Best Ways to Communicate Changes in Consulting Teams

Change is coming. And Leaders, how you communicate it will decide whether your team leans in or pushes back. Research shows that 70% of change initiatives fail due to employee resistance and lack of support (McKinsey & Company). The problem? It’s not always the change itself—it’s how it’s framed. To succeed, leaders must get in front of change early. They need to build trust, shift mindsets, connect to purpose, and highlight the benefits. That’s where the C.O.M.B. Model -- for Communicating Change -- comes in. When introducing change, walk employees through these four key stages: 1️⃣ Challenge – Acknowledge the difficulty. Be honest about the hurdles ahead. Transparency builds trust. 2️⃣ Opportunity – Reframe the situation. Shift the focus from disruption to possibility. Show the upside. 3️⃣ Meaning – Make it meaningful. Tie the change to a larger purpose. Help employees see why it matters. 4️⃣ Benefit – Show the value. Reinforce long-term rewards so they can see the light at the end of the tunnel. Alright, let's dive into an example: Implementing a New System Say your company is rolling out a new internal software system to improve efficiency. Some employees—early adopters—are eager. Others—laggards—are frustrated and don't want anyone moving their cheese. They see it as another system to learn, another task added to their plate. If leadership doesn’t communicate effectively, resistance will spread. 1. Challenge – Acknowledge the difficulty. "We understand that learning a new system takes time and effort. It will temporarily pull you from your usual tasks, and we know that can be frustrating." (Builds Trust & Transparency) ⚠️ Why this matters: Employees don’t like surprises. Acknowledging challenges shows you respect their time and effort. 2. Opportunity – Reframe the situation. "At the same time, this is an opportunity to rethink how we work. This system will allow us to explore new tools and strategies we haven’t had access to before." (Shifts Mindset) 💡 Why this matters: Change feels different when it’s positioned as an opportunity instead of a burden. 3. Meaning – Make it meaningful. "By implementing this system, we can streamline processes, reduce manual work, and improve customer experience. This positions us for long-term success." (Connects to Purpose) 🎯 Why this matters: People support change when they understand why it matters and how it connects to a bigger goal. 4. Benefit – Show the value. "A little focused effort now will lead to better outcomes—less manual work, fewer errors, and a smoother workflow for everyone." (Reinforces the Rewards) 📈 Why this matters: Employees need to see the clear, tangible benefits to buy in. Bottom Line: Change isn’t just about systems, processes, or technology—it’s about people.

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"

Layoffs, closures, restructuring... there’s no easy way to deliver hard news — but how you do it matters. I recently watched a video of Gary Vaynerchuk getting fired up (and I mean fired up) over a question from someone whose company announced they would be relocating their headquarters in 3 years. Yes — 3 years’ notice. They also announced that employees who chose not to relocate could keep their jobs and work remotely, but they wouldn’t be eligible for future promotions or increases. This employee was upset. She loves her job and the company, but feels management is ruining it. She asked Gary if she should cut her losses or stay, and he told her (with many trademark f-bombs) that her reaction reeked of entitlement, not injustice. He praised the company for communicating early, offering options, and giving ample time to prepare. (I’ll drop the link to the IG video in the comments if you want to see Gary go full Gary.) And this week, a coaching client called me. Their company recently announced that thousands of jobs will be eliminated by year-end, with a promise to notify impacted employees by the end of the month. No one knows who’s safe. Anxiety is high. Focus is low. We talked through how he, as a leader, could show up during this time: to keep his team informed, build trust, and support them — even while he’s in the dark himself. Here’s the thing: Companies can rarely “win” when change is coming. - If you give no notice — you’re heartless. - If you give months (or 3 years!) notice — you’re cruel for making people wait and wonder. But here’s what I know: ✳️ Transparency, even when imperfect, builds trust. So what can leaders do when change is coming, and people’s jobs — and lives — are on the line? * Communicate in person, with empathy. Even if the company made an official announcement, you need to have the conversation with your team. Meet with your team members one-on-one. Listen. Acknowledge their concerns without defensiveness. Don’t argue with feelings — they’re valid, even if the facts are off. * Be honest and transparent about what you can’t say yet. Answer questions when you can. And when you can’t, be clear about why, and when more information will be shared. People don’t expect certainty, but they do expect integrity. * Relate without centering yourself. If you’re potentially affected too, it’s okay to briefly acknowledge that. But don’t make it about you. Your role is to steady the ship, not captain a therapy circle. * Help them prepare — without feeding panic. Encourage your team to be mindful and proactive (talk with family, reach out to their network). But also remind them of the importance of staying focused and connected to the mission. Their work still matters. Their contributions still count. The truth is — if you haven’t built trust with your team before disruption hits, these conversations will be harder. But it’s never too late to start. You can’t make hard news easy. But you can make it human.

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

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

Communication is more than just speaking; it’s about creating a clear picture for your audience in a way that resonates with them. As a leader, I've learned the importance of being a good communicator, especially to support business agility. Early in my career, a team coach introduced me to the eight-by-eight communication approach — that’s eight different times, eight different ways. Simply stating something once in a company-wide meeting or in an email isn't enough. You have to communicate in various ways and be willing to adapt to different situations. For example, during a reorganization, discuss the intended business outcome in an all-hands meeting, send out a Slack message and an email, and ask coaches to talk about the change during team syncs. These days, an email with a personal video is more likely to be opened and watched. Not everyone will read or hear everything, but using the eight-by-eight approach increases the chances of being heard and understood. I often see leaders struggling with this concept because they're accustomed to communicating something once at the highest level. As a leader, you should be comfortable with repetition and the understanding that people might not hear you every time. You should also be comfortable tailoring your message to different levels within the organization — from sharing the company vision at a high level to discussing strategy with middle managers and empowering the employees who are actually doing the work. When everyone understands the larger goal and how to achieve it, organizations thrive. You’ll know you are winning when the team internalizes the message to the point that they tell you it’s their idea!

Change isn't the problem—your silence is. Remember: your strategy is useless if your people don't understand how to help you deliver it. A simple framework for communicating through change looks like this: 1. What? Tell them what has changed. Be concise and direct to make sure everyone understands exactly what's changing. Most organizations stop at #1. 2. So What? Next, explain the relevance. Why does this change matter? Connect the dots between the change and its impact on your people, whether it's new opportunities, improved processes, or overcoming potential challenges. 3. Now What? End with action. What comes next? What do your people need to do? Make sure you're providing clear guidance on what needs to be done, who is involved, and any deadlines. This turns the message from information to action. Obviously, any #changemanagement exercise is highly context dependent. But by applying this formula, and repeating it over and over and over, you'll have a much better chance of actually delivering on your strategy. #internalcomms leaders: how do you think about helping teams and leaders navigate through #change? #ChangeManagement #StrategicCommunication #Leadership