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October 8, 2007
Communicating change: Not so fast
In times of change, there can be significant pressure on communicators to “get something out to employees.” When a program is in its early stages, the impulse to communicate is understandable; leaders want to show employees that the organization recognizes issues and opportunities and is addressing them.
Are you ready to communicate?
Good timing is key to effective communication. But how do you know when you’re ready? When you can answer these four questions, it’s time to communicate:
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What employees say
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The root problem/cause
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1. What are we doing?
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Describe the objective of the program and the desired outcomes.
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2. Why are we doing it?
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Explain how the program will advance the strategy or achieve its competitive advantage so employees understand why the effort is important.
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3. When and how are we doing it?
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Attach a clear approach and timeline for major milestones and ultimate delivery to manage expectations.
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4. What is the impact to employees? |
Make sure you articulate when the program will impact employees—and in what specific areas—so employees can understand what it means for them.
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“But we’re launching a major initiative,” the program manager replies when you say it’s too early to communicate to employees. “It’s critical to our success. It’s going to take us to the next level.” Keep in mind that this program likely ranks high in the manager’s performance objectives, which means she has a personal stake in communication.
Talking points for communicators: Downside, upside
How can you persuade the manager to wait until she has all the key information to communicate effectively? Explain how the content and timing of communication can positively or negatively influence the outcome. Consider the “downside/upside” approach shown in the sample talking points below.
The downside: Describe the impact of “too-early” communication on employees.
- If we communicate to employees before we know how we’re implementing this program or what the impact is to them, several things will happen:
- Employees will become anxious and lose focus.
- Rumors and misinformation will begin to circulate.
- Turnover may increase and satisfaction will go down.
- Later, when we have all the information and we communicate even a moderate impact to employees, the response will be, “That’s all?” The pain caused by communicating too early will hardly have been worth it. And there is no gain.
The upside: Help the manager understand the benefits of good content and timing.
- For change to be communicated effectively, employees need to know four things (refer back to the four questions): what, why, when and how, and most important, what it means for them.
- If you give employees this information at the moment it’s impacting them, they will know what they need to do in their jobs. You will have a receptive, engaged audience that is motivated to participate in your program, and grateful that you are painting such a clear and complete picture.
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