Every organization, including yours, experiences change. Even if you aren’t currently undergoing a layoff, reorganization, merger, acquisition, outsourcing or big shift in benefits, you probably will be in the near future.
When that time comes, will your senior leaders be on the front line of change? Or will they delegate communicating the change to you?
The answer to those two questions can make or break a change project. Your change efforts are more likely to be successful if leaders—from the CEO to VP’s—are actively involved.
But how can you prepare your leaders to embrace their critical role in supporting change? Try these five tips to build your change communication strategy.
1. Make sure Senior Leaders Know their Roles
Your CEO probably understands his role, but the leaders who report to him—and the VP’s on the next level—may not see themselves as key change communicators. You need to set those expectations by bringing together these senior leaders to not only provide an overview of an upcoming change, but to emphasize how important it is that they meet with employees to explain the change. Then provide a leader communication guide that further explains their role, and give them essential tools to fulfill that role, including key messages and frequently asked questions.
2. Ensure that Leaders Truly Understand the Change
Often VP’s and unit leaders know what’s changing, but don’t get the full extent of the organization-wide implications. Make sure leaders have an opportunity to learn what’s changing, where and when; this is best done through a face-to-face session with senior management.
3. Show Leaders how People Experience Change Communication
When key decisions have not yet been finalized and leaders don’t know what they should be communicating, they’ll often stop.
Consider organizing an interactive session for the company’s top 100 leaders to help them understand why employees need contact, even if definitive information isn’t available. Have your CEO explain the change, then break the audience out into teams and have them brainstorm questions they think employees may have. If you have enough time, you might also want to have senior leaders answer some of the key questions generated. This exercise gives participants a way to express their questions and concerns by channeling employees.
Just as important, give leaders help with questions they won’t be able to answer. In some cases, the answer is not yet known; in others, it can’t be shared. Regardless, coach leaders on sample responses to all questions, including what to say about rumors or when someone expresses anxiety.
4. Provide Leaders with Easy-to-use Tools
During times of change, leaders have less time than ever. So they need a toolkit that contains key messages and facts, a presentation deck and answers to FAQs. Consider creating a mobile-compatible change communication micro site for leaders.That way they can access all the tools right from their tablets or smartphones.
5. Use Clear Language when Communicating Change
Don’t use clichés or slogans—employees can spot “corporate speak.” Be open, be honest, and most importantly, be respectful. Employees will remember how change is communicated to those most impacted and will see it as a sign of how your company values all its staff.
Leading change is never easy, but by equipping leaders with the help they need, they—and the organization—will be set up for success.
Change Communication tips for Leaders
Don’t:
Do:
Think only about the information you need to share.
Focus on the employee perspective.
Use specific examples of what employees need to do differently to help the company succeed.
Deliver a message once, then expect everyone to “get it.”
Consistency and repetition are key. By the time you’re ready to tell employees about a change, you’ve probably been working with the issue for months. But employees are hearing it for the first time, so they need to hear the message multiple times to truly get it.
Do all the talking.
Listen. Letting people give voice to their anxieties has been proven by researchers to release tension.
Get irritated when hearing a question you’ve answered many times before.
Be patient even if you don’t feel that way. How well leaders answer questions can mean the difference between encouraging employees to speak freely and shutting people down. And remember, just because you’ve heard a question before doesn’t mean the employee asking has.
Become defensive when someone asks a tough question.
Answer difficult questions openly and honestly. If you don’t know all the details, it’s OK to say, “I don’t know,” but make sure to tell employees you’ll give them the rest of the information as soon as possible.
