Organisational change can be messy, as anyone who has been through it will tell you.
It is therefore not surprising to hear that 70% of change initiatives fail to achieve their goals. This statistic is cited by John Kotter, an international authority in leadership and change, as well as McKinsey, a leading management consulting firm. A quick Google search on the organisational change failure rate statistics suggests that the number may not be as high. Nevertheless, all sources agree that change management initiatives are complicated and prone to failure due to multiple factors that can affect their success.
This failure rate is often attributed to employee resistance to change. 62% of employees don’t like leaving their comfort zones.
It is not a coincidence then that the “Effective Change Manager’s Handbook”, an in-depth guide to change management, begins by describing the human response to change and its driving forces, before discussing best practices and strategies for implementing change. The success of change depends on understanding what motivates people to embrace or resist it, yet this point is often overlooked by organisational leaders.
Other numbers to be aware of:
● 64% of employees reported that their employers were not honest about the changes.
● Only 40% of front-line managers understand the underlying reasons for the change.
● 29% of employees say the change is poorly communicated internally.
● Only 60% of employees read internal communication emails.
Such feedback can provide valuable insights into how best to manage change with employees. Effective communication is key to reducing resistance.
How can you equip yourself with the right strategies and understanding to communicate change successfully?
The answer is in your blind spot.
Communicate and engage with people on a human level throughout the change process. You can’t just tell employees that change is coming. Communication strategies for change need to integrate the emotional impact of conversations through every step of the process.
Here’s how.
When Communicating Change, Anticipate Resistance and Focus on the “WHY”
Human resistance is inevitable. A number of factors contribute to this, including fear of the unknown, job security concerns, and disruption of routines.
As a leader, it’s essential to anticipate and accept this resistance as part of the process while being prepared to address it effectively.
People care less about a change than why it’s happening and how it will affect them. To start overcoming resistance and building trust, be prepared to explain the why behind the change. Be sure to communicate the reasons for it as well as the possible consequences if the change is not implemented.
It may be highly effective to use data and planning in the boardroom, but you need to do more to win your employees’ genuine buy-in.
Tap into empathy and emotions to engage people and create urgency. Acknowledging that employees will have anxious thoughts and feelings because of the unknown is important. Focus on human-oriented communication to ease these worries and concerns, connect deeper and help people understand how change relates to them.
It is this emotional connection that fosters engagement and support throughout the change process.
Instill a sense of ownership
The leadership team alone cannot drive and implement the change.
It’s essential to involve the entire team, especially those directly affected. Participation leads to increased engagement and a smoother transition through the change curve because people feel in control and own the process.
Creating a safe environment for people to express their views, thoughts, and ideas without fear is crucial. This open and inclusive atmosphere encourages collaboration, fosters creativity, and enables diverse perspectives, all of which can lead to growth and team-building. When individuals feel heard and valued, they’re more likely to embrace change, share insights, and be actively involved in its implementation.
By harnessing the collective intelligence and involvement of the team, leaders can enhance both the effectiveness of the change efforts and the overall satisfaction and commitment of those involved.
Acknowledge Human Emotions
When communicating change, it’s crucial to remember that we’re human beings first and employees second.
While a rational process is necessary to establish the basis for change, it’s essential to recognise that change profoundly affects individuals’ emotions and fears. 73% of employees affected by change reported moderate to high-stress levels during and after the change.
The unknown or unfamiliar can be intimidating, leading to resistance and apprehension. In this context, empathy from leaders plays a vital role in helping people navigate the change process.
Communicating change requires understanding and respecting what people may lose during the transition, both personally and professionally. Vulnerability must be acknowledged and open and honest communication encouraged.
Communicate Frequently and Consistently
Merely presenting a plan once and expecting employees to comply automatically won’t cut it, when communicating change. In the same way, communicating frequently without keeping the message consistent is not beneficial as it creates confusion and anxiety for those affected.
The change process requires both consistent and frequent communication.
You should view every interaction with your employees (even when meeting in the lift or in the office corridors) as an opportunity to gain their trust and support. At the core of effective change implementation lies clarity, and the most powerful way to convey a clear vision to employees is through continuous and transparent communication.
Communicate change by keeping messages simple, and authentic, making sure the whole leadership team is aligned.
It is not enough to rely only on internal emails for communication. Communicate with employees through multiple channels while simultaneously offering a variety of internal feedback mechanisms.
By prioritising ongoing and comprehensive communication, leaders can foster understanding, engagement, and commitment, increasing the likelihood of successful change implementation.
Be patient and pragmatic
Change is a complex process that requires time and patience. No matter how well-crafted a plan is, it may not be implemented according to schedule.
It takes time for people to navigate the change curve stages, from initial resistance to eventual acceptance. The process of moving through the stages is not determined by a formula. It is a personal response influenced by several factors.
Further, circumstances outside of your control, such as market dynamics or political events, can influence the timeline of change. Goals and expectations must be realistic.
Establish a balance between short-term and long-term objectives, ensuring that the pace of change is reasonable and achievable for your employees. Failing to set realistic expectations can lead to negative emotions and frustrations, hindering progress.
By providing adequate time for change to take place and managing expectations accordingly, you can create an environment that supports and facilitates transition.
Final Thoughts
By demonstrating empathy and acknowledging the emotions and concerns of those affected throughout the change process, you can establish trust, foster a culture of psychological safety, and enhance engagement and support.
When communicating change, we often don’t need more strategy, timelines, emails, or data.
We need to communicate from our shared humanity.
Our mission at Change Aligned, as strategy consultants in London, is to create emotionally intelligent workplaces. Discover how we can help.
About the author
Olga Valadon is the Founder and Director of Change Aligned. She is a strategist, leadership mentor and corporate empathy expert with three decades of experience in global corporates. Her company specialises in culture design and leadership development. Olga is on the board of the University of Cambridge Primary School, advisor to Equal Employer®, and associate management lecturer at BPP University.
