Start Out on the Right, Not the Wrong Foot

Any substantial change event --- such as a restructure, merger, or launch of a revised system--- that is not well managed from the start can threaten an organization's short term objectives as well as its long-term viability.

No matter the kind of change or the extent, it is crucial that leaders communicate with employees early, often and well.

When the change message is not well-defined and well presented, people tend to respond by sitting on the fence, dragging their feet or even worse sabotaging the change effort. Suddenly milestones not met, customers are upset and your stakeholders or shareholders start pounding on your door for better results.

The challenge for managers during change is to lessen, as much as possible, the potential speed bumps of implementing change. Here are six steps for communicating change so your people will quickly get on board the change train that is now leaving the station.

1. Analyze your own feelings about the change.
How we manage change can be dramatically affected by how we personally feel about the change. It is important to make the time and take the time to first answer these questions for yourself.

How is this change going to affect me now? Later?
Do I agree with the change or do I have reservations?
After the change, what am I gaining? What am I losing?
Finally, whom can I talk to abut my reaction(s) if I feel the need? At work? Away from work?

2. Obtain the many facts surrounding the change.
This is not the time to "wing it". You must be very clear about the big picture and the small details.

What's changing and what isn't? What's going to change right now and what later?
What's the time frame? What other important details do I need to reassure my staff?
How much control do I have over how the change is made? What's negotiable? What's not?
Is their information I either don't know or can't share with my staff? How will I handle this?

3. Decide when and how to communicate the news.
The timing of the communication is very important. Consider when you are at your best as a communicator and when your employees are most apt to be receptive.

What is the best time to talk with your staff? Will key people be there?
How much lead time is necessary between the announcement and the actual change?
Is there enough time for adequate planning but not too long to allow anxiety and resistance to build?
What is the most effective way to communicate the news? Is it n a group meeting or one-on-one or in a memo or email or some other way?

4. Explain the details clearly and confidently,
In many organizations, staff are notified of decisions but are not told the why, who, what, when, where and how. If they don't understand the reasons, if they see no plan, and if they think it won't work, then what happens is a lack of enthusiasm and commitment for the change.

The "Why" --- the reasons for the change.
The "Who" --- all the people involved in the change effort
The "What" --- specifically what is changing and what is not.
The "When" and "Where" --- the timeframe, the locations or units, etc..
The "How" --- The plan of action for the change.

5. Emphasize the benefits but don't over do it.
Highlight key benefits that are important to the particular staff member or team. A younger employee may relate positively to the extensive training that will accompany a change while one nearing retirement may not see that as a benefit at all.

Figure out the "WIIFM" (What's In It For Me) for each of your staff people or teams.
What can you say or do in order for that person to 'buy-in" and" tie-in" to the change effort?

6. Finally anticipate and address their concerns.
When a manager announces a change, a staff person's first concern is "How is it going to affect me?" Recognize that while the change is beneficial and needed, there may be legitimate problems and downsides to the change. Encourage staff to discuss their concerns openly. Too often managers do not want to discuss the downsides, which make employees feel like management does not care or is out of touch with reality. Resistance increases when this happens.

What questions might be asked about the change?
How might you answer these questions and concerns?
Which ones can you can you deal with right now? Which later?
How do I expect my staff to react? What concerns might they have?

Here are resources to help you build powerful leaders and powerful organizations / have powerful leaders at all levels: Coaching 4 Results, Planning 4 Change, Speaking 4 Impact, W.O.W.W. Tools.

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