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The Importance of Communicating Organizational Change



Organizational change is inevitable in today's fast-paced business environment. Mergers, acquisitions, restructurings, new technologies, and shifts in business strategies all require companies to frequently adapt and evolve. While change can be positive in driving innovation and growth, it can also create uncertainty and apprehension among employees if not handled properly. Surveys consistently show that many employees do not understand the reasons behind organizational changes, which can lead to resistance, decreased morale, and reduced productivity. Therefore, it is critical that leaders take the time to thoroughly explain upcoming changes and the rationale behind them.


Today we will explore how to effectively communicate important organizational changes to employees.


Inspire with a Compelling Vision


The first step in ushering in organizational change is to present a clear, inspiring vision of the future state. Leaders must paint a vivid picture of how the change will benefit the organization and employees. By tapping into emotions and values, an inspiring vision for the future can get employees excited about the possibilities ahead. For example, a healthcare company undergoing a digital transformation could explain how new technologies will help improve patient care and access. Appeals to making a positive societal impact can be powerful motivators. Leaders should tie the change to the organization's mission and identity. Employees want to feel like they are working towards something meaningful. Taking the time to craft and convey an inspiring vision sets the stage for employee buy-in down the road.


Provide Regular, Transparent Communication


After presenting the vision, leaders must follow through with frequent, open communication about the status of the change. Ongoing transparency helps build trust and prevent employees from filling information gaps with speculation and rumors. Communication should utilize multiple channels, including email updates, town halls, FAQs, and team meetings. Messages should come from multiple credible sources, like the CEO and direct managers. Some best practices for communication include:

  • Share the reasons behind the change in detail. Explain how it will help the company succeed in the future.

  • Be forthcoming about any potential downsides or challenges. Employees appreciate honesty.

  • Provide a clear timeline laying out what will happen and when.

  • Give regular progress updates on implementation activities.

  • Be transparent about impacts on things like roles, responsibilities, structures, or workflows.

  • Actively listen and respond to employee questions and concerns.

For example, during a system implementation, the project manager could provide weekly email updates on technical issues, user training schedules, and rollout dates. Frequent, tailored communication demonstrates the change is organized and thoughtful.


Empower Leaders to Lead Change


The message about organizational change must be reinforced by leaders at every level. Senior executives can introduce the vision, but direct managers serve a critical role in ensuring employee adoption. They must be empowered to lead their teams through change. This requires formal training and coaching for supervisors on communicating with empathy and leading in uncertain times. Managers should be equipped with detailed information on the change, talking points for their team, and guidance on addressing concerns. They must be available and approachable. Leaders should check in frequently with employees one-on-one to gauge reactions, clarify information, provide support, and highlight successes. A retail store undergoing new performance metrics would empower store managers by arming them with talking points, FAQs, training on giving feedback, and resources to recognize employee achievements. Empowered leaders can make change feel less imposed on employees.


Involve Employees Creatively


Finally, organizations should look for opportunities to engage employees directly in the change process. Involvement breeds commitment and makes the path forward feel less prescribed. There are many creative ways to solicit employee input and ideas when shaping a change initiative. Leaders can survey staff on what is working well versus what needs improvement, gather input on implementation options, or form employee advisory groups. During a new software rollout, an IT team could engage user groups to help design workflow changes, training programs, and rollout timelines. This not only improves solutions but builds inclusivity. Additionally, employees appreciate small involvement opportunities like volunteering for transition teams, pilot testing groups, or feedback forums. The more that employees feel heard and included in change, the more they will take ownership over its success.


Conclusion


Implementing organizational change initiatives successfully requires establishing a vision, communicating transparently, empowering leaders, and involving employees when possible. Leaders who take the time to thoroughly explain the reasoning and process behind change can gain critical employee buy-in and adoption. While change always brings some uncertainty and apprehension, following these best practices will help employees feel informed, supported, included, and inspired to contribute to a positive way forward. With persistence and care, leaders can guide their people through transitions while positioning the organization for future success.

 

Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.



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