Will Your Employees Support the Next Big Change?

Mergers and acquisitions. Layoffs. New technology. Shifts in strategy. Personnel policy modifications. Business disruptions. New initiatives.

Are your employees keeping up? Are you? A lot of change in a short time underscores the importance of effective communications to weather the storm.

The adage “change is the only constant” was once regarded as the ultimate cliché in organizational communications ― until it turned out to be true. Today, change sits at the center of everything you do.

Even small, everyday changes can make employees weary.

Many initiatives fail or fall short of the promised results. One big reason is that employees are wary of change they don’t understand and what it means to the company, to their colleagues or their own jobs.

In our communications audits, we typically ask employees why they are skeptical about change. Here’s what they tell us:  

• The threat is real. (They may lose their jobs or some benefits.)
• Change often means more work for them.
• Leaders have done a poor job of communicating the change (not walking the talk).
• They’re already working in a climate of mistrust.
• They fear the unknown. Surprises rarely bring good news.
• The change doesn’t come with transitional support, such as training or team building.
• They feel pressure from their peers to resist the change.

Communicators need to get involved early ― not at the 11th hour ― and become strategic partners to business leaders. In a time of change, communication should focus on employees’ well-being and provide clear information about the change that increases their sense of certainty.  

Communication programs should involve as many people as possible in a supportive learning environment, and be prepared to respond quickly with updates, especially if circumstances change.

Here’s our checklist for communicating change, and how you can influence leaders, managers and your own efforts.

1. Plug into how people are feeling.

• Communicators: Don’t guess; listen to employees by holding a few focus groups to uncover the range of emotions people experience during change.
• Managers: People managers should have a handle on this, but some won’t. Talk to them about what they know and what they need to manage the change.
• Leaders: Your executives may not understand the depth of feeling about a change, even with the best of intentions. Giving them a better sense of this will improve how they handle communication from the top.

2. Emphasize transparency, frequency and consistency.  

Help leaders be more transparent by pushing for clear and timely communication, in town halls and other venues. Especially when the subject is difficult.

• Provide talking points to managers for consistency. Set up a feedback loop so that managers can report back to leaders what they’re hearing in their own team meetings.
• Communicate the goals of the change, and the vision, more than once. Reinforce key messages.
• Your goal: to turn employee apathy, skepticism and confusion into engagement.
• Be honest. It’s okay to say, “We don’t know the answer” and share hiccups.

3. Communicate not just “what,” but “why.”

• Give your audiences the why behind the change, in employee communication stories, in talking points for managers and in town hall and video scripts for leaders.
• Provide reminders of what is staying the same.

4. Keep track of who needs to know, believe and do.

• Be specific. What do you want employees to stop, start, or do more of or differently?
• Connect the dots so employees understand how different functions and roles play a part in the new scenario.
• Increase face-to-face communication.
• Keep employees involved and identify change ambassadors.

5. Share positive messages and progress updates.

• Celebrate successes and milestones achieved.
• Deliver realistic messages without making promises you can’t keep.
• Give constant reminders about the importance of everyone’s involvement.
• Share opportunities for special projects, learning and training others.

6. Measure as you go.

• Keep a pulse on your employees’ overall sentiment, behavior and attitude throughout the change, implementation and engagement process.
• Ask for feedback in focus groups and pulse surveys.
• Listen, listen, listen.

Julie Baron is a strategic communications consultant at Ragan Consulting Group with more than 30 years of experience in employee communications and public relations. Want to talk with Julie about change communication? Email Tom Corfman to set up a free consultation.

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