Change Management Communication - Starts with the Why

Effective communication is at the heart of successful business change, creating awareness and understanding about the change. Change programmes must incorporate a clear approach to communications that is strongly linked to their engagement with stakeholders. A change communication plan (CCP) should be produced that shows how information will be distributed and received by all stakeholders involved in the change programme. It identifies the means, medium, messages, and frequency of communication between different stakeholders. It is used to establish and manage on-going communications throughout a programme. It is important that the communication be proactive and consistent to reinforce key messages.

Communications planning is the process of determining the information and communication needs of the change programme stakeholders. It should answer the questions: who needs what information, when they need it, how it will be given to them, and by whom. Communication requirements should be clearly defined to facilitate the transfer of information from the change team to the various stakeholders in a format that meets their needs. It should be in the frame of reference of the target audience. The plan should be tailored to build trust but also manage resistance across stakeholder groups and sustain energy throughout the change lifecycle. A good communication plan can prevent resistance growth and support speedy change adoption. Initial communication considerations should, at a minimum, include the key elements depicted above.

Why are we changing?

The ‘why are we changing?’ concept addresses the typical questions the impacted stakeholders ask when they become involved in an organisational change. It helps to create key communication text that answers these questions in a concise and consistent way. It should be used in communication strategy planning and feed into the communication change plan. The employee usually needs to understand or at least be aware of the following:

• Why is there a business need? 

The business needs to change because new technology is available, customer buying habits are changing, etc.

• What is the business case?

The business needs to improve operating efficiency, or the competition will put us out of business, etc.

• What is the vision for change?

The vision for change should be clearly articulated by the organisation’s leadership; it should at a minimum describe what the organisation will look like when it moves from the current ‘a’ state to the improved future ‘B’ state.

• What is the risk of not changing?

The risk of not changing could be lower profits, the