Change Communication: Eight Steps to a Successful Outcome

In my last two blog posts, I discussed how using change management principles enable organizations to navigate difficult transformation initiatives such as diversity, equity, inclusion, and accessibility (DEIA). Following this theme, I wanted to take a deeper dive into the hows and whys of successfully guiding your organization through times of transition.?

Companies are constantly confronted with the need to adapt to new circumstances, whether it’s an office move, adopting new technology, adjusting to new leadership or navigating a company merger. Today, organizations are faced with adapting to a host of new and profound changes, such as the proliferation of AI, post-pandemic shifts in work practices, heightened global tensions or the imperative to introduce equality and integration initiatives. In this environment, it is essential for communicators to hone their expertise in the context of change management.?

We use the term “change management” to describe a structured approach to navigating these shifts as smoothly as possible. But it needs to encompass more than an operational playbook.

As a communicator, I’ve been involved in more strategic change projects than I care to count. I know you don’t need me to tell you that no two initiatives are ever the same, but there is one constant that plays throughout every single one: the absolute necessity of putting in place a comprehensive communication strategy that reaches everyone at every level in the firm. With a solid change communication plan in place, you can dispel rumor, educate and inform, and reduce turnover triggered by change. It’s also an opportunity to build a stronger internal culture which, of course, will be a major contributor to future success.

Industry analysis bears out the significance of communication in change management. According to Gartner, 73% of change-affected employees report experiencing moderate to high stress levels, and those suffering from change-related stress perform 5% worse than the average employee. McKinsey research suggests that 70% of change management efforts fail, and at the top of the list of causes are employee resistance and lack of management support, both of which are directly related to inadequate communication. The two are inextricably entwined: informed, engaged employees who are actively participating in a top-down, base-up information exchange process are exponentially less likely to resist the change.?

As you get started on your change management initiative, keep a tight focus on the four foundations stones of a successful communications strategy:

1. Get an early start

Communication acts as the glue that knits together the elements of transformation, but timing is everything: communication that starts early can mitigate the fears and rumors that lead to anxiety and resistance.

2. Make your message clear

Straightforward messaging builds understanding and frees the organization from time-wasting speculation. Even in a negative situation such as downsizing, transparency will play a part in defusing unnecessary emotion, anxiety and fear.

3. Enable open dialog to (re)build corporate culture

Engage employees in conversations about the changes, allowing them to express concerns, make suggestions and ask questions. Change programs give you an opportunity to allow employees to actively contribute to shaping the evolving culture, creating an environment of inclusion and respect that’s essential for supporting ongoing change.

4. Emphasize employee retention

Replacing an employee costs the organization more than that employee’s annual salary in loss of revenue, institutional knowledge and morale. A well-executed change communication plan plays a central role in retaining talent by informing employees about how the new order will affect their current roles and future career growth.

Communications Framework: Best Practices?

1 - Prepare

Assess the situation to gather an accurate overview of the main components of your messaging and the impact of the messages across different audiences. You will need a clear understanding of the benefits to and impacts on job roles and the reporting structure across the organization.

2 - Know precisely who’s affected and how

Understand how the changes will affect different stakeholders, leaders and employee groups and plan how to best inform each sector. With technology change, for example, think about who will benefit most from hands-on training sessions versus user guides or webinars. In a merger or downsizing, consider which employee groups, partners or customers will require information specific to their concerns and who will own the communication.

3.? Be flexible about communication channels

Don’t rely on a single means of communication. You will need a mix of in-person, group-wide, and virtual channels, both to reach everyone affected and to maintain a regular flow of information. Offer each group the communications method that works best for them (not you), whether digital, in-person, group, individual or a combination.

4. Target communications precisely

Tailor messaging to the way in which each group will be affected by the change, focusing on the positive, but maintaining transparency about how the change will affect them. High-impact groups such as major customers or partners may need more detailed and personal interactions.

5. Foster participation

Provide multiple platforms for open dialog, for soliciting and receiving feedback, and for incorporating valid suggestions into the change plan. These platforms can include town halls – both virtual and in-person – live ask-me-anything sessions, Q&As and focus groups. The more participation, the greater the engagement and the likelier the initiative is to succeed.

6. Expect resistance

People hate change. Prepare for questions, disapproval and resistance, and address the key sources of discontent before they become perceived as insurmountable. Be transparent about challenges and downsides, while focusing on the positive and acknowledging why these concerns have arisen. Provide as much information as possible about the rationale, the benefits and the drivers for the change. Use your various communications forums and platforms to speak openly to disaffected groups. Listen to feedback and respond promptly. Provide multiple channels for feedback, including anonymous options.

7. Manage rumors, listen to feedback, review and adjust

To ensure a consistent source of accurate information, appoint a dedicated person or team to handle rumors. Provide guidelines to employees on how to identify credible sources of information, and emphasize the importance of relying on verified communication channels. Address misinformation swiftly by providing context and facts. Conduct regular surveys and organize focus groups to gather feedback on what’s working. Use digital communications analytics to track the performance of your online communications platforms. All these will inform your ongoing strategy.

8. Keep communicating

Stressful experiences related to company change can be overwhelming, and a recent study found that at the behavioral level, stress has been found to impair learning and memory for declarative (or explicit) tasks that are based on cognition, such as verbal recall memory in humans and spatial memory. This is why the communications team needs to maintain momentum throughout and beyond the period of change. A regular communications schedule that becomes a dependable and expected source of information – a weekly newsletter, a bi-weekly podcast, a monthly town hall – will maintain alignment and reinforce the strategy to create a stronger organization.

Conclusion

Viewing change management through the lens of communication makes an enormous impact on the success or a change program. Done right, communications enable organizations to bridge perception gaps, reduce resistance, prevent a potential talent drain, and foster a culture of collaboration and adaptability that will serve them well for the future.