Our brains tend to automatically classify transitions as “high-risk” because of the likelihood that we might lose something as a result.
However, these high-stakes situations present the ideal opportunity to lift engagement by strengthening relationships between employees and leaders.
Using change communication to create an emotionally healthy environment allows employees to focus more of their energy on helping the transition take place instead of pulling back and focusing their energy inward to protect themselves.
Here’s how to do it:
Adopt a Supportive Mindset
- Anticipate their needs and questions and have everything ready for them in advance.
- Make sure they have the resources they need to be successful quickly. That typically includes reference materials that are easy to access, plenty of time to master new skills or systems, and a list of people to contact for additional help.
Foster a Friendly Culture
- Convey respect in all of your interactions. Many leaders become defensive when announcing a major change because they expect resistance. It’s just human nature, but it also damages relationships. Try to check in with yourself before you enter a meeting or conversation to make sure you’re coming from a collaborative place.
- Celebrate victories together as a team. Even the small wins are an opportunity to feel like a unified group having a shared experience. This is how we make everyone feel like “insiders” and a protected part of the group.
- Swarm together to overcome setbacks for the exact same reasons as above.
- Say “thank you” often. For big things, little things, and everything in between. Genuine gratitude is essential in emotionally healthy environments.
Practice Open Communication
- Include the compelling “why” driving the change. This often connects to how the change will benefit employees and the people they serve (i.e., their sense of purpose and how they make an impact).
- Create plenty of opportunities for conversations where employees can ask questions and share their thoughts.
- Gather input from employees to inform decisions that impact them. If you’re worried about setting expectations that you’ll apply everything you hear, consider opening the conversation with something like: “I’m collecting input from a lot of people before I make a decision, and I’m interested in hearing what you think.”
This supportive, friendly, open environment downgrades the perceived threat level of the change and strengthens relationships by helping employees feel connected, protected, and appreciated during the transition.
Want to talk more about the 3 leadership behaviors that amplify trust, collaboration, wellbeing, and helpfulness? Email me.
About the Author
A former executive and global leadership advisor, Jessica Walter has been helping leaders solve their most complex culture, engagement, and communication challenges since 2003.
She spent 15 years on the executive teams of government, non-profit, and publicly traded businesses before transitioning into leadership and business advisory roles, including a senior position at a global consulting firm.
Jessica has presented practical and perspective-shifting advice on leadership and communication to a variety of audiences, including the annual conferences and leadership expos for psychologists, CEOs, emergency responders, financial services employees, and government leaders.
Her research includes leading multiple studies on communication, relationships, and leadership effectiveness, and her advice has been featured in numerous publications.
She has studied at Wharton, Duquesne, and Towson. She holds the Accreditation in Public Relations (APR) and certifications as a Leadership Coach and Hogan Assessments Advisor.
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