Without clear and strategic stakeholder communication, change initiatives are likely to fail. People are at the heart of every change—the driving force for making the change happen. Ultimately, successful implementation will be decided by the people who are affected directly, or indirectly, by the change.
Communicating early and often builds strong alliances in support of change. To that end, change communications must answer the following vital stakeholder questions:
By highlighting the benefits and the impacts of the change early, it’s possible to alleviate fears and lay the groundwork for a successful program.
Executive sponsors must communicate their commitment to the change and communicate it clearly. Executive key talking points can help. Supervisors and managers reinforce those key messages and relay day-to-day announcements of new and updated project information.
Use diverse communication channels to reach your audiences. Posters, one-on-ones, newsletters, blogs, workshops, lunch and learns, leadership office hours, and more can all be effective pieces of a communication plan.
Give employees the opportunity to share concerns, provide feedback, and ask questions. Two-way communication generates buy-in and provides answers in real-time.
Details are often forgotten or overlooked in early communications. Repeat key messages often, reinforce in training and support activities, and retention will follow.
What does a detailed change communications plan look like? Our communications matrix includes:
Examples of recommended change management activities and tools include:
