Communicate change authentically

  • What the change is about — what changes have been suggested, when will they occur and how will they be implemented? Vagueness confuses and creates anxiety, so communication clarity is essential here.
  • How the change will impact them personally — are the potential benefits going to outweigh the possible elements of fallout from the change? Are there any risks that I might face and are there any losses I might have to endure? Will I be able to rise to the challenges that the change may bring?
  • How the organisation will support and assist them during the change — will I receive training, coaching and care so that I will be able to fulfil any new expectations that leadership might have of me?
  • Their own feelings about the change
  • A sense of confidence (or lack thereof)
  • Their trust in their staff to get through the change
  • A sense of purpose and commitment towards the change (or lack thereof)
  • The degree to which they accept the reactions and feelings of staff
  • Expectations regarding behaviour that is seen as appropriate or inappropriate (e.g. rumours)
  • The degree to which they are in touch with the feelings of staff

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Jonathan Mills

Jonathan Mills

Jonathan has spent over 30 years focusing his efforts on developing people throughout the world. He believes that people have the most impact when stretched.