Imagine a boardroom, a major restructuring is about to be announced. The CEO, confident in the strategic plan, delivers a concise, data-driven presentation. The CFO nods, satisfied with the projected cost savings. A press release goes out. Emails are sent. Job roles are redefined. Yet, within days, morale plummets. Rumours spread like wildfire. Productivity dips. What went wrong?

Often, it’s not the what of the change, but the how it’s communicated. Change, in its essence, is a human experience, and without clear, empathetic communication, even the most brilliant strategies can unravel.

For Senior Managers of medium to large UK organisations, this scenario is all too familiar. We often focus on the financial and operational aspects of change, overlooking the critical role of effective communication.

But here’s the stark truth: poor communication is a leading cause of change failure. A study by Prosci found that projects with excellent change management, including strong communication, were six times more likely to meet objectives than those with poor change management. (Prosci, 2021).

Furthermore, a survey by Interact/Harris Poll found that 91% of employees say communication issues can impact a CEO’s credibility. (Interact/Harris Poll, 2018). In the UK context, where employee engagement is increasingly tied to organisational success, these statistics should raise alarm bells.  

Beyond the Press Release: Strategies for True Communication

Let’s delve deeper than the standard advice. It’s not just about sending out emails or holding town halls. It’s about creating a communication ecosystem that fosters understanding, trust, and buy-in.

1. The Art of Listening: Two-Way Communication is Paramount
   • Many organisations treat communication as a one-way street: directives from the top down. This is a critical mistake. True communication involves actively listening.
   • Strategy: Implement feedback mechanisms that go beyond simple surveys. Hold regular “listening sessions” with employees at all levels. Create dedicated channels for anonymous feedback. Encourage managers to have open, honest conversations with their teams.
   • It is not enough to ask for feedback, you must show that you are listening. A study by Gallup showed that when employees feel their opinions count, they are significantly more likely to be engaged. (Gallup, 2020)
   • In the UK, where workplace culture is increasingly focused on inclusivity and participation, this approach is crucial.
2. Tailored Messaging: Speak the Language of Your Audience
   • A single, generic message won’t resonate with everyone. Different departments, roles, and demographics have unique needs and concerns.
   • Strategy: Segment your audience and tailor your communication accordingly. Speak to the “what’s in it for me” for each group. For example, technical staff may need detailed explanations of process changes, while customer-facing teams may require guidance on how to address customer inquiries.
   • Use language that is clear, concise, and avoids jargon. Remember that not everyone will have the same level of understanding of the change.
   • Consider language diversity within your organization. Are communications accessible to those who may have English as a second language?
3. Choosing the Right Channels: Beyond Email and Town Halls
   • While emails and town halls have their place, relying solely on them is insufficient. People absorb information differently.
   • Strategy: Employ a multi-channel approach. Utilize visual aids, videos, interactive platforms, and internal social media. Consider creating dedicated change communication hubs on your intranet.
   • For example, short, engaging videos can be more effective than lengthy written documents. Use internal podcasts to share employee stories and address common concerns.
   • In the UK, where digital literacy is high, leverage technology to enhance communication.
4. Timing is Everything: Communicate Early and Often
   • Don’t wait until the last minute to communicate. Start early, even before the change is fully defined. Provide regular updates, even if there’s no significant news. Silence breeds uncertainty and fear.
   • Strategy: Create a communication timeline that aligns with the change implementation plan. Anticipate potential questions and concerns, and address them proactively.
   • Don’t just communicate the “what” and “how”. Communicate the “why”. Clearly articulate the rationale behind the change and its alignment with the organisation’s overall strategy.
   • Regular, consistent communication builds trust and reduces anxiety. A study by Towers Watson found that companies with effective change management communication were more likely to achieve their change objectives. (Towers Watson, 2013)  
5. Empowering Managers: The Frontline Communicators
   • Senior managers can’t reach every employee directly. Middle managers are critical in disseminating information and addressing concerns.
   • Strategy: Equip managers with the tools and training they need to communicate effectively. Provide them with talking points, FAQs, and opportunities to practice delivering messages.
   • Recognise that managers are also experiencing the change. Offer them support and resources to manage their own emotions and those of their teams.
   • In the UK, where line manager relationships are often highly valued by employees, this strategy is particularly important.
6. Storytelling and Emotional Connection: The Human Element
   • Data and facts are important, but they don’t always resonate emotionally. People connect with stories.
   • Strategy: Share stories of how the change will positively impact employees and customers. Use personal anecdotes and examples to illustrate key points.
   • Acknowledge the emotional impact of the change. Validate employees’ feelings and concerns. Show empathy and understanding.
   • This is especially important in the UK where there is a strong value placed on honesty and authenticity.

The ROI of Effective Communication

Investing in effective communication during change isn’t just a “nice to have”; it’s a strategic imperative. It reduces resistance, increases buy-in, and ultimately drives successful change outcomes. In the competitive UK market, where talent retention and employee engagement are crucial, it can make the difference between success and failure.

As Senior Managers, your role is not just to lead the change, but to lead the communication of the change. By embracing these strategies, you can transform change from a disruptive force into an opportunity for growth and innovation.

Sources:

• Prosci. (2021). Best Practices in Change Management.
• Interact/Harris Poll. (2018). The Impact of Poor Communication on Employees.
• Gallup. (2020). State of the Global Workplace.
• Towers Watson. (2013). Change and Communication ROI Study.