Communicating Change Readiness To All Employees

Most change initiatives don't fail because of the change that's happening, they fail because of how the change is communicated. I've watched brilliant restructurings collapse and transformative acquisitions unravel… Not because the plan was flawed, but because leaders were more focused on explaining the "what" and "why" than on how they were addressing the fears and concerns of the people on their team. People don't resist change because they don't understand it. They resist because they haven't been given a compelling story about their role in it. This is where the Venture Scape framework becomes invaluable. The framework maps your team's journey through five distinct stages of change: The Dream - When you envision something better and need to spark belief The Leap - When you commit to action and need to build confidence The Fight - When you face resistance and need to inspire bravery The Climb - When progress feels slow and you need to fuel endurance The Arrival - When you achieve success and need to honor the journey The key is knowing exactly where your team is in this journey and tailoring your communication accordingly. If you're announcing a merger during the Leap stage, don't deliver a message about endurance. Your team needs a moment of commitment–stories and symbols that anchor them in the decision and clarify the values that remain unchanged. You can’t know where your team is on this spectrum without talking to them. Don’t just guess. Have real conversations. Listen to their specific concerns. Then craft messages that speak directly to those fears while calling on their courage. Your job isn't just to announce change, but to walk beside your team and help your team understand what role they play in the story at each stage. #LeadershipCommunication #Illuminate

𝗬𝗼𝘂 𝘁𝗵𝗶𝗻𝗸 𝘆𝗼𝘂’𝗿𝗲 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗻𝗴 𝗰𝗵𝗮𝗻𝗴𝗲 𝗲𝗳𝗳𝗲𝗰𝘁𝗶𝘃𝗲𝗹𝘆? 𝗬𝗼𝘂𝗿 𝗲𝗺𝗽𝗹𝗼𝘆𝗲𝗲𝘀 𝗽𝗿𝗼𝗯𝗮𝗯𝗹𝘆 𝗱𝗼𝗻’𝘁. That is not an opinion—it is backed by facts. I spent this past weekend reading through a bunch of surveys, articles, and other publications. Here's what it boils down to: 𝗧𝗵𝗲 𝗗𝗶𝘀𝗰𝗼𝗻𝗻𝗲𝗰𝘁 There is a massive disconnect between what executives think they’re communicating and what workers actually hear: ❗𝟲𝟲% 𝗼𝗳 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 believe they’re aligned with employees on business goals. 𝗢𝗻𝗹𝘆 𝟰𝟰% 𝗼𝗳 𝗲𝗺𝗽𝗹𝗼𝘆𝗲𝗲𝘀 𝗮𝗴𝗿𝗲𝗲. (2023 𝘎𝘌/𝘐𝘱𝘴𝘰𝘴 𝘴𝘵𝘶𝘥𝘺: 𝘍𝘳𝘰𝘮 𝘵𝘩𝘦 𝘎𝘳𝘰𝘶𝘯𝘥 𝘍𝘭𝘰𝘰𝘳 𝘵𝘰 𝘵𝘩𝘦 𝘊𝘰𝘳𝘯𝘦𝘳 𝘖𝘧𝘧𝘪𝘤𝘦: 𝘌𝘹𝘱𝘭𝘰𝘳𝘪𝘯𝘨 𝘵𝘩𝘦 𝘓𝘦𝘢𝘥𝘦𝘳𝘴𝘩𝘪𝘱 𝘔𝘪𝘯𝘥𝘴𝘦𝘵) ❗𝟳𝟳% 𝗼𝗳 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 say they provide enough context. 𝗝𝘂𝘀𝘁 𝟰𝟲% 𝗼𝗳 𝗲𝗺𝗽𝗹𝗼𝘆𝗲𝗲𝘀 𝗳𝗲𝗲𝗹 𝘁𝗵𝗲𝘆 𝗿𝗲𝗰𝗲𝗶𝘃𝗲 𝗶𝘁. 𝗢𝘂𝗰𝗵. 1️⃣ 𝗟𝗲𝗮𝗱𝗲𝗿𝘀 𝘂𝗻𝗱𝗲𝗿𝗲𝘀𝘁𝗶𝗺𝗮𝘁𝗲 𝘄𝗼𝗿𝗸𝗹𝗼𝗮𝗱: Employees still have full-time jobs while navigating change. 2️⃣ 𝗢𝗻𝗲-𝘄𝗮𝘆 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻 𝗱𝗼𝗺𝗶𝗻𝗮𝘁𝗲𝘀: Less than half of organizations create space for real dialogue. 3️⃣ 𝗠𝗼𝗿𝗲 𝗶𝗻𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻 ≠ 𝗯𝗲𝘁𝘁𝗲𝗿 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻: Overwhelming workers with messages results in disengagement. 4️⃣ 𝗠𝗶𝘀𝗮𝗹𝗶𝗴𝗻𝗲𝗱 𝗽𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝗲𝘀: Leaders focus on strategy; employees focus on daily realities. If you want your teams to 𝗲𝗺𝗯𝗿𝗮𝗰𝗲 𝗰𝗵𝗮𝗻𝗴𝗲, start with: ✅ 𝗟𝗶𝘀𝘁𝗲𝗻 𝗺𝗼𝗿𝗲, 𝘁𝗮𝗹𝗸 𝗹𝗲𝘀𝘀. Host listening circles where leaders ask and don’t defend. ✅ 𝗖𝗼𝗻𝗻𝗲𝗰𝘁 𝘁𝗵𝗲 𝗱𝗼𝘁𝘀. Explain the why behind changes and how they fit into the bigger picture. ✅ Speak their language. Tailor messages to different levels—what matters to frontline workers differs from executives. ✅ Lead by doing. Employees believe what they see more than what they hear. ✅ Close the loop. Act on feedback. Employees stop speaking up when nothing changes. Change won’t fail due to strategy. It will fail due to people feeling unheard. Were you ever surprised by the manner in which teams really felt about a change? What did you do? Share your thoughts below. 👇 ----- Change happens. Fractional leaders help. And coffee. All the time. 👋 I’m Lars – I deliver transformation that sticks. 🔔 Follow me for more on fractional leadership and change management. ✉️ DM me ‘READY’ for more insights

Clear strategy. Solid plan. Adequate resources. Yet your transformation is still struggling. The missing ingredient? Effective communication. I've learned that communication can make or break your change efforts. Here are the critical dos and don'ts that separate success from failure: 1. DO start with why before what DON'T jump straight to implementation details 2. DO tailor messages to different stakeholder groups DON'T use one-size-fits-all communication 3. DO address the "What's in it for me?" question DON'T assume people automatically see personal relevance 4. DO communicate regularly and consistently DON'T go silent during difficult phases 5. DO create two-way dialogue channels DON'T rely solely on top-down messaging 6. DO acknowledge concerns and resistance openly DON'T dismiss or minimize people's fears 7. DO use visual communication tools DON'T depend only on verbal or written messages 8. DO prepare leaders at all levels to communicate effectively DON'T expect executives alone to carry the message 9. DO celebrate early wins and progress DON'T wait until the end to recognize achievements 10. DO communicate honestly about challenges DON'T sugarcoat difficulties or overpromise results Communication isn't just part of change strategy — It IS your change strategy. Which do you find most challenging to implement in your organization?

Every time I write up an org-wide communication related to major changes, I consistently apply the lessons that I learned from Annie Christiansen and Kathy Gowell during my time working with them at MuleSoft/Salesforce. Spending most of my early and middle career in more technical roles, my communication style had a tendency lean towards the technical (and wordy). Annie and Kathy did an amazing job helping me step back and reframe my communications to be focused, prioritize the crucial information first, and apply empathy (we're not all engineers in the tech world). I've templated, to a large degree, the key messaging points I picked up from them • What's happening? (𝘥𝘰𝘯'𝘵 𝘣𝘶𝘳𝘺 𝘵𝘩𝘦 𝘭𝘦𝘢𝘥, 𝘨𝘦𝘵 𝘳𝘪𝘨𝘩𝘵 𝘵𝘰 𝘪𝘵) • What does this mean for me? (𝘢𝘮 𝘐 𝘪𝘮𝘱𝘢𝘤𝘵𝘦𝘥? 𝘪𝘧 𝘴𝘰 𝘸𝘩𝘢𝘵 𝘥𝘰 𝘐 𝘯𝘦𝘦𝘥 𝘵𝘰 𝘥𝘰?)  • Why is this happening? (𝘤𝘰𝘯𝘵𝘦𝘹𝘵!) • I still have questions, where should I bring them to? (𝘚𝘭𝘢𝘤𝘬, 𝘰𝘧𝘧𝘪𝘤𝘦 𝘩𝘰𝘶𝘳𝘴, 𝘸𝘪𝘬𝘪𝘴, 𝘦𝘵𝘤) These four stanzas are present in nearly 99% of my major comms. They work when updating the staff about major security threats (such as vishing/smishing campaigns), changes to org-wide systems (such SSO/MFA improvements), and so much more. Most importantly, bring empathy to all comms. Try, as best as you can, to put yourself on the receiving end of the communication you're sending and challenge yourself with the question "is the information framed in a way that I and my peers would feel informed & engaged if we were the recipients"

When leaders go quiet, assumptions grow loud - and that’s where chaos begins. I’ve noticed something critical about leadership during uncertain economic times: Every communication void we, as leaders create, gets filled with something else. Usually, that looks like fear and speculation. Employees, worried about tumultuous changes, often go straight to the worst-case scenario. Think about it: While we’re waiting for the perfect moment or complete information to communicate with our teams, they’re already preparing for layoffs. I’ve seen how quickly these assumptions can spiral, turning minor uncertainties into major disruptions that affect everything from daily productivity to long-term morale. Here’s what I’ve learned works instead. Talk early and talk often to your team, even when you don’t have all the answers. Our teams don’t expect us to predict the future - they just need to know we’re navigating it with them. Sometimes, just saying “Here’s what we know, here’s what we’re still figuring out, and here’s our next step” can transform anxiety into action. The truth is, being transparent about what we don’t know yet builds more trust than silence ever could. It keeps our teams focused on what matters instead of dwelling on what-ifs. So the next time you face economic uncertainty as a leader, don’t wait for the perfect moment to communicate with your team. Take every chance you get to remind them that you won’t leave them in the dark. #leadershipinsights #organizationalculture #changemanagement