Create a Strategy to Communicate on Change

Every change initiative – even the smallest one – benefits from developing and implementing against a communication strategy to ensure continuous communication about what’s happening with employees.

Your communication strategy is focused on detailed how the organization will communicate about a change happening in the organization. It includes some key information, outlined below, to ensure that the right information is communicated at the right time to the right audience, supporting engagement in, and adoption of, change.

Key Components of a Communication Strategy

At a minimum, your communication strategy should include the following key information:

Goals & Objectives: This section clearly defines the goals and objectives of your communications on the change. You want to be sure to align the goals and objectives with the vision and goals of the change initiative.

Key Points of Contact for Communications: This section lists who the key personnel are who will lead and champion change. You would include here leader sponsors of change, change champions, the primary point of contact for all communication, and change team members who are developing/sending communications.

Target Audience: This section includes information on your target audience for communicating on the change. I prefer to divide between internal stakeholders and external stakeholders. Include information requirements of each of the stakeholders you identify.

Key Messages: In this section, highlight the key messages about change. This will include messages around the why of the change, the vision for the change, how those impacted can participate/engage in the change, and other key information necessary for employees to understand what is happening, why it is happening, and ultimately drive them toward adopting change.

Timing and Frequency: How often will you communicate with stakeholders about the change? Regular updates are certainly required, but often something happens that may require a communication off a regular change communication cycle. While this section is valuable for capturing items such as weekly email updates, monthly eNewsletters, and quarterly all-hands meetings to discuss the change, keep in mind that you are going to be communicating with various stakeholders differently depending on their perception of the change and how much they are impacted by the change.

Communication Channels: Here, document the channels you will use for communicating on the change. Remember, a variety of channels is valuable to reach the broadest group of stakeholders in ways that works for them. Email is always a default; but should not be the sole channel used. Consider what is the purpose of the various communication channels you use. We want to communicate the same message, via various channels, at least 5 – 7 times in order to ensure key messages “stick.” Communication channels should also include methods that support two-way communication. We don’t want to just be talking at employees, but want and need them to communicate and engage with us on the change, sharing their concerns, feedback, ideas, etc.

Finally, be ready to adapt! As the change initiative moves along, additional information will become available, other changes may happen, challenges will arise, etc., you will need to adjust your communication strategy based on feedback received, your analysis of what is working/what is not, evolving circumstances, and the needs of your audience.

Your communication strategy supports an environment that embraces change and provides employees the space to learn more, participate in, and adopt change.

What channels have worked best for you to communicate on change?