- Be forthcoming about how the change will impact employees. Address these questions: What is the change? What does it mean to me? When is it happening? Why are we doing this? What do you want me to do differently? What’s my role in the new system? What’s in it for me? Why should I care?
- Say what you know when you know it. If you don’t know, say so. If you can’t tell, say so. Then tell them when you think you’ll know more, and get back to them with that information.
- Explain why. Explain why you or the company took a particular action, especially when communicating unpleasant or unwelcome information. If you don’t do this, actions will be misinterpreted. If you announce a date or deadline and the date isn’t met, explain why. Don’t just ignore this – your credibility is on the line.
- Be consistent. Repeating key messages throughout the change process reinforces them. Make sure your actions also reinforce those messages.
- Don’t spin. Don’t try to spin bad news to make it look positive. People know when you’re lying to them – and don’t respect you for it. We handle the truth better than a lie or a half-truth.
- Communicate, communicate, communicate. Communicate the same message in many different ways, as people hear the message at their own pace. Just because you say it once does not mean that people have heard it. Engage in dialogue with employees/seek employees input during the change. Have face-to-face interactions. Invite feedback. Involve employees in the ownership of ideas and plans.
- Be realistic. Don’t over-promise and under-deliver.
- Be accountable. Admit mistakes. Hold yourself accountable for your actions, words and decisions.
- Acknowledge and honor people’s contributions, efforts, feelings and concerns. Respect the individual. Be inclusive. Show empathy.
- Be authentic. Bring words and actions into alignment.
Noreen Kelly
Coaching
