Page 102 - Warwickers Communication Counts v2015
P. 102
102 TOOLKIT COMMUNICATING CHANGE change
Change is a process and not an event. It can be challenging as it takes people out of their comfort zones.
As the Business goes through a transition period it needs employees support. Change creates
uncertainties, so people need more information, guidance and direction. They will usually look to local
management for this information - if these formal channels of the organisation do not work the
grapevine will take over and provide the information instead, which creates more uncertainty and
unrest. The role of the Line Manager and the Senior Management Team are therefore vital in managing
this change effectively. Here are a few guidelines on the role as a communicator of change where you do
it with your people not to them:
As a Leader ensure you:
1. Understand your audiences and positively support the need for change within your teams.
2. Communicate the case for change, based on market and customer realities. Ensure that as new
information about the future is provided it is put into context as part of the whole process rather
than communicated on an ad hoc basis. Remain neutral and focus on the facts.
3. Communicate in a style that is participative in that you actively involve people in discussions, listen
to their concerns, inform them regularly of changes and provide guidance on future direction;
4. Understand that anxious listeners lose from 20% to 80% of the message. Keep meetings to no more
than 20 minutes including time for questions. Keep repeating the messages.
5. Test understanding - communication is a two-way process. Just because you tell somebody
something does not mean that they have understood you. Listen, ask questions, clarify and answer
questions.
6. Keep reinforcing the message in what you say and do.
Focus on the Individual:
1. Be sensitive to each individuals needs.
2. Recognise the impact of the changes on each individual within your team. Individuals will differ in
how much they are affected by the changes, but also in how they deal with and resist the changes,
which is affected by their views on their current job and their personal circumstances.
3. See the ‘change curve’ which shows the typical emotional response to change. Recognise that each
individual (including yourself) goes through this curve in order to understand and accept changes.
People take different lengths of time to go through this journey. This is an important point to
consider, others may not be at the same place as yourself, so be guided by their reactions not your
own. Segment your audience based on where they are as each stage requires different
communication – think cynic, saboteur, fence-sitter, co-operator and champion.
Change is a process and not an event. It can be challenging as it takes people out of their comfort zones.
As the Business goes through a transition period it needs employees support. Change creates
uncertainties, so people need more information, guidance and direction. They will usually look to local
management for this information - if these formal channels of the organisation do not work the
grapevine will take over and provide the information instead, which creates more uncertainty and
unrest. The role of the Line Manager and the Senior Management Team are therefore vital in managing
this change effectively. Here are a few guidelines on the role as a communicator of change where you do
it with your people not to them:
As a Leader ensure you:
1. Understand your audiences and positively support the need for change within your teams.
2. Communicate the case for change, based on market and customer realities. Ensure that as new
information about the future is provided it is put into context as part of the whole process rather
than communicated on an ad hoc basis. Remain neutral and focus on the facts.
3. Communicate in a style that is participative in that you actively involve people in discussions, listen
to their concerns, inform them regularly of changes and provide guidance on future direction;
4. Understand that anxious listeners lose from 20% to 80% of the message. Keep meetings to no more
than 20 minutes including time for questions. Keep repeating the messages.
5. Test understanding - communication is a two-way process. Just because you tell somebody
something does not mean that they have understood you. Listen, ask questions, clarify and answer
questions.
6. Keep reinforcing the message in what you say and do.
Focus on the Individual:
1. Be sensitive to each individuals needs.
2. Recognise the impact of the changes on each individual within your team. Individuals will differ in
how much they are affected by the changes, but also in how they deal with and resist the changes,
which is affected by their views on their current job and their personal circumstances.
3. See the ‘change curve’ which shows the typical emotional response to change. Recognise that each
individual (including yourself) goes through this curve in order to understand and accept changes.
People take different lengths of time to go through this journey. This is an important point to
consider, others may not be at the same place as yourself, so be guided by their reactions not your
own. Segment your audience based on where they are as each stage requires different
communication – think cynic, saboteur, fence-sitter, co-operator and champion.
