| Like many internal communications, you may find that | | | | changes are being planned, you not only need to |
| communicating change is a very demanding part of | | | | understand each stakeholder group but you also need |
| your role. In today's environment, change is a fact of | | | | to take into account individuals and how they may |
| life. Companies, resistant to change, risk losing their | | | | react on a personal level to the changes. You have to |
| competitive edge. | | | | get the message and the language right. |
| The process of change is complex. As human beings | | | | You will have clear messages that support the |
| we often feel threatened by change. But the irony is | | | | planned changes and assist in moving the project |
| that without change we might still all be living in caves. | | | | forward. However before communicating these |
| We have to admit that change can be exciting as well | | | | messages, conduct a systematic audit of your |
| as challenging as it stimulates innovation and creativity. | | | | audiences. Consider their needs, the way change may |
| Good for business and good for us. The question is, "Is | | | | affect them and their current mindset. Then adapt |
| it possible to assist in managing change without all the | | | | your messages to ensure each group understands |
| drama?" | | | | each message as you intend them to, so that |
| Before engaging in communicating change, it is | | | | subsequently, each person acts or thinks in the way |
| important to understand the psychology of change and | | | | you desire. |
| your role in the change process. Change needs to be | | | | Repetition is important. You don't want to bombard |
| effectively managed and communicated so that it is | | | | staff with information, but you do want to keep up |
| embraced rather than rejected. | | | | momentum, and you do want staff to receive the right |
| One of the more sensitive areas to manage is your | | | | information at the right time. Consider using a variety of |
| senior management team. They may be driving the | | | | ways to send and receive information and messages. |
| change initiative, but may not be so good at | | | | Use push and pull strategies. Some information will |
| communicating ideas in a way that is accessible to all | | | | need to be pushed out to staff, whereas other |
| staff. They may not even have a framework for | | | | information can just be there for when staff need it. |
| managing the change process. Part of your job is likely | | | | If you are the intermediary in some of the |
| to be supporting your key stakeholders and making it | | | | communications, make sure you respond in a timely |
| easy for them to communicate effectively to staff at | | | | manner to all interested parties. |
| all levels. | | | | Get the right people involved in communicating the |
| How can I communicate change and minimise negative | | | | change initiative. This sends a strong message to staff. |
| aspects of the change process?There are change | | | | Engaging people who have an in-depth understanding |
| management methodologies, which have proven to be | | | | of the way your business runs, who are team players |
| successful when implementing changes. These provide | | | | and who staff respect will make your communications |
| a framework for managing the change and change | | | | tasks so much easier. They can smooth transitions, |
| communications process. Select processes that suit | | | | provide context for their teams, model the right |
| you and your company's culture and that are | | | | behaviors and act as project champions for you. So |
| appropriate to the type of change you wish to | | | | when your staff ask, 'What's this got to do with me? |
| implement. | | | | Your team has all the answers. |
| When researching change management, it doesn't | | | | Communicate, communicate, communicate |
| take long to learn about trust. It takes time to win | | | | Nobody told me |
| employee trust, which is the foundation of an | | | | Human beings often screen out what they don't want |
| employee's commitment to the business. It takes time | | | | to hear, or what they are not ready to hear. No matter |
| to build it but only moments to destroy it. Signs that | | | | how vociferous you have been, you will always find |
| trust has been eroded include lower productivity, poor | | | | someone who says, "Nobody told me!" |
| morale, resistance to change, a strong rumor mill and | | | | So what implication does this have for internal |
| good staff leaving. A good change management | | | | communications? Three strategies spring to mind: |
| process with effective, honest internal communications | | | | 1. Get sign off from staff to say they have received |
| can avoid all this and make implementing changes an | | | | and understood information. At some stage you might |
| exciting and rewarding challenge. | | | | need proof. |
| Understand the psychology of change | | | | 2. Take an iterative approach, so that key messages |
| Don't let the change curve become a roller coaster - | | | | are repeated. Try delivering the same message |
