There are several key elements that leaders implementing change programs should use to support a successful change, and to support their people through the process.
Changefirst’s Audra Proctor says that the four elements are Communication, Involvement, Learning, and Recognition, and in this brief article we pick up on what she says about the first – Communication.
It’s essential that leaders prioritise and use frequent communication right throughout a change program. This communication should be performance-focused (eg. “how is this going for you/us?”) and also provide the opening for people to express concerns and for these to be addressed. It should also be oriented to development and the future. Critically, it should answer any questions it’s become apparent that people are asking. Even if the first response is “We don’t know”, people appreciate that their concerns are being heard.
Miscommunication and the silent debate
Organisations implementing change usually do put quite some emphasis on communication. But is it reaching people and making a difference? Miscommunication and misinterpretation can lead to a “silent debate”, where two or more perspectives that are very different – but not communicated – result in a lack of shared purpose and clarity.
Change leaders need to ensure their messages are being understood and that their often carefully crafted communications are not missing the mark.
Four strategies for effective change communication
To communicate change effectively, leaders should:
- prioritise face-to-face, two-way communication,
- involve sponsors in the communication strategy, demonstrating real commitment to the program,
- tailor messages to the receiver’s perspective, and
- actively seek feedback, and act on it.
And of course the communication is less likely to be successful if the organisation’s approach to this particular change (or even worse, all change) is typically purely top-down. That’s just a recipe for fake support, minimal commitment, and entrenched cynicism about the real motives of leaders.
Effective communication takes time and involvement, and different approaches may need to be tested to find the right mix for your specific organisation and its culture.
Let us know if this prompts any thoughts on change at your place, and check in any time for support with your changes at work.