The Crucial Role of Communication in Change Management

How to create a communication plan

A communication plan isn’t just about announcing a change. It helps you manage the human aspect of change. Here’s how to create one.

Consider your audience

A recent survey from Prosci revealed an intriguing aspect of organizational communication preferences. When it’s about organizational change, people want the message to come directly from the CEO. That makes sense—strategic changes resonate more authentically when communicated by those at the company’s helm, providing a sense of seriousness, direction and commitment.

Conversely, the same survey discovered that when delving into how change impacts employees personally—the how-tos and intricacies of that change—people want to hear about it from their immediate supervisors. Employees look to their supervisors for guidance on day-to-day tasks and trust their supervisors to understand their role.

For technology leaders driving change, it’s crucial to understand this dichotomy. Instead of attempting to communicate every detail yourself, partner with the CEO or managing partner for the big picture and recruit managers and supervisors for the operational nuances. Get buy-in from them first by anticipating questions and providing them with the necessary information.

Answer “What’s in it for me?”

People are inherently driven by personal interests. When introducing a new process or technology, one of the first questions on their minds is, “How does this benefit me?” Addressing this question early in the communication plan is essential.

Does this change mean they can get work done faster? More capacity for higher level work? Opportunities to upskill? Better work/life balance? Spell it out.

On the flip side, managers and supervisors, while also intrigued by personal benefits, are more concerned about the bigger picture: “How can I support my team? What resources will be at our disposal? How does this align with the firm’s goals?” Addressing these concerns in your communication strategy ensures a smoother transition.

Timing is everything

Often, firms make the mistake of waiting until the 11^th hour to start communicating change. This approach leads to rushed messaging, unaddressed concerns and a lack of buy-in.

Instead, start early. Begin building awareness and desire for the upcoming change before it’s tangible. An early communication strategy provides room for feedback, addresses concerns and gradually brings everyone on board.

However, also keep in mind that getting buy-in isn’t always a linear path. Many people are on-board with change until they get to training to use the new system or processes. At that point, they might feel like the new way of doing things isn’t as good as the tools or methods they were using before. You may take one step forward and two steps back, returning your communication tactics to creating a desire for people to engage and participate in change.

Remember, your technology and processes are only one side of the coin. The other side is made up of the people who will use them. For firms that want to successfully navigate the waters of change, a well-thought-out, individualized communication plan isn’t an option—it’s a necessity as it ensures your firm is responsive to change and directed toward positive growth.

===

Amanda Wilkie is a consultant at Boomer Consulting, Inc.