Step 4 Communicating the Change Vision
John Kotter defined Step 4 of his Change Model as ‘Communicating the Change Vision’. No matter how good the Vision statement is, ‘the real power of a vision is unleashed only when most of those involved in the enterprise have a common understanding of its goals and direction’. Successful communication is based on delivering on 7 key elements, all of which are enduringly relevant:
- Simplicity of message,
- Use of metaphors, a verbal picture saves many words
- Multiple channels, everyone impacted needs to receive and understand the message
- Repetition, repeating the message in different ways several times increases consistency of understanding
- Leadership modelling the required behaviours. Actions speak louder than words!
- Dealing upfront with ambiguities. If parts of the organisation are not impacted, explain why.
- Give and take, seeking feedback. Feedback can help refine the communication.
In addition, experience has taught me to invest significant time in this process. In my first instalment, I referred to investing time upfront prior to initiating change, multiplying the original estimates of time required to communicate by factors of x2 or even x4! However, communication doesn’t just need investing in prior to the launch of a new initiative, it needs to be structured and resourced to run throughout the change programme.
One of my clients was restructuring its global manufacturing footprint to meet the future needs of its growing markets. The changes involved closing or reducing headcount in some manufacturing sites whilst building new or increasing capacity in facilities elsewhere. Prior to launch of the project, a detailed communications plan was compiled including detailed briefing documents, Q&A’s and supporting letters for all internal and external stakeholders.
The structure and rigour of the communications plan continued long after the launch period and formal consultation process. However, the emphasis shifted to more focussed messaging at specific site level. This need reflected the fact that each site was impacted differently by the changes: one site was a new build, another site was expanding, one was reducing its headcount by 50% and one site was closing. So, whilst the vision was the same for the whole business, the local communications were adapted to maintain relevance for those impacted by the change.
With another client, the change agenda was shared at a high level with employee representative leaders, prior to launch, to get their feedback. This allowed time for reflection by the change team and the communications were adapted to reflect this feedback. As a result, employee representatives subsequently participated directly in the communications of the vision which created a more inclusive approach to the change programme.
Without a clear Vision, well communicated, the next steps in the change process, ‘empowering broad-based action’ and ‘Generating short term wins’ will fail.
If you’d like to discuss this article with me in more detail or a specific issue in your business, contact me via my website, www.hr-changeconsultancy.com or email me tim.ellis@hr-changeconsultancy.com
John Kotter is a Harvard Business School professor and world-renowned change expert. Launched in 1996, his 8-Step Change Model from his book, “Leading Change” remains one of the most popular and well-established change approaches.
Comments