. It is normal if it is early days and you are feeling shock, anger, or denial. Map out a plan on what you need to do to feel more committed. And then use this tool to help stakeholders move through the curve if they are not immediately on board.

Effective communication during change is not just about disseminating information; it's also about listening. Create channels for two-way communication where employees can ask questions, express concerns, and provide feedback. This could be through town hall meetings, Q&A sessions, or anonymous surveys. Different stakeholders may require different types of communication. For instance, what works for frontline employees might not be as effective for middle management. Tailor your communication style and content to suit different audiences, ensuring that it resonates and is relevant to each group. Leaders should be visibly involved in the communication process. Employees need to see that the leaders are committed to the change.

The best example I've seen of effective change management was the Williams Group. When they took over a business they would redecorate all the offices in a new colour, new carpets, and shuffle the layout around so everyone's desk had moved. They had a bin bag day where everyone (apart from Finance) had to throw away anything over a year old, followed by desk checks to ensure it was done. Desk tops cleared every night. It seemed to work to get that initial impact, which is almost always the hardest part.

As a change management expert, effective communication during a transition involves transparency, clarity, and empathy. Begin by clearly articulating the reasons for the change, emphasizing the benefits it brings. Provide a roadmap outlining the transition process and its impact on individuals or teams. Encourage open dialogue, address concerns, and actively listen to feedback. Use multiple channels, such as meetings, emails, and collaborative platforms, to ensure consistent messaging. Acknowledge the emotional aspects of change and express empathy toward any challenges or uncertainties. Establish a continuous communication plan to keep stakeholders informed throughout the transition, fostering a sense of inclusion and shared understanding.

Change communication is arguably the most important part of any system transition. After documenting the change, and the gap analysis in an “AS IS” and “TO BE” scenario, it is important to ensure that the changes are documented in details that addresses who does what, where, and how? Communication methods and tone will also vary according to the nature of the transition. For example, nature of change communication needed to get people out of a burning house, is different from what is needed to plan a picnic. Newton’s first law of motion summarizes this aptly, posit: “A body will continue in it’s state of rest or of uniform motion in a straight line, unless compelled by an external force to act otherwise.”

Constantly (starting well in advance of the change being implemented) to the right stakeholder using the right channel/s with enthusiasm from the right people. People must see change coming, not only feel it arriving. People should be able to feel the buzz, not only hear about it. People should adopt the change because they see their leaders do so with gusto, not because they are told to.