“Without change, something sleeps inside us, and seldom awakens. The sleeper must awaken.” Frank Herbert, “Dune”
While organizational change requires much more than 10 tips, here are 10 key things to keep in mind when planning, announcing, implementing, and communicating a change initiative:
Remember that there’s no one perfect way to communicate change. Change is uncomfortable, and adapting to change is messy. The perfect Gantt chart does not a painless change experience makes. Why? Because tasks are easy to list, but behavior and long-held habits are not easy to change. Gather outside information, solicit perspectives, and adapt the approaches for your organization and group.
Start by asking yourself what exactly is changing and why. Too many programs are heavy on the jargon and light on the substance of what the buzz phrases mean in the day-to-day reality of the organization’ s people. You have to make that link. For example, what does it mean when you say the organization needs to be more responsive? What behaviors characterize a so-called flat organization? Go to the root of what you’re trying to achieve from an organizational behavior perspective, and give the jargon life.
Know what results you want, ideally, from both the change initiative and the communication program or tactic. What’s the call to action for the communication program? What’s the call to action for the specific communication tactic? What systemic or operations changes are under way that provide the framework for the desired results and behaviors?
Include communication strategists at the very beginning of the discussions about the change, on the strategic team from the start. Too often, qualified communicators are involved after backlash is in full force, when the leaks and rumor mills are rampant. The corporate lawyer or the MBA with one or two classes in presentation software (Power Point) is not qualified to understand how the people of the organization will respond to change and what information they’ll need. Their particular expertise is most likely legal requirement and cost cutting, not communication.
Share information with employees as soon as possible, don’t let gossip fueled by fear rule the day. There’s a real dilemma in public companies, where investor communication is a priority and employees hear about a merger or reorganization on their car radio while commuting to work. Once fear, gossip and insecurity are rampant, it takes a lot of time getting back on track. Many fearful people head for their desks to update résumés and to call employment recruiters and your valuable talent is in essence, gone.
Repetition is fine; quality and consistency are critical. Most CEOs and managers are quoted as saying, “You can’t communicate too much,” but you can communicate too much fluff and huff. You can’t communicate too much real, substantial information.
Remember that a change effort starts with the announcement or a merger or change initiative and that is the beginning of the communication cycle. Don’t underestimate the length of time required by a change cycle. Numerous reports indicate poor performance following many IPOs, mergers, change initiatives, etc. Rome wasn’t built in a day and neither do people and organizations change in a week, or even a year. Think of it as changing some very ingrained beliefs and habits; because that is what you’re doing.
Remember to use a variety of communication pathways and vehicles. Some organizations make an enormous mistake in using only one vehicle, such as e-mail or the company intranet site. Using all avenues of communication and repetition are essential in creating an effective communication program.
Don’t confuse process — visioning, chartering change teams, planning, and endless PowerPoint presentations — with communications, as they aren’t powerful to meet change communication needs. People need multiple opportunities to share concerns, ask questions, and offer ideas, and make following up with answers and updates a top priority. The more people are involved in the process, the fewer you’ll have walking out the door or worse, staying and acting as internal saboteurs.