Business knows that “being nimble” is necessary for survival today. The bumpy economy caused many companies to reduce head count, slash budgets, transform processes and modify business requirements and expectations. And while change has always been necessary to maintain a vibrant company and a relevant business platform, one could argue the pace with which organizations now move is faster than ever.With the escalating need for implementing significant change quickly and successfully, an organization’s strategic communication abilities are critical.
Starting the process
While preparing your company for change, key messages should be developed for the change management team and sponsor. These messages must be easy to articulate and memorable, so employees will understand them and find them relevant. This communication must also be worded in a manner that is natural for the team and sponsor to deliver, reflecting their passion for the initiative.
Just as important is the “cultural readiness” of your work force. If you want to motivate “change action,” you must understand how receptive your employees will be and address their apprehensions, misunderstandings and concerns as you frame your communication. This will create a positive and productive climate that motivates rather than causes anxiety.
And by including “what’s in it” for the individual employee, your workforce will more likely feel commitment to the initiative. For example, does the change mean your company will be more competitive, thereby improving job security? Or, does it mean current jobs will be eliminated but training provided to prepare the workforce for new opportunities by acquiring additional skills?
Once under way
Be mindful of your language. Recently, I heard about a company officer chastising middle management for not embracing and leading change. Using such an approach doesn’t empower your workforce, remove implementation obstacles, spur creative participation or create buy-in. Instead, imposing change management in this manner can position the effort negatively and disengage employees.
When information about common goals with common benefits are shared in a manner that demonstrates respect and dignity, associates see the value of the change initiative and feel encouraged to participate.
Once the action plan has been communicated and is underway, it is critical to reinforce change through communication. Remember to collect and analyze feedback, making this a two-way process. Ask for input to diagnose gaps and inconsistencies, identify obstacles and spot resistance.
By establishing such an exchange, the diversity of thought can even help refine and enhance your change model, engage employees more fully and help to secure long-lasting support.
Consistently sharing key change management messages is like a good commercial. It must be repeated over and over to embed itself in the culture’s psyche. Reinforcing change principals by recognizing employee support is a key driver in aiding change retention, too.
Plus, change is stressful and providing feedback to employees, that they are on the correct path to achieve the desired goals and changes, is reassuring.
Recognizing success along the way is another critical communication step that strengthens change re-enforcement. By sharing the plan, employees understand the change vision and have a chance to see the steps to success as they occur.
Celebrating achievements verifies the importance of change process and motivates the work force to continue on their course because they realize success is achievable.
The change management journey is not an easy one. However, by understanding the current culture and work force drivers; framing change in a positive manner; and communicating consistently and frequently throughout the entire process, a positive change climate can be achieved that brings your goals to fruition and positions your organization for future change.
At the same time, it can establish a corporate reputation reflective of your success and demonstrating your belief in the value of your employees.
Ruth Ellen Kinzey, The Kinzey Company is a corporate reputation strategist, consultant, and professional speaker. Want to hear more about a specific topic? She can be reached at (704) 763-0754 or http://www.kinzeycompany.com.
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