Change Communications

Let’s start with the hypothesis that change communication is a management process. No change initiative can suceed on communication alone; it requires management sponsorship. The role of a communication department or professional is therefore to advise, coach and execute communication actions to support the change leader.

So what role does a leader play in this process? A leader communicates:

A) a sense of confidence and control (or lack thereof) to employees.
B) his or her own feelings about the change.
C) the degree to which he/she trusts the abilities of the employees to get through the change.
D) a sense of purpose and commitment (or lack thereof).
E) the degree to which he/she accepts the reactions and feelings of employees.
F) expectations regarding behaviour that is seen as appropriate or inappropriate (ie. rumour-mongering, back-room meetings).
G) the degree to which he/she is “connected to” employees situations and feelings or is “in-touch” with them.

It is clear that if the leader communicates effectively, he or she will be sending messages that decrease resistance, and encourage moving through the change more effectively and positively. The bottom line with all of this is if you screw up communicating with employees, even the smallest changes can result in ugly problems.

Source: Nicholas Ranken