Communications can make or break a change project

It is a common human characteristic to resist and even to fear change. We all have experienced that at some point. Habit and comfort zones make us feel secure. Change often leads to new experiences outside of those comfort zones. What makes change easier to accept is when we feel we know why the change is needed and what it is all about. We want to feel we belong and that we ‘own’ part of the change.

Added to that is our instinct to be suspicious of situations that are out of our control, especially when we think information is being withheld or we are not being told the full story.

All these feelings of mistrust and insecurity can be mitigated using good communication practises. It is in fact crucial in achieving successful and positive change. It avoids many problems and much resistance. It helps people feel secure and ensures they have an understanding of the situation.

Good communications ensures clarity of mission, message and purpose; it brings stakeholders on-side, feeling that they know what you are trying to achieve and why. Change seen as positive is more easily implemented and has much greater chance of success.

Here are my top tips to help ensure your communications positively impacts your change programme:

1. Strategic Planning - Ensure a communications specialist has a prominent position within the the Project Board. When the need for change is first discussed a communication strategy should also be considered. It should it not be an afterthought or in response to stakeholder backlash but thought through and planned out as part of the overall project implementation plan.

2. Communication champions - change programmes often target multiple audiences with many layers of needs and motivations. It is helpful to identify individuals who are trusted within their own areas and who can cascade messages to their peers. Appoint these individuals as communications champions and provide them the tools to enable them to cascade messages to their peers.

3. Understanding the issues - before you even start thinking about how to communicate change to others, make sure you understand the issues yourself. Why is change needed? What will it do and what impact will it have on whom? This may sound basic, but this so often it is taken for granted and messages are not thought through. Complex messaging can create confusion which leads to insecurities; sometimes the wrong messages are given to the wrong groups or at the wrong time. It is well worth spending the time up front to make sure you understand what change really means. Use simple language, stay clear of jargon and buzz language. Put yourself in ‘their’ shoes.

4. Trust and engagement - engagement is rarely achieved when the communications mechanism flows just one way and is via an arm’s length medium such as email or a newsletter. Face to face sessions provide a greater level of engagement, better than any written medium. That said, the non face to face channels have their place and are important. What is essential is to build trust through honest and open communications.

5. Flexibility in approach - every situation is different and there is no 'one correct way' to communicate change. The key is to plan your implementation based on your audience needs. In a change programme you may be dealing with people at many levels in the organisation, with their own motives and anxieties. Flexibility and the willingness to adapt delivery to suit your audience is a must.

6. Timings of message delivery - timing is also an important consideration. Stakeholders are in most cases the organisations employees, at various levels. You must ensure they know what is going on as early as possible. It is better they hear it from you than from the media or from in-house rumours. However in environments where share price may be affected there is a fine line to draw between 'early open communications’ and ‘when the time is right’.

7. Communication channels - the organisation will have a number of communications vehicles with which its employees are familiar. In your planning, clearly identify which channel is best for what type of message, and plan for a variety of face to face and written/online outreach opportunities. Don’t just stick to one. e.g.. if all you use is email, at some point those emails will become junk.

8. Quality over Quantity - be aware that the quality of your messages is more important than the quantity. Don’t bombard your audience with information that they don’t need. Be sensitive to your audience’s needs and be consistent with your messaging. Deliver significant and relevant information.

9. Reward good work - when stakeholders feel they belong and jointly own the solution they are more likely to work together to help solve any problems and issues. Build this belonging through recognition of a job well done, of good teamwork and of the achievement of team goals. Rewarding team members for good work helps build confidence and self worth which positively contributes to the ultimate goal.

10. Feedback - recognise upfront that feedback is incredibly important and do all you can to promote a positive feedback culture. Organisations where staff are ‘hesitant’ to offer their opinions for fear of repercussions are not as productive as cultures where trust and respect are paramount. Develop multiple mechanisms for stakeholders to offer their feedback and opinions. Answer questions quickly, clearly and accurately. Best practice advises that engagement opportunities be planned in advance and not left merely for ad hoc opportunities.