| Change is a complex issue. Many of us do not | | | | through different channels, or presenting it differently, to |
| embrace the need for change, especially when things | | | | prevent boredom setting in. |
| appear to be moving along just fine. We are firmly | | | | 3. Make sure your strategy includes preparing people |
| ensconced in our comfort zone and have a sense of | | | | to receive information. Listening is often overlooked. |
| wellbeing. In the business world, however, senior | | | | Listen proactively, acknowledge emotions and ideas |
| management needs to be at least one step ahead in | | | | and receive feedback. Get staff actively involved and |
| order to maintain their organization's competitive edge. | | | | engaged to help them be receptive to your messages. |
| Senior management may read 'comfort zone' as | | | | Communication can be about timing. Staff who are |
| 'stagnation' and immediately start planning to innovate | | | | informed in advance are more likely to be excited and |
| and improve. | | | | motivated than staff who find out about developments |
| Prior to announcing any change, someone has | | | | accidentally or through the media. It is not surprising that |
| obviously thought about the current situation, analyzed | | | | staff feel shocked or become angry if they find out |
| solutions, and come up with a plan. This takes time. | | | | about significant changes through a media |
| This plan is then often rolled out to the employees. | | | | announcement. They may feel they have lost face |
| Being suddenly confronted with a change plan, and | | | | (which can be devastating, especially in some cultures). |
| feeling left out of the loop, makes many employees | | | | We all concede that there are many occasions when |
| feel anxious. | | | | staff simply cannot be informed of everything. But |
| During times of organizational change, employees can | | | | what can you do to assist? One avenue may be to |
| become less productive and question their job security. | | | | organize a staff briefing that occurs at the same time |
| Their response to change is often emotionally charged | | | | as a public announcement. You need to get your timing |
| and if change is not managed and communicated | | | | right, so you don't make a bad situation worse by |
| effectively the chances of success reduce | | | | appearing to be insensitive or tardy. |
| significantly. | | | | When staff become aware of impending change, this |
| 'The Change Curve' graphically describes the | | | | is the time when leaks spring and the rumor mill fires |
| psychology of change. It lists stages that employees | | | | up. When this happens, keep communication channels |
| typically move through during a change initiative. These | | | | open, communicate up, down and across the lines of |
| stages range from Satisfaction (I am happy as I am) | | | | communication, and prepare managers well. |
| through Denial (This isn't relevant to my work), | | | | Effective communication is ongoing, two-way, and |
| Resistance (I'm not having this), Exploration (Could this | | | | targeted. Brief is good. Don't bog staff down with |
| work for me?), Hope (I can see how I can make this | | | | lengthy missives. They are busy enough with their |
| work for me), right through to Commitment (This | | | | work and dealing with the changes, without having to |
| works for me and my colleagues). We mustn't | | | | decipher complex, lengthy or irrelevant reports. |
| overlook the fact that when there are significant | | | | You can't avoid the fact that sometimes you have |
| changes, people may need time to grieve for any | | | | bad news to communicate. If you have built up trust, |
| perceived or real losses. | | | | communicate honestly and clearly, and have in place |
| To communicate effectively, it is vital to recognize | | | | strategies to cope with staff reactions (loss, grief, |
| your employees' mindset at any stage of the process, | | | | dismay), then you and your staff are in the best |
| so that you can support them, validate their feelings | | | | position to deal with the situation in a productive and |
| and move them through to the commitment stage. | | | | dignified way. |
| Typically at the start of any change initiative | | | | Keep communicating even when a change project is |
| employees experience:o Fear; e.g. of job loss or of | | | | reaching its final stages. Make sure you see it through. |
| increased responsibilitieso Frustration; e.g. with the | | | | Reinforcing new skills, practices or behaviors is a vital |
| process or with lack of information, or eveno | | | | part of embedding the change. Don't let staff revert |
| Acceptance; e.g. they recognize that change is | | | | back to the old ways by cutting the communications |
| needed or inevitable. | | | | cord too soon. |
| Understanding the needs of your key stakeholder | | | | Use the right communications channels |
| groups and where they are along the continuum of the | | | | I found out my job was under threat by email! |
| change curve enables you to hone your | | | | As communications experts, you know how important |
| communications plan. Selecting a framework with an | | | | it is to select the right communication channel. It is too |
| iterative approach, allows you to make subtle (or not | | | | easy to get so caught up in a busy project that you |
| so subtle changes) so your role in the change process | | | | overlook some of the basics. So while planning your |
| is as effective as possible. | | | | communications strategy, make sure you take time to |
| Think strategically and clarify your messages | | | | select the right tool for the job. |
| Why are we changing? | | | | Research shows that face to face communication is |
| Even when you have the trust of your employees, | | | | required if you really want staff to adopt new |
| they won't get alongside and make changes unless | | | | behaviors. Face to face is also the best channel for |
| you provide a compelling and logical reason to change. | | | | planning and dealing with sensitive issues. It allows you |
| Your strategy should be to motivate staff through | | | | to gauge reactions, to get instant feedback and to |
| inspiration, not desperation. | | | | ensure that everyone has received and understood |
| Having a structured process is only part of your | | | | the message. |
| strategic planning. An iterative process that allows you | | | | You may not want to front up to people when you |
| to make continual improvements depending on the | | | | have to communicate bad news. But if you are honest |
| feedback you receive is an excellent approach. Acting | | | | and empathetic, and demonstrate that you are |
| on feedback demonstrates that you are not only | | | | prepared to listen, to take note of feedback and to |
| listening to your employees but taking note of them | | | | answer the hard questions, then you have delivered |
| too. This can be a powerful way of engaging staff | | | | unpalatable news in the best possible way. They may |
| and moving them through to the Exploration stage of | | | | not like the message, but they will respect you for |
| the Change Curve. | | | | fronting up. |
| Part of a successful change management process | | | | Even if you are on a mission to save trees, don't |
| must include communicating strategically. This includes | | | | forget about paper. It is still best for complex and |
| ensuring that your management team communicate | | | | lengthy material. It is also very useful to support face |
| effectively. A strategic move might be to measure | | | | to face and phone conversations. |
| how effective managers are at communicating key | | | | The intranet is great for searching for and retrieving |
| messages and to provide some training for those who | | | | factual information. But take note, the intranet does not |
| perform poorly. Roger D'Aprix comments that as soon | | | | change behavior, you need the personal touch to do |
| as some leaders meet resistance they either ignore it | | | | this. |
| or want to squash it. He suggests a more strategic | | | | Email, it is quick and convenient and overused. |
| approach; one that embraces engagement through:o | | | | 'Communicating change via email or voicemail is like |
| Trusto Compelling logico A match of actions and | | | | ending a relationship that was - it's just bad form. It |
| wordso Involvement of those who are affectedo | | | | leaves the recipient bewildered and angry, and whom |
| Communicating a sense of confidence and minimizing | | | | ever is delivering the message looking very bad.' |
| fearo Repetition of the primary themes. | | | | (Veronica Apostolico, Ref 9). In addition, email is not |
| Think about these building blocks when you are | | | | always considered effective. A District Court ruling in |
| crafting key messages to support the change | | | | Massachusetts on employee communications found |
| process. | | | | against a company that communicated a change in |
| To build on trust, you need to be honest. Miss the | | | | procedure via email, because the message was not |
| chance to make a compelling case for change, and | | | | effectively communicated. If you do choose to convey |
| you will find that employees will concoct their own, | | | | important information via email, make sure you get |
| usually less flattering, reasons for change. Don't | | | | some acknowledgment of receipt and understanding. |
| assume that the negative people will necessarily | | | | There are now so many channels to choose from, it's |
| sabotage your project. They will if you let them, but it is | | | | a good idea to list the ones you have available, and |
| your job to win them over. Converts can become | | | | then match the message to the channel. Using a |
| your greatest allies. | | | | variety of channels means that you can repeat |
| 'Walk the talk', since actions speak louder than words. | | | | messages, without looking as if you are hammering |
| Engage those who are directly affected. You may not | | | | home a point (even if you are). It means that staff |
| like some of the messages you hear, especially during | | | | can't 'escape' from what's happening, or deny all |
| the Denial and Resistance stages. However, | | | | knowledge. |
| acknowledging people's fears is one way of minimizing | | | | There are other issues to consider when devising your |
| anxiety, especially if you work in an environment of | | | | communication strategy. What information needs to be |
| trust and honesty. | | | | pushed out to staff and what should staff 'pull' in? If |
| Your messages need to accentuate the positive and | | | | you are pushing information, how can you be sure they |
| eliminate (or at last minimize) the negative. Repetition is | | | | have received it? And if you have provided information |
| a powerful tool. People only hear the message when | | | | for staff to find and use as required, do you need to |
| they are ready to hear it. Those of us who are | | | | know how many 'hits' the information gets, so you can |
| constantly bombarded with information have got really | | | | measure how much it is used? |
| good at screening out noise. So, repeat your key | | | | Using project champions can be a powerful ploy. |
| messages until everyone gets it. | | | | Project champions communicate really strongly by |
| Customize and target messages to each your key | | | | modeling behaviors, through conversing with staff, and |
| stakeholder groups. Don't forget to massage your | | | | demonstrating how proposed changes really work for |
| messages to take into account staff mindset at each | | | | your staff. |
| stage of the project. | | | | Use story telling to paint the picture |
| Make sure you see the project through to the end. If | | | | I just don't see how that'll work |
| this means giving extra support to some groups, or | | | | '... truly flexible, fully integrated, adaptable IT |
| providing additional training, do it. The behaviors need to | | | | infrastructure using an SOA approach to develop |
| become embedded. | | | | modular, easily integrated and reused...blah blah blah...' |
| Sun Microsystems' 'Knowledge, Attitude, Action' model | | | | Does this mean anything to your staff, apart from |
| provides a tactical approach based on moving staff | | | | those in IT? |
| from an existing position to a desired one. For | | | | How can you make this message sound exciting? |
| example, seek to move:o Current employee | | | | Why not get them to visualize it and paint a picture |
| knowledge from 'I don't know our strategy' to 'I know | | | | instead? For example, 'Just think after go-live, all you |
| where we are going'o Current employee attitude from | | | | have to do is to click on the client contact, and from |
| 'I'm scared I'll lose my job' to 'I'm excited about my | | | | there you can complete all the transactions. You no |
| future'o Current employee action from 'I just do what | | | | longer have to open several applications, or photocopy |
| I'm told' to 'I proactively shape my work to help the | | | | documents, or scan in information. Our new system will |
| company meet its goals.' | | | | do all that for you behind the scenes.' |
| Clear, positive messages give a clear and positive | | | | Tell stories so staff can visualize outcomes. Many |
| direction. | | | | cultures prefer a narrative approach, rather that the |
| If you do not have a strategic plan, staff may feel | | | | abrupt, business-like approach that we often adopt. In |
| demotivated and suspicious. You could spend a lot of | | | | everyday life, most people tell stories to get their point |
| time and money on communications, but still find staff | | | | across, or illustrate their viewpoint by giving concrete |
| uncommunicative or feeding the rumor mill. Think | | | | examples. |
| strategically and craft clear messages and make your | | | | Story telling is relevant to all stages of the change |
| communications work for you. | | | | process. At the outset, encourage staff to visualize |
| Listen | | | | what the changes will look like. Then they can see |
| Do staff need to offload and should you let them? | | | | exactly what needs to be done. Visualization is very |
| Many change management projects get stuck right | | | | powerful when it encapsulates a positive view of the |
| into telling staff what changes to make and then start | | | | future. This is especially useful when trying to get staff |
| filling them in on all details. This type of insensitive | | | | to move from 'Could this work for me?" to 'I can see |
| approach can cause employees to feel shocked and | | | | how I can make this work for me.' |
| ambushed. And this initial shock is often followed by | | | | Building scenarios makes change seem possible and |
| behaviors such as denial, anger, 'blocking' and in some | | | | gets everyone past blinkered thinking. This is partly |
| cases depression. | | | | because many people are not comfortable with |
| Staff need time to come to grips with what the | | | | abstract ideas and theory. Making your project |
| change means to them before they can move on. | | | | concrete makes it real, and making it real makes it |
| Since these emotions are an expected part of the | | | | happen. Creative visualization has long been |
| change curve, it is wise to provide some avenues | | | | recognized as an effective tool for planning and |
| whereby staff can have their say. Staff who perceive | | | | implementing change. So add it to your toolbox. |
