5 Tips for Effective Change Communications

Around 70 to 85 per cent of all change initiatives fail – and it is often Internal Communications (IC) that is (partly) blamed for this. Of course, it is true that change projects also fail because of poor communication. But what are the main reasons for failure? And how can communicators help make a transformation a success? Our founder Dominik Faust discussed about effective change communications live on LinkedIn with Philipp Scherber from Staffbase. Philipp was kind enough to document the conversation afterwards.

Main Reasons why Change Initiatives fail

First of all: Internal Communications cannot save all change projects. And there are many reasons for failure (here are 5 Reasons Why Transformations Fail). For Dominik, the most important ones are on the social and emotional level and not on the process level:

• A lack of understanding among executives of the “Anti-Change DNA of Humans” as viadoo calls it.
• A lack of understanding among the workforce of the reasons for change.
• Overtaxing and neglecting the middle management.

1. Live the Human Side of Transformation

So one of the most common causes of change project failure is a lack of understanding by executives of the psychological aspects of change. People have a natural aversion to change. In fact, they often create actual fear. It is crucial for effective change communications to understand this “Anti-Change DNA”.

The change curve shows how many people react to change: Initially, after the first shock, motivation rises according to the motto “Now more than ever!”. After a downhill slide with fear, anger and resistance, things eventually start to pick up again. People buy in, recognise the improvements and, ideally, are enthusiastic about the new possibilities.

However, managers and communicators need to realise one thing: Not everyone in the company goes through this process in the same way or at the same time. Some (usually those who are responsible for the change project) are immediately on fire. Others come back from holiday or parental leave in the middle of the change process and only start their personal change journey later.

“One size fits all” communication doesn’t work

What does this mean for communication? “One size fits all” doesn’t work. Communication offerings must be available for fans and opponents at the same time. And on various channels. One person checks the intranet every day and the other reads the news screens in the canteen.

It is important to recognise the complexity of the change curve and adapt communication accordingly. By helping employees to understand and identify with the reasons for the change, you can overcome resistance and promote the success of the change initiative.

2. If to lead, you have to feel

In order to lead effectively, executives and you as internal communicatons professional need not only to understand the technical aspects of change, but also consider the social and emotional aspects. Regular bonding with colleagues outside the workplace enables you to feel the mood and concerns within the workforce. Through regular feedback sessions and pulse surveys, you can also “take the temperature of the workforce” and react early to potential issues. (Btw: Get a free download of viadoo’s whitepaper “Remote Leadership” about leading remote teams with confidence and effectiveness by following three principles.)

3. Pamper your Middle Management

Middle managers play a crucial role in implementing change, but are often overlooked or overburdened. For effectice change communications, it’s important to recognise their already heavy workload and ensure they understand the changes quickly and can communicate effectively. By providing them with the necessary resources and training, you can gain their support and ensure consistent messaging.

4. Be a Sparring Partner, not a Punching Bag

Approach the project management and get involved early on. This will give you first-hand information and, in return, you can make an important contribution with your knowledge from point 1 (change curve). Present yourself confidently to the management and be courageous in discussions. You are the communications expert and can give sound reasons why certain measures should be communicated in one way or another.

5. Turn Down the Complexity Regulator

If too many change initiatives are to be implemented at the same time, this creates complexity that inevitably leads to excessive demands and rejection. Make every effort to make change as easy as possible for employees. And even if there are many challenges to overcome, at least the communication should be clear and easy to understand in order to reduce complexity. Answer the 5W1H questions proactively, because employees will definitely ask them.

Watch Video and Check your Change Readiness

You can watch the discussion between Dominik and Philipp (in German) in the video below. When you consider Dominik’s 5 tips for effective change communications your transformation wont fail because of you as an internal communications professional.

Internal Communications (IC) is key to success of any change initiative or transformation. Therefore, it needs at least to be qualified, empathic, speak employees’ language(s), and to be effective by using modern technologies and methods. Is that the case in your organisation? Check it out!

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