Communication in Change Management

by Everett A. (Ev) Chasen, Associate

One of the tasks Sinclair Advisory Group associates are frequently called upon to accomplish is to support organizations as they manage significant changes to their organization’s mission or functions.  Managing change is a difficult process—in fact, statistics estimate that up to two-thirds of all change efforts fail to achieve their objectives.  In studies of those failed efforts, the overwhelming majority of people blamed “poor communication,” not bad ideas, as the principal reason for failure.  Without a strong communication plan for change management, even the best and most workable new programs and ideas are doomed to failure.

Businesses and government agencies can avoid this trap by developing communication plans for change management that:

·      Make employees understand not only what is going to change, but why the need for change is urgent, what the context of the change is, and what the purpose of the change will be;

·      Communicate the change vision—that is, the way in which the organization’s function will be improved once the changes are complete—using all of the communications methods available to the organization, including meetings between employees and front-line supervisors; speeches; posters; focus groups; blog posts; videos; newsletters and other creative ideas.

·      Give people opportunities to ask questions about the changes that are coming, and make sure those questions are heard and acted upon when necessary.  Town hall meetings are a great way for leaders to not only explain their vision, but to listen to what people have to say about it.  (In other words, don’t show up for a meeting, give your presentation, announce you only have time for one or two questions, and then leave.  Stick around and take part in the discussion—and take good notes!)

·      Offer those who are not part of the change process the opportunity to not only discuss it with those who are part of the process, but with each other.  Internet forums are a great way to accomplish this in far-flung organizations.

·      Publicize measurements demonstrating the value of the changes being made, so everyone in the organization can understand how much progress has been made, and how those changes are improving operations.

·      Hold regular ceremonies and other recognition events to reward and thank those employees who have contributed to change, or who have taken actions that helped the change process to show results.  Even small steps should be recognized and celebrated.

Leading change is not easy, as any visionary leader can tell you. Despite the relatively high failure rate of change efforts, if senior leaders are committed to change, education, and communication; if planning is thorough and complete; and if employees are given as much opportunity as possible to understand what’s going on and how it affects them, to provide meaningful input, and to see how the changes are improving the organization’s ability to accomplish its mission; then success is virtually certain.  If your organization is contemplating major changes, and you’d like expert support for the process, why not call on Sinclair’s roster of experienced leaders for advice and support?  We’d be glad to help!