| that they may lose their job, or be relocated, or | | | | Make it easy for management to communicate |
| redeployed need to voice their concerns. Listening to | | | | effectively? |
| and acknowledging their views will assist them and | | | | I don't have time to see everyone. |
| you. | | | | Don't ignore the people side of change. Change |
| Part of your role, therefore, is to find ways of listening | | | | management is usually studied from a technical |
| and listening proactively. You need to create | | | | viewpoint. For example, how can the changes be |
| opportunities to hear what people are thinking after | | | | implemented and what processes, procedures or |
| any changes are announced. You can use a variety of | | | | approaches are required. Buzz words such as |
| approaches such as team meetings, interviews, or | | | | process re-engineering and corporate re-structuring |
| open forums. It is important not just to gather | | | | appear to deny human involvement. But change |
| feedback but to probe deeper so that you really | | | | affects staff and the effect on staff cannot be |
| understand the issues and understand how these | | | | ignored. Managers need to hone their communications |
| issues affect each individual. Communication should be | | | | skills so they communicate with tact and diplomacy. |
| a two-way street. | | | | Work as a team and plan alliances that will help you |
| Staff may be exploring their feelings as well as their | | | | smooth the path to change. Note that 'data from |
| options, so making comments beginning with 'but' or | | | | 25,000 employees, in diverse industries, consistently |
| trying to answer their questions does not help them or | | | | rank front-line managers No 1 in credibility. Employees |
| you to clarify the issues. So listen first and try to get to | | | | are also more comfortable speaking up with questions |
| the heart of the matter and acknowledge what they | | | | and ideas to their immediate manager than with any |
| feel. | | | | other management level'. If senior management does |
| Sometimes staff just need a place to let off steam. If | | | | not have time to see everyone, maybe they should |
| you do not listen to staff and allow their feelings and | | | | delegate some communications to their front line |
| ideas to be heard, then rumor and resentment can | | | | managers. Train managers to deliver the right |
| grow. Even if you have to communicate bad news, | | | | message to their unique audience. Their role is to |
| you can manage the process with dignity. Active and | | | | provide context around key messages in a way that |
| empathetic listening is paramount in this process. | | | | suits their team's style and emotions. |
| Use face to face meetings for sensitive issues, and | | | | You may need to train managers to play an active |
| allow plenty of time to hear responses and to answer | | | | role in planning and delivering messages about change |
| questions. If you need to comment, keep your | | | | initiatives. This training could include motivational |
| message brief and clear. | | | | techniques, team building, negotiation, delegation or |
| Staff may think of additional questions or wish to | | | | dealing with conflict. Managers need to understand that |
| make further comments once they have had time to | | | | resistance is part of the normal reaction to change. |
| assimilate your information. Time may not permit you | | | | Anticipating this through proactive planning enables |
| or other managers to have continual face to face | | | | management to prepare their staff for change, so that |
| meetings, so you may need to think of other ways to | | | | they move quickly along the change curve, from Denial |
| 'listen.' | | | | and Resistance, to Exploration, Hope and Commitment. |
| Get engagement | | | | Managers, who are movers and shakers in the |
| I'll just keep my head down and get on with my job? | | | | change management process, may need a reminder |
| Management should not to ignore the people side of | | | | that many staff need time to come to terms with |
| change management. According to a Harvard | | | | change. Planning some 'being patient' time could save |
| Business Review study, 70 percent of change | | | | time in the long run. |
| initiatives are not successful because organizations fail | | | | Contrary to popular belief, management often find it |
| to manage the human reaction to change. | | | | very time-consuming to write reports to staff, or even |
| Engagement begins at the top and applies to all levels | | | | if they find time, you, as internal communications, may |
| of management. Research shows that employees | | | | feel that their language or approach makes their report |
| tend to trust, and would rather communicate with, their | | | | inaccessible. Support them and make it easy for them. |
| immediate manager or supervisor. The implication is | | | | Having a variety of communication channels available |
| that this level of management plays a vital role in | | | | is very helpful, especially if you select approaches and |
| communicating and implementing change. Getting all | | | | tools that make everything as quick and intuitive as |
| levels of your management team involved in the | | | | possible. |
| planning and shaping of communications will make | | | | If your CEO is not able to meet face to face to deliver |
| them better project champions. | | | | a sensitive message, then maybe a video presentation |
| Engagement is not just for the management team, it is | | | | would be an effective alternative for conveying the |
| for the staff too. Engagement takes time and patience. | | | | message. Staff will still be able to hear the emotion |
| And you need to start at the beginning of the change | | | | and see the passion. Good communicators can instill |
| process. | | | | confidence and enthusiasm, and in so doing they still |
| Steve Lemmex suggests a two part strategy. The | | | | the rumor mill and quell unfounded anxieties. |
| first part involves managing resistance to change. Key | | | | If writing a report seems too formal or time-consuming, |
| strategies, at this stage, include being open, honest and | | | | then consider submitting a short article in your |
| giving people time to express their feelings and to | | | | company newsletter of magazine. A slightly less |
| come to grips with the implications of the change. | | | | formal format may assist management to use a more |
| The second part involves being patient and ensuring | | | | 'user-friendly' and 'human' approach. |
| staff are ready for the Exploration stage. This is when | | | | Success can be enhanced if managers play an active |
| you involve staff by asking them to explore the 'what, | | | | role in both planning and delivering messages about |
| why, when and how' things need to be done. This | | | | change initiatives. |
| inclusive approach maximizes buy in and validates your | | | | Measure results, celebrate success |
| staff skills. It encourages engagement. Involving people | | | | I am sure that we got the message across. But what |
| and letting them take ownership drives acceptance | | | | did actually happen? |
| and commitment. In addition, staff often find innovative | | | | Measurement is critical in times of change and the |
| ways to make things work that managers would | | | | best communication strategies involve measuring for |
| never have thought of. | | | | effectiveness. It is important to understand whether |
| Getting engagement often requires sensitivity, | | | | messages are hitting the mark and to confirm that |
| especially if there is bad news for some. Make the | | | | people are on the same page as you (or at least the |
| best of difficult situations, even if this means | | | | page you expected them to be on). |
| acknowledging what has not gone well. Where there is | | | | Your first step is to list the desired outcomes of your |
| loss, (staff leaving or projects being abandoned) give | | | | change communications project, and decide how you |
| staff time to grieve. Acknowledging loss gives closure | | | | will measure the success of each outcome. And do |
| and allows people to move on. | | | | you have current data to use as a comparison? |
| If you are working on a project that has experienced | | | | You probably want to measure:o Staff attitudes (to |
| communications problems you may want to signal a | | | | the project, to how well their managers get the |
| radical change and commit to improving | | | | message across)o Staff emotions (where they are on |
| communications from this point forward. Once you are | | | | the change curve?)o Level of skill development or |
| certain of support for really effective and open | | | | knowledge acquisitiono How well is your |
| communication, why not formally bid farewell to the old | | | | communications strategy working?o Have messages |
| way and welcome a new beginning with a celebration. | | | | been received, read and understood? |
| Tackle issues honestly and positively. Try to view | | | | If you measure every step of the way, you can |
| circumstances dispassionately as emotions can cloud | | | | tweak messages and change tack when an approach |
| issues. As staff become actively engaged in improving | | | | is not working as well as it might. Regular surveys that |
| their circumstances, they will feel empowered and | | | | give a snapshot of how people are feeling allow you |
| positive. | | | | to track the overall trend, otherwise it is easy to let |
| Getting the right message to the right audience | | | | your opinion of progress be colored by the 'squeaky |
| So what's this got to do with me? | | | | wheels' in your organization; |
| People are really good at hearing what they want to | | | | You need to gather qualitative as well as quantitative |
| hear and screening out messages that they either | | | | data, and decide on effective ways to present and |
| don't want to hear, or are not ready to hear. This | | | | use the information. Proof of progress validates your |
| makes your role in internal communications a complex | | | | planning, informs management and motivates staff. |
| one, particularly in times of change. When significant | | | | |