Communicating Changes To Training Procedures With A New LMS

Quick gut check: when you communicate a change, do people actually hear the so what, the now what, and the so what for me… or do they walk away guessing? If you skip even one, people nod in meetings… then stall in reality. Here’s how to make change connect, stick, and drive action: The So What → Now What → So What (for me) Loop 1. So What Why this matters now. Name the stakes and upside. Say: “Customer churn spiked 11% in Q2. If we fix onboarding by September, we protect $8M and shorten time to value.” Not: “We’re rolling out a new process.” 2. Now What What’s next—3 moves, owners, dates. Say: “By Aug 19: pilot with Team A. By Sept 9: train all managers. By Oct 1: go live. Maria owns enablement. Dev leads QA.” Not: “We’ll socialize and circle back.” 3. So What (for me) What changes for each person, what stays the same, where to get help. Say: “ICs: new intake form Monday. Managers: 15-minute standup for 4 weeks. KPIs stay. Questions in #onboarding. Office hours Fridays.” Not: “Let us know if you have questions.” 📆If Town Halls are your thing: “So what: Customer churn is up—onboarding is the lever. Now what: Pilot Aug 19, train Sept 9, go live Oct 1. Maria and Dev are point. So what for you: ICs use new form Monday, managers add 15-min standup for 4 weeks, KPIs unchanged, help in #onboarding, office hours Friday. Tracking weekly wins.” 📧If Email is your thing: Subject: What’s changing, by when, and what you need 1. So what: “Onboarding gaps are costing renewals. Fixing this protects revenue and trust.” 2. Now what: “Pilot 8/19, train 9/9, go live 10/1.” 3. So what for you: “Use new form Monday. Managers add 15-min weekly standup in Sept.” 4. Support: “Playbook attached. Questions in #onboarding. Office hours Fridays.” 5. Success: “Tracking time to value and renewal health. First update Tuesday.” 📃If PowerPoint is your thing: Title: Change that protects $8M this quarter So what: “Churn up 11% → onboarding fix = biggest win” Now what: “Pilot 8/19 • Train 9/9 • Go live 10/1 • Owners: Maria, Dev” So what for me: “ICs new form Monday • Managers 15-min standups • KPIs same • Help: #onboarding • Office hours Friday” The C.H.O.I.C.E.® Check: Courage → name the stakes without blame. Humility → admit what wasn’t working. Openness → publish plan + metrics. Integration → connect change to purpose. Curiosity → invite edge-case questions. Empathy → spell out human impact + support. Leader, your Edge™ isn’t louder communication. It’s clearer commitment. Say why it matters. Say what happens next. Say what it means for me. Save this for your next rollout. Then tell us: which line unlocked action on your team today? ➕ Follow Loren Rosario-Maldonado, PCC for human-centered, leadership shifts that stick. #Leadership #ChangeManagement #Communication #Careers #CHOICEFramework #TheEdge 📸 Global Citizen Live

Implementing new tech can be challenging. My Change Management process from start to finish in 7 steps to help increase employee adoption and reduce distraction. 1️⃣ **Assessment:** Evaluate current workflow. Actually write it out…what is your teams current process, what will the process be once new tech is in place, what are the clear benefits to your employees. You have to paint a very clear picture. Ambiguity is what scares people. 2️⃣ **Team Alignment:** Ensure teams understand the benefits and impact. This is all about how the new tech will benefit THEM not you. People care about themselves. How will this allow them to make more money, do less work, save time etc. Just an email won’t cut it, spend time walking through this with your team. 3️⃣ **Training:** Provide tailored training for each role. Good news is the you should be able to expect this from your tech provider. If you can’t, or they want to charge you for it then you should RUN. 4️⃣ **Communication:** Foster open dialogue, address concerns, and provide regular updates. If there are hiccups (because there will be) address them head on, track them, and work together on an action plan to correct them. Keep your team involved in the process. 5️⃣ **Run Pilots:** Test the tech with your team in a pilot with the vendor. Treat the pilot as if you just made the full financial commitment and track the before and after outcomes. 6️⃣ **Iterative Feedback:** Gather feedback, make adjustments for continuous improvement. Establish a meeting cadence that you follow religiously, never cancel. Within those meetings have a pre established agenda that you follow. 7️⃣ **Full Rollout:** Gradual implementation with ongoing support that is tailored to each role. Admins need different support then users, data teams need different support than front line managers. Have your planned support be tailored to the roles of each individual person. That's the process I’ve used when implementing Tabi Connect feel free to use it for future tech implementations. Enjoy!

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.