The Secret Sauce of Implementing Successful Change: Communication. Communication. Communication.

Ever feel like you’re speaking a different language when rolling out a new system or shaking up how things are done? You’re not alone. Delivering complex technology or business change without crystal-clear communication is like trying to build a flat-pack from IKEA with no instructions: frustrating, time-consuming, likely to end in disaster, and at the very least left with a load of spare parts at the end!

Think about it. You’ve poured your heart and soul (and probably a significant chunk of the budget) into an awesome new initiative. But if your teams don’t understand why it’s happening, what it means for them, and how to navigate it, that value will never be realised.

This isn’t just about sending out a few emails. It’s about crafting a compelling narrative (i.e. an easy-to-understand ‘why’), actively listening to concerns, and fostering a sense of shared understanding and ownership. Effective communication is the lifeblood of successful change, the oil that keeps the engine running smoothly when the road inevitably gets a little bumpy.

Silence is NOT Golden: Lack of Clarity and Its Consequences

Let’s face it: when it comes to change, silence is most definitely not golden. So, what happens when lines of communication go quiet or become garbled during times of change? The consequences can be significant and far-reaching:

• Resistance and Pushback: People fear what they don’t understand, and let’s face it most people are resistant to change (even those in the tech industry). Ambiguity breeds suspicion and can lead to active or passive resistance, sabotaging even the most well-intentioned change initiatives. As Machiavelli wisely noted in The Prince (having finally put my A-Level History to use), "There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things." Change is notoriously hard to implement and embed, therefore you have to bring people on the journey.
• Decreased Productivity: Confusion and uncertainty distract employees from their day-to-day tasks. It results in having to spend time trying to decipher or unpick vague instructions or worrying about their roles, leading to a dip in overall productivity.
• Increased Anxiety and Stress: Change can be unsettling even in the best of times. Poor communication amplifies these feelings, leading to increased stress levels, burnout, and potentially higher staff turnover.
• Missed Opportunities: When people aren’t clear on the goals and benefits of the change, they may not identify opportunities to contribute or leverage the new systems effectively – help them be part of the success of your change!!
• Change Failure: Ultimately, a lack of effective communication can be a major contributing factor to programme delays, budget overruns, and even complete failure.

A Recipe for Success: Key Principles of Effective Change Communication

So, how do we avoid these pitfalls and ensure our message lands effectively? Having worked within the 'Walmart family' for 15 years of my working life, a key part of the culture was that (transparent) communication builds trust and empowerment in the organisation. Sam Walton famously said in his autobiography: “Communicate everything you possibly can to your partners. The more they know, the more they’ll understand. The more they understand, the more they’ll care. Once they care, there’s no stopping them.”

With that in mind, let’s look at some of the crucial principles to keep in mind:

• Start Early and Communicate Often: Don’t wait until the eleventh hour to start talking about the change. Begin communicating early in the process, even before all the details are finalised. Regular updates, even small ones, help keep people informed and reduce anxiety. As John Kotter, a leading voice in change management, emphasises in Leading Change, communication needs to be "not just the volume but the consistency and the credibility of the message."
• Know Your Audience: One size does not fit all. Tailor your communication to the specific needs and concerns of different stakeholder groups. What matters to a senior manager might be very different from the concerns of a team member.
• Be Clear, Concise, and Consistent: Avoid jargon and technical terms that your audience might not understand. Use plain language and ensure your messaging is consistent across all channels. Clarity is key to comprehension.
• Explain the "Why": People are more likely to embrace change if they understand the rationale behind it. Clearly articulate the business need, the expected benefits, and the potential consequences of not changing. Simon Sinek’s concept of "Start With Why", in his book of the same name, is highly relevant here. Explaining the purpose behind the change fosters buy-in.
• Listen Actively and Seek Feedback: Communication is a two-way street. Create opportunities for people to ask questions, voice concerns, and provide feedback. Actively listen to what they have to say and address their concerns openly and honestly.
• Use Multiple Channels: Don’t rely on a single communication method. Utilise a variety of channels, such as emails, meetings, newsletters, intranet updates, and even informal conversations, to reach different people and reinforce your message.
• Lead by Example: Senior leaders play a crucial role in demonstrating their commitment to the change through their own communication and actions. Their visible support can significantly influence how others perceive and respond to the change.

Taking a Step-by-Step Approach to Change Management

If you haven’t undergone significant change before, using a change management framework will provide a valuable structure for planning and executing communication effectively. The ADKAR model is a great option for use across large-scale business change, as well as smaller process improvements.

The model focuses on breaking down change into smaller transitions, supported by continual engagement and reinforcement, with the following key stages:

• Awareness: The first step is creating awareness of the need for change. Communication at this stage should focus on clearly articulating the reasons for the change and the potential risks of inaction. Why is this change necessary? What problem are we trying to solve?
• Desire: Once awareness is established, the goal is to foster a desire to participate in and support the change. Communication here needs to highlight the benefits of the change for individuals (i.e. what’s in it for them?) as well as the holistic organisation. How will this make jobs easier or more rewarding?
• Knowledge: With desire in place, the focus shifts to providing the knowledge required to understand how to change. This involves clear and comprehensive communication about the new processes, systems, or behaviours. Training sessions, user guides, and readily available support are crucial at this stage.
• Ability: Even with knowledge, individuals may lack the ability (or capability), to implement the change. Ongoing communication, coaching, and support are essential to help people develop the necessary skills and confidence. Regular check-ins and opportunities for practice can build both confidence and competence.
• Reinforcement: Finally, reinforcement is key to sustaining the change. This involves ongoing communication that celebrates successes, addresses any remaining challenges, and reinforces the new ways of working. Recognition and feedback mechanisms are important for embedding the change.

Each phase of the ADKAR model highlights the criticality of targeted and timely communication. Without a well-defined communication strategy that aligns with these stages (whether you use their specific terms or not), the likelihood of successful adoption will significantly reduce.

Putting Words into Action: Practical Strategies 

What does effective communication look like in practice, I hear you whisper. Well, it’s not rocket science, and actually, simplicity is key:

1. Develop a Communication Plan: This should outline your key messages, target audiences, appropriate communication channels, timelines, and responsible parties. It acts as your roadmap for keeping everyone informed.
2. Create Compelling Narratives: Don’t just present facts and figures. Craft a compelling story that resonates with your audience and helps them understand the bigger picture. Shawn Callahan enforces this in his book, Putting Stories to Work, “when you want people to truly understand and embrace change, don't just present the facts – tell them a story that makes the change meaningful and memorable”.
3. Hold Regular Town Hall Meetings or Briefings: These provide opportunities for leadership to communicate directly with employees, answer questions, and address concerns transparently.
4. Utilise Visual Communication: A picture paints a thousand words, so look to develop simple infographics, use videos, and presentations as they can be powerful tools for conveying complex information in an easily digestible format.
5. Empower Change Champions: Identify individuals within the organisation who are enthusiastic about the change and can act as communication ambassadors within their teams – helping to promote and embed from within.
6. Provide Multiple Feedback Channels: Encourage feedback through surveys, suggestion boxes, one-to-one meetings, and team discussions. Show that you value their input – listen and then act.
7. Celebrate Milestones and Successes: Acknowledge and celebrate progress along the way to build momentum and reinforce positive behaviours. Forgetting to shout about success can lead to change fatigue, and decreased enthusiasm, whilst breeding both cynicism and resistance.  
8. Be Prepared for Difficult Conversations: Not everyone will embrace change immediately. Equip your leaders and managers with the skills to have empathetic and productive conversations with those who are struggling. Equally, not everyone will choose to complete the change journey, so it is important to recognise this quickly, so you can look at appropriate actions to mitigate the risk.

Closing the Loop: Talking Your Way to Successful Change

It is well known that delivering complex technology or business change is a challenging undertaking. But ultimately, successful delivery hinges on winning hearts and minds, in order to bring your teams with you, on the journey to a new, and better world.

By fostering clear and open dialogue, you can transform potential change resistance into enthusiastic engagement, ensuring your initiatives not only launch effectively but also create embedded, sustainable value through shared belief and ownership.

References

1. Machiavelli, N. (2008). The Prince. Dover Publications. (Original work published 1532).
2. Walton, S. (1993). Sam Walton: Made in America. Bantam Books
3. Kotter, J. P. (2012). Leading Change. Harvard Business Review Press.
4. Sinek, S. (2011). Start With Why: How Great Leaders Inspire Everyone To Take Action. Portfolio/Penguin.
5. Prosci. ADKAR Model, from https://www.prosci.com/blog/adkar-model
6. Callahan, S. (2016).Putting Stories To Work. Pepperberg Press.