Communicating the Change
By Heather Davidson, Manager/Facilitator
of Customized Solutions
Communicating
well during a change is a critical factor to ensuring its success. The leaders must
be acutely aware that communication needs to happen on two levels - an organizational
level and a personal level – and both require open dialogue between the leaders
of the change and those impacted.
The “launch speech” is a key piece of communication during change. It provides the
big picture, informing employees of the purpose of the change, why it is important
to the organization, and a general timeline for carrying out the change. It usually
ends with an encouraging word or two intended to motivate employees to enact the
change. While this introduction to what lies ahead is important, a common mistake
is to rely too heavily on this one-time message. Leaders often fail to make that
communication personal or continue an ongoing dialogue throughout the change process.
During a time of change, people want to know the specific impact it will have on
them as individuals. They are flooded with a variety of concerns: “Will this change
how I do my job?” “Will I report to someone new?” “My team that works so well together
and whom I enjoy, will we be torn apart?” “Am I going to receive training on how
to do this?”
Discussing the change individually or in small departmental groups provides a forum
for people to ask those questions directly. Providing the information you know helps
calm fears and uncertainty brought about by change, even if the answer to their
questions is “I don’t know.” Continuing these conversations periodically will keep
the team up to date with current information and best practices and ease some of
their uncertainties.
While keeping people apprised of what is down the road in the change process is
important, communication is not a one-way street. Listening to the ideas and concerns
of others provides a necessary perspective on what is working well and what is not.
By involving people in the process, leaders not only empower individuals but also
create an avenue for quick course correction in the plan if necessary.
The key to communicating well during change is to develop a running dialogue with
your team that addresses change at both an organizational and a personal level.
By doing so, you will more clearly communicate your message and decrease the uncertainty
that surrounds any change.