Change communications and a kale salad
A new year often brings a feeling of change, usually viewed in a positive light. We reflect on where we’ve been and get excited about the opportunities and changes ahead. But when we consider change in an organisation, it tends to be viewed negatively. We tackle it like a diet we wish we didn’t have to go on – teeth gritted and eyes shut as we bite into our first kale salad.
And so, the communications around change can often be brushed over or buried in a tangle of corporate words to confuse the audience. Why not see it like the New Year? All you need is good planning and the right frame of mind.
Here are my top seven tips for change communications planning.
Not saying anything says a heck of a lot.
If you don't communicate anything during change, you can be sure there are still messages going around the organisation. The quicker your people know the ‘why’, ‘what’ (in particular ‘what's in it for me?’) and ‘when’, the better.
The words you choose are important.
People know when they are being given a roundabout way of saying there are job losses and a need to save money. You can certainly explain the ‘why’ in a business context, but keep the 'streamlining' and 'synergies' to a minimum. Or better yet, take them out altogether if you can.
The person who says it matters too.
People prefer to hear from two main sources; the executive-level sponsor for the change (usually the CEO or head of that particular line of business) and their direct manager.
Ensure the right people are engaged to help – like HR and Communications – but do not have messages coming through generic mailboxes or 'teams'. A face needs to own the change.
Face-to-face becomes even more important.
One conversation can have a monumental impact. Think about a fantastic conversation you've had with a manager or colleague. Then think about a terrible one.
Change communications plans need to support these conversations and help leaders and the wider business to discuss the change, armed with the facts and provided with the time needed for people to ask questions about it.
It ain't all one way.
This brings me nicely to the next tip. Make sure there is opportunity for questions and discussion – through a number of channels. Know how your audience would prefer to ask questions and take part in the conversation. Sometimes an open meeting is best, and sometimes an online chat can be more successful.
Repeat the key messages.
Over and over again. Via different channels. If you’re speaking plain English and using storytelling as a way of varying the way messages are told, it is unlikely your audience will get sick of hearing it. And, if you’re asking them to contribute rather than just listen, all the better!
Find a way to measure.
This doesn’t always have to be a survey or something that provides you solid stats. But it is important to find a way to establish whether people have a) heard the message and b) understood it. That is a baseline. You might use key champions from around the business to provide feedback, or you may ask for feedback on your intranet or via a newsletter.
For large change initiatives, finding ways to measure sentiment and whether people are engaged in the change can be the key indication of whether the project has succeeded or not.
So there we have it. Don’t be daunted by change communications – there is a lot to think about but the key message here is to take the time to think about it. Good luck on your change communications ventures (and on any New Year diet you might be on too! Kale is actually pretty good, right? #sorrykale #justametaphor).
Need communications advice? I’m a freelancer operating from Tauranga, New Zealand. Get in touch and we can chat.
