Communicating Change

Information during change keeps workforce efficient.

Technical development happens at breathtaking speed. Even large corporations have often difficulties to maintain technological advantage. Gaining expertise by acquiring advanced technology companies (or parts of them) is more than ever common practice. This article talks about communication during periods of change; communication that helps not only to gain employees acceptance but more importantly their commitment to make the post-change organization most successful. 

The most important factor in the outcome of any major reorganization is the human factor; it bears the most weight of successful restructuring. Employees see themselves often as victims of “arbitrary” corporate decisions. Job security is just one of their many concerns. Even after the transition has been completed, strong anger, fear, cynicism, and lack of motivation may still linger among employees. Employees and managers perceive change in very different ways. One factor is the timing. While Management is not just involved in the change, but actually initialized it, employees start usually with grapevine information. This causes naturally emotional disturbance. When concrete information is not available, gaps are filled with guesses. Facts become strongly distorted, impeding the progress of the reorganization.

What to communicate? Before we discuss this question, one fundamental statement has to be made: “There is no such thing like over-communication during phases of significant change”.  Even if all facts are presented in an all-hands-meeting, messages require frequent repetitions. Employees need to receive and understand the information; questions need to be answered. Because people learn differently, providing information through different media helps a great deal. Face-to-face communication between supervisors and staff is however the most important way exchanging information, because it happens at a personal level. Personal communication is considered most trustworthy. Employees are always looking to apprehend the big picture of the reorganization. They want to understand their position, how they are impacted and how they can contribute to the success of the new company. The following guidelines for executives, managers and supervisors help to improve communication during periods of change.

What is the reason for change - and why now? Even if employees may know the difficult conditions that led to the new situation, many adhere to the past.  They may blame external circumstances rather than internal factors for it.  The real situation needs to be explained in clear and credible language. Shorthand statements like, “With this measure we will increase our equity base”, even if correct, do not help to understand why change is necessary now.

Repeated information sharing. Often, people do not hear or understand a message right at the first time. This can be overcome with repeated communication. Unfortunately, additional tasks during the transition leaves managers  not much time for repeating messages, which results often in insufficient communication. It is however not only necessary to take the time for communication – it is possible as well, given of course, the time needed has been considered when the transition was planned. Information not provided or understood will be replaced with grapevine. Obviously, such substitutes distract employees even more.

Frank information and courage to say: “I don’t know”.  In situations of massive change, employees weigh every word from management. Some managers provide information that is available in the moment, but may need to revise it later, simply because facts have changed. Well meant, but ill perceived by employees; it shows inconsistency in the messages. Waiting to talk until all facts are ready and confirmed? Unfortunately this is also not well perceived by employees, they feel excluded from the process. The best way is simply to ask if they want to hear current information, even if it may change in the future, or if they rather wait until information has become fact. Most certainly employees will assure that they prefer to get available information right away, rather then to wait. Now, they receive desired information but will accept possible changes later.

Careful use of language. Phrases like, "it is business as usual" are far too often used by management. The intention is well meant, soothing and taking away employees’ fears. The situation during major organizational change is however not at all “usual”. Managers who resort to such phases may easily be stamped “incredible”. Statements like, “let’s stay focused on work” are much more advisable under such circumstances.

Assurance of what is not changing. Even if the focus is on the transition, explaining which characteristics of the former organization remain helps reducing employee’s fears and makes it easier for them to cope with stress that inevitably accompanies transitions.

Information over form.  Information must not be delayed because forms are not available, or the final presentation template has not been agreed to. If information is valuable to employees, it should be provided as soon as possible. Even if available information is incomplete, providing two memos is better than causing “information delay”. Employees will always appreciate management’s efforts to get information to them as soon as possible, even if the form is not yet perfect.

Finding available information. People are often afraid to speak about subjects that are not positive. They fear the messenger may face negative consequences. Especially in periods of significant change, negative information is of great importance for intelligent decision making. Management has to encourage people to share their thoughts, in order to gather valuable information. The result: most educated decisions and more successful transitions.

“Whenever a company is subject to significant change, adequate communication translates to smother execution and better post-transition-organizations.”
                                             Wolfgang Damm

Diligent and realistic transition planning builds the foundation for a successful, in time realization. Execution as a team leads to motivated employees, which results consequently in more efficient, more competitive organizations. Employees build the backbone of most companies. They carry pride in what they do and have usually very keen interest in contributing to make “their” company successful. Communication is a very simple, yet very powerful element of change management to make this happen. _DN