Leadership: Communicating Change

Communicating change is an integral part of effective leadership. When it is managed effectively it leads to enhanced trust, performance, job satisfaction, openness, and commitment to change. On the other hand, if it is poorly managed it will result in uncertainty, anxiety, widespread rumors, turnover and resistance to change. As a leader, the signals you send to your followers can have positive or catastrophic results.

Explain the Logic

When your organization has committed to change and the strategy has been laid out, how this strategy is communicated is crucial. A leader needs to build a solid case that outlines the need for change, the change solution, how the change will impact individuals and teams and the positive and negative effects of the change. If your followers can understand the logic behind the decisions taken by management, they will be more likely to commit to the change. Outline the specific problems that need to be solved and the rationale for the organizational change. Provide evidence and data to back up your case. Being transparent, open, and soliciting opinions will help to foster inclusiveness. Also, leaders should use motivational messaging and practice empathy.

Always Communicate During Periods of Uncertainty

The COVID-19 pandemic brought on a great period of uncertainty which necessitated massive changes in the business landscape. Companies that hesitated to communicate with their staff created an atmosphere of uncertainty and anxiety. Open dialogue is very important. Town Hall meetings and forums that allow people to exchange their views and hear about the problems the organization is facing. Any information is better than no information.

Convince your Middle Managers

How does your new strategy link to previous strategies? As a leader you are responsible for looking beyond the horizon and communicating your vision and strategic direction for the company. When you are implementing changes, the upper management team needs to ensure middle managers also understand where the company is going. Before you change course, evaluate the impact of previous strategic initiatives and how they relate to the changes being considered. Managers who have been working on implementing previous initiatives need to understand the value of their work and how it aligns with the new changes. If you continually introduce new changes, it can be chaotic to the organization. The changes being considered should be analyzed with a long-term perspective as well as the impact they have to immediate and future operations. Listen to the feedback from your middle managers.

Invite Employees to Problem Solve with you

If you want to build an inclusive organization where people feel valued, invite everyone to contribute. Organize brainstorming sessions and capitalize on the intellectual capital of your organization. When people feel engaged and consider themselves valued members of the company, they will be more likely to own the changes introduced especially if they were part of the decision-making.

Demonstrate Confidence

Leaders need to be confident that the organization can carry out the change. Communicating the plan for change, people in charge, support for employees and lessons learned from previous changes and other organizations will bolster the confidence of your followers. If you do not project confidence then your followers may panic or be resistant to the changes.

Choose the Right Messengers

Ensure that the right messengers communicate key messages to staff. Train managers to effectively engage with their direct reports and ensure they have good communication skills. Ensure staff are given opportunities to ask questions, provide input and give them time to process the change.

Live the Change

A leader leads by example. It is imperative that you personally embrace the changes you are communicating. Model any new behaviors that are part of the change. If you do not wholeheartedly embrace the changes then you cannot expect others to do so.

Finally, it is important to track and measure the change you have asked for. Accountability is important. Furthermore, how your organization spends its resources and how it measures performance outcomes shapes future decisions. Data is important. As a leader, you will need data to convince board members, shareholders, employees, and customers that the change strategy you spearheaded is the right strategy.

Change takes time and effort. Wholehearted commitment is important for success. Institutionalize the changes you wish to make with the right policies and appoint change evangelists. Remember, before anyone else will get on board, as the captain of the ship, you will have to demonstrate your own conviction and commitment to change.

Article by Shailja Sharma, SBS Faculty and Leadership and Career Coach

Would you like to share an article? Write to us at sbscommunication@strathmore.edu