Communication hints
In managing change communications there are some simple rules which
need to be followed:
- Align your communications strategy to your project plan and business
strategy, to ensure relevance to the wider business.
- An emotional commitment from employees will ease the process of
change. When communicating, let employees know their value to the
business. Give them an opportunity to contribute and in your communication,
have vision for the change, which gives them faith in the future
organisation.
- Don't use communication which patronises your audience and assumes
they can't cope with the impact of change. This is an easy way to disengage
employees.
- Be prepared to admit that you don't have all the answers. Give dates for
when you will have more information and at this point, provide a follow-up
communication with the information required or the reason why you don't have
it.
- Be consistent with your communication. In periods of change, people can
become nervous and are reassured by a consistent communication.
- Don't communicate promises you can't keep.
- Substantiate your key messages. For example, if you say you are an
innovative company, be prepared to provide examples. If you don't support
messages with substance, it can come across as waffle.
- Never forget that a communication has most impact when it is delivered
face-to-face and in the day-to-day working environment. This is why employee
and team behaviour is so important.
- The messages contained within formal internal communications vehicles, for
example a company newsletter or intranet, can only complement what is
delivered verbally by those with influence in the organisation. As stand-alone
communications tools, the impact of formal internal communications vehicles is
limited.
Hints in brief
- Communicate a vision for change.
- Engage your audience. Don't patronise them by assuming they can't cope
with change.
- Be prepared to publicly communicate that you don't have all the
answers.
- Don't communicate promises you can't keep.