‘Communications’ is not a new concept for organizations; most companies have marketing and communication departments. However, when communicating about a change project, we find that simply telling people the truth using established means is not as effective as we might hope. In the context of change management, communication is a fundamental tool that can be used to help employees navigate the transition period successfully.
For communication to pave the way for change at the individual level, it requires focus and structure.
One aspect of structuring communication in the context of change management requires sharing messages with the internal customer in a certain order. An effective communication plan first answers questions about the details of the change project and what it means to individuals. Once employees have internalized the messages about the need for change, communication should move on to focus more on detailed descriptions of the solution and the technical aspects of change.
A second element of this structure is concerned with those receiving the communications. Throughout a project, the target of communication may shift from senior leaders to middle managers and front-line workers. Each of these groups receives communication throughout the project, but the 'care' given to each group may vary. In the absence of a structured communication plan which is part of a larger change management approach, communications may be passing 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 which is a tangible output of the project. Communication should not be a temporary concern; it should be carefully designed and goal-oriented. Communications without a communications strategy won’t yield results.
A focused, structured plan with focused messages from the right people at the right time helps impacted employees understand and accept change faster, expedites the problem-solving process, and ultimately moves your project and people towards success.
Act early
When you attempt to change an existing model, be prepared for resistance. Communication is more effective when it begins early in the change cycle. Early communication is proactive and can help avoid the negative consequences of failing to engage employees. In fact, initiating a communication plan early in the project can head off potential employee resistance to change at an early stage.
When employees know a change is coming but do not have answers to key questions, they tend to answer them in their own minds. Lack of communication early in a project leads to misinformation and rumours. This misinformation can create resistance and major obstacles for the project team later in the project lifecycle. Proactive, early communication allows you to control the information circulating in the organization, even if you don't have all the answers.
Repeat, repeat
In many cases, when employees hear the news of a change for the first time, they may focus on how the change will affect them and can lose sight of the details. It’s important at this point to repeat the main messages several times. Repeating key messages ensures that what you want to convey is heard by employees. Communication should be viewed as a process, not an event. Multiple agents should be used to reiterate and reinforce key messages throughout the project lifecycle.
Answer questions
Communications isn’t just about sharing a message; it’s an interactive and iterative approach to build understanding. As part of a structured plan, communication efforts should address key employee questions, so employees will becomes keen to hear those messages. Some of the key questions that need to be answered at the start of a change process include:
Why are we changing?
What are the risks of not changing?
What's in this project for me? 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, the voice of change should be executives and senior leaders. Employees want to receive information about these issues from their managers. The “voice” of change is important, and employees will appreciate the speaker, even if the content of the message remains the same. Using those preferred voices ensures that the change is taken seriously.
Above all, don’t forget that face-to-face communication is the most effective form of communication. It may be more time-consuming, but don’t underestimate the value it creates.
Change management communication is only effective when employees internalize the change messages and can initiate the transition process.
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