It’s challenging to manage the transition ("if nothing changes, nothing changes...") if people have no sense of where the changes are headed. Painting a picture for them can be difficult.
The truth is that many organizations head into a transition state with nothing more than some basic ideas, some lofty goals and cherished values to guide them on their journey.
It’s crucial for leaders to develop and widely communicate a compelling “case for change.” The end product–a well-articulated and persuasive argument for change–becomes, in effect, the mantra of the upcoming change for the organization.
When communicating organizational change to your employees, include:
- Reason for the change ("if nothing changes, nothing changes...")
- Vision of the future (renewing your organization's mission, vision)
- Plan for getting there (persistent, consistent and repeatable plan)
- Belief that change is achievable (so that people can understand how they contribute)
- Expectations (of where we're headed, how it's going to be while we journey there)
BOTTOMLINE: The reasons for change need to be communicated early, clearly, often and in delivered in many different ways.