Change is inevitable. Change is a natural and defining, part of all aspects of life and its constituents. This includes the economy and every form of organisation, regardless of its purpose or size. No matter if it is growth or decline, mergers or innovations, new methods or production, new people or values—all of that can and probably will be part of the normal lifespan of any organisation. Change communication serves as the connective tissue that keeps all the moving parts, if not in place, then at least in a shape and form that ensures the collaboration and functioning of the organisation in a change or transformation process. It plays a crucial role in ensuring that employees are informed, engaged, and supportive throughout the journey, and with that, it also sends a message to partners, customers, investors, the media, and the public.

Effective communication acts as the glue that holds the change process together. It serves as a bridge between the leaders steering the change and the employees who will be directly impacted by it. 

Natalia Brouge, Change Communication Expert

Internal Communication

Let us focus on internal communications first. We all know that for some people, change is not seen as an opportunity but is connected to a feeling of uncertainty or anxiety. Fear of loss and the feeling of not being recognised or heard are the driving forces behind the rejection of change processes. Clear and transparent communication helps to alleviate these concerns and build trust. On a practical level, the focus is on providing information and the opportunity to discuss the reasons behind the change, its expected impact, and timeline continuously and reliably to create a general notion of being well-informed.

Often, giving employees the chance to engage in the process can foster a sense of ownership and commitment. Soliciting their feedback, ideas, and concerns demonstrates that their voices are valued. It is important, though, that the vision for the future and how each employee fits into the new picture are well understood and set to inspire motivation and alignment.

However, we communicators should prepare for resistance or even outright hostility in times of change and have our toolkit ready to mitigate and manage the resistance appropriately.

External Communication

Transition can go both ways, either fostering or damaging the company’s reputation. Transparent and consistent messaging to the external audience is of the essence to help maintain credibility and trust. It is crucial to obtain the best knowledge about the expectations that investors, partners, stakeholders, and the media may have developed regarding the change and its effects on the company.

Plus, change communication must align with the company’s brand values and positioning. In order to maintain trust and the company’s reputation, consistency and continuity of messaging help to reinforce the company’s identity and ensure that external stakeholders perceive the change in a manner that is coherent with the brand image.

Part of the overall strategy

If possible, change communication must be a part of the overall strategy and have a place in both your content and the internal and maybe even external event calendar. How change and transition are communicated more often than not determines if the change is implemented successfully and accepted on all sides. It should not be underestimated!