Seven tips for successfully communicating change in your organisation

Did you know most organisations undergo major change about once every three years? And while management might understand the need to restructure or adopt new working processes it’s often a time of great uncertainty for staff who might have no idea what’s coming until they hear the announcement. Major change, poorly communicated is bound to fail (it’s a sad fact most big corporate changes do just that). But given you want your change to be a success (it’s hopefully why you’re here reading this), here are our seven top tips to help you communicate major change effectively: 

1.     Expect some fear. Why is this our number one top tip? Because no matter how well you communicate your plans you should be prepared for some fear. Everybody loves a transformation, nobody likes change; it’s stressful and disruptive to the work environment. So make sure all your communications are mindful and considerate of the emotional reaction people will have to the news. 

2.     Communicate often and clearly. Avoid corporate speak and use language everyone understands. Communications should be built in from the start of the planning process, not as an afterthought. Make sure too that leaders own the process – agreeing messaging, being visible and approachable throughout.

3.     Explain why there is a need to change – and what’s in it for them. Your reasons need to motivate people to get behind what’s planned because they can see it’s not just good for the company it’s good for them too. Explain what a successful change will look and feel like and what they can do to help make it a success. But make sure you are honest about what is going to change and don’t dodge difficult issues. If staff don’t trust what management are telling them, it will make the whole process far less likely to succeed. 

4.     Share next steps – a detailed plan so everyone knows what’s coming. This is a key one to avoid the rumour mill going into overdrive. Throughout the process make sure you also give regular updates on where you are, addressing any areas of concern and therefore hopefully quashing rumours before they begin.   

5.     Find out which channels people prefer to get their information from – then use them. Sending out long emails packed full of info and thinking that’s good enough definitely isn’t. When it comes to sensitive issues like change people often prefer face to face or video; they’re more human and less open to misinterpretation. For that reason, team events and town hall Q&As are a good option but be aware that not everyone will feel comfortable asking questions in that sort of arena so give them an email option too. Whatever comms channels you use, they need to work in harmony as part of an integrated approach. 

6.     Keep communicating the same message. We’d never advocate communicating for the sake of it, but don’t be afraid to repeat your messages here. In situations like this it can be helpful as people will be at different stages in coming to terms with the change. Create different resources for employees too, tailoring the content for differing audiences but keeping the overall message consistent.

7.     Listen to what people are saying and how they’re feeling. This goes back to our first top tip – being considerate of the emotional impact on staff. Take regular checks on the mood of people in your organisation. You could use Yammer, for example, or organise focus groups. However you do it, make time to listen and then feed what you hear into your communications. That way you’ll stay relevant and, more importantly, believable. 

Even though, as Greek philosopher Heraclitus once said, ‘the only constant in life is change,’ change in the work environment is a hard thing to get right. It takes time, effort and determination. We wish you luck!