Communication isn't a new concept for organizations, and most companies have marketing and communications departments. However, when communication takes place within a change project, we find that simply telling people the facts using generally accepted tools isn't effective enough. In the context of change management, communication is one of the critical tools available to help employees navigate the transition successfully.
For communication to pave the way for change at the individual level, it needs to be focused and structured in this area.
One aspect of structuring communication in the context of change management requires sharing messages with internal customers in a structured manner. An effective communication plan first addresses questions about the details of the change project and its implications for individuals. Once employees internalize the messages about the need for change, communication shifts to a more detailed description of the solution and a greater focus on the technical aspects of the change.
A second aspect of structure relates to the recipients of communication. Over the course of the project, the target of communication may shift from senior leaders to middle managers and front-line employees. Each of these groups receives communication throughout the project, but the attention paid to each group may vary. Without a structured communication plan, which is part of a larger change management approach, communication can be sending the wrong information to the wrong groups at the wrong time.
From a more tactical perspective, structuring the communication effort means creating a formal communication plan that provides a tangible outcome for the project. Communication should not be casual; it should be structured and goal-oriented. Communicating without a planned communication strategy won't yield results.
A focused, structured plan with focused messages sent from the right people at the right time will set your project and people up for success while helping affected employees understand and accept changes more quickly while resolving issues.
Act Early
When attempting to change a model, you must be prepared for resistance. Communication is more effective when initiated early in the change cycle. Early communication is more proactive and can mitigate the negative consequences of failing to engage employees. In fact, activating a communication plan early in the project can end potential employee resistance to change.
When employees know a change is coming but don't have answers to key questions, they tend to project it "in their minds." Lack of communication early in a project leads to misinformation and rumors. This misinformation can breed resistance and create significant obstacles for the project team later in the project lifecycle. Proactive, early communication allows you to control the information circulating throughout the organization, even if you don't have all the answers.
Repeat
In many cases, when employees first hear about a change, they can focus on how the change will affect them and avoid the details. Repeating key messages several times is crucial here. Repeating key messages ensures that employees hear what you're trying to convey. Communication should be viewed as a process, not an event. Multiple mediators should be used to repeat and reinforce key messages throughout the project lifecycle.
Answer Questions
Communicating isn't just sharing a message. It's an interactive and iterative approach to building understanding. As part of a structured plan, communication efforts should address key employee questions at a time when employees want to hear the messages. Some key questions to answer at the beginning of a change include:
Why are we changing?
What are the risks of not changing?
What's in it for me in this project? How will I be affected?
How will my team be affected?
Let your team choose the change leader.
When it comes to a change project, managers and senior leaders should be the voice of change. Employees want to get information about these issues from their 'competent' managers. The "voice" of change is important, and even if the message content is the same, employees will evaluate the sender. Using preferred senders ensures that the change is taken seriously.
Above all, it's important to remember that face-to-face communication is the most effective form of communication. Yes, it will take more time, but don't underestimate the value of face-to-face communication.
Change management communication is only effective when employees internalize the change messages and are able to initiate the transition process.
Aslı CANER