-1- Communication is simple, clear, and consistent.
Simplicity works best to improve comprehension. Complex, lengthy, and vague communications about a change cause employees to feel anxiety and confusion. Keep words, sentences, and paragraphs as short and simple as possible.
-2- Communication is designed to prevent information overload.
When a message is complex or lengthy, employees often worry that someone is trying to hide important details. By keeping communication simple, easy-to-consume, and straightforward, you show employees that the company wants them to understand. This elicits feelings of safety and trust.
-3- Topics are audience-focused.
For the communication to capture employees’ attention, the content must provide the information they care about (not the information we think they “should” care about).
-4- Mid-level Leaders are considered an audience and as a channel.
Their involvement is critical for employees’ understanding and acceptance, so all people leaders need to be equipped with the tools and support needed to lead change among their teams and to change their own behaviors.
-5- Timing shows respect and creates clarity.
Employees feel respected, supported, and safe when they find out about a major change from official sources within the company and not from customers, neighbors, or news media.
-6- Personality and tone of voice reflect desired changes.
Especially when communicating about a culture or behavior change, the communication needs to convey the same traits or characteristics we want employees to have in the future state.
-7- Formats encourage conversation and collaboration.
When employees have a chance to be heard, they feel more confident and willing to support the change because they feel like they’re being treated fairly. This often translates into making major announcements in person and providing ample time and opportunities for leaders to answer questions from employees.
-8- Updates are frequent and show progress and recognition.
Employees are confident that a change will stick when they encounter a steady cadence of tangible examples that the action plan is moving forward. And they’re confident it’s “socially acceptable” to adopt the change when they see clear evidence that change adopters are being celebrated.
About the Author
Jessica Walter, MS, APR, is a communication strategist and leadership coach who has been helping leaders shape high-impact communities since 2002.
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