RESOURCES
5 common assumptions leaders make when communicating organisational change
Every leader will tell you that organisational change is messy. And it’s more about the people than the processes. Change involves emotional reactions. Understanding how to handle the stage of introducing and communicating change with those affected can determine its success or failure.
These are the most common assumptions leaders make, along with suggestions for avoiding them.
1. Reason alone is enough to convince people.
Leadership decisions rely on rational thinking and facts. Communication often follows the same principle, with the expectation that “people will understand”. However, the team rarely has the full picture in the decision-making process. Their first reaction will be emotional, and this should not really be surprising. It is the normal human response to change, as it is seen as a threat.
Acknowledge what people might lose during this transition with empathy and compassion to ease concerns. Help the team understand how this change will impact them.
2. Everyone reacts to change in the same way.
Not everyone has the same motivations and drivers. We have different experiences, backgrounds, perspectives, and needs, which will influence how we react to change.
Take time before communicating the change to consider the motivations of the individuals impacted, how they may feel, and how they may react. Anticipate situations so you can respond in a sensitive and considerate manner that doesn’t disengage or alienate employees.
3. Change will happen because leadership asked for it.
Leaders alone cannot drive change; leveraging the team’s collective intelligence and skills is essential to making it happen. Authority and position in the organisational hierarchy are not enough to get you across the finish line.
Identify the team members who are open to change and can influence others to adopt it. They are your change agents. Make sure to create an environment that offers opportunities for team members to contribute and provide feedback on the change process, so they feel part of the journey.
4. Change will be achieved in the time set out in the strategy plan.
Change is a complex process. It takes time for people to move through the stages of the change curve, from initial resistance to eventual acceptance. Other factors, such as market dynamics or political events, can also affect the delivery timeline.
Provide your employees with a timeframe that balances short- and long-term objectives, ensuring the pace of change is reasonable and achievable while also considering factors outside your control. Failing to set realistic expectations can lead to negative emotions and frustration, slowing progress.
5. The change outcome we plan today will be the same result we will see at the end of the process.
Circumstances, both internally and externally, are likely to change due to the dynamic business landscape. Depending on the size and duration of the planned change, the outcome you’re aiming for today and the one you may end up with at the end of the process might differ. In some cases, you may even need to retract your intention to change.
There is a fine balance between communicating often and effectively. The timing of the communication is critical, as is the amount of information to be shared. Being transparent and honest in your communication is key to managing expectations and reducing employees’ uncertainty.
