How to Keep Change Management Communication Consistent

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"

Leading a team of 500+ taught me a lot about communication — especially in times of crisis. Here are five key lessons I’ve learned: 1. Communicate Early: Carry people along as things evolve. People should hear from you early in the game, before all hell breaks loose. Send that email, call that meeting, announce the changes, transitions, new strategies, or new directions as soon as you can. Trust is built when your team hears from you first, not through the grapevine. It’s not just about saying it — it’s about saying it as soon as you can. 2. Communicate Openly: Your team should feel free to remark, respond, or react to what you share without fear of punishment or being marked. This creates a psychologically safe environment where people don’t have to walk on eggshells around you. It’s an organization, not a dictatorship — people’s voices should never be stifled or silenced, covertly or overtly. 3. Communicate Completely: Don’t leave loose ends or unspoken assumptions. Address direct and indirect questions as much as possible at the time. If something can’t be discussed, say so. Don’t gloss over key details or shy away from touchy topics. Complete communication bonds a team and unites everyone around the leader — especially when they hear it directly from you. As much as you can, leave no stone unturned. 4. Communicate Clearly: There should be no ambiguity. Some team members shouldn’t hear one thing and others another. This is where Q&A sessions and checking for understanding become crucial. Think through what you want to say and ensure it’s plain, simple, and leaves no room for wrong assumptions or misconceptions. A strong leader speaks clearly, so nobody misunderstands, and everyone is on the same page. 5. Communicate Consistently— Communication is the cornerstone of successful organizations. The more your team hears from you, the stronger and more connected they become. Reach out regularly and create accessible platforms for open dialogue, ensuring your team feels informed and heard. Communicating effectively is non-negotiable, and leaders who master it go far. What would you add to the list? Drop your thoughts in the comments! Have a superlative week! #LeadershipLessons #CommunicationMatters #CrisisLeadership #TeamManagement #LeadershipDevelopment #EffectiveCommunication #LeadingTeams #WorkplaceCulture #TransparentLeadership #CrisisCommunication #LeadershipTips #Teamwork #GrowthMindset #LeadershipSkills #InspirationForLeaders

Good communication requires repetition, especially during change. You might feel like you’ve said the same thing ten times already, and that can be frustrating. But for your team, it might be the first time they’re truly hearing it. I often say: 7 times, 7 ways. That’s not about dumbing things down, it’s about honoring how humans absorb change. Because when change hits, stress rises and reading comprehension, retention, and focus drop. Even the sharpest adults can feel like 4th graders when the future feels fuzzy. And let’s be real, you might be feeling frustrated or stuck; wondering why the message isn’t landing or why you have to keep repeating yourself. Here’s what’s easy to forget: 💭 You’ve had a head start. 💭 You’ve known about the change. 💭 You’ve had time to process, to ask questions, to imagine what’s next. Your team on the other hand is just beginning that process. That’s not a shortcoming; it’s a leadership advantage. One that can make things easier for others. So here’s your nudge to: 🗝 Say it more than you think you need. 🗝 Use different channels and formats: email, meetings, visuals, 1:1s all work great. 🗝 Make space for questions, even if you’ve answered them before. 🗝 Keep connecting the dots between the change, the strategy, and what it means for them. Because when you’re getting tired of your message… that’s when it’s finally starting to land. 💬 What’s one communication tactic that’s helped your message stick? #Leadership #ChangeCommunication #ExecutivePresence #PeopleFirst #StrategyToMovement #OrganizationalChange

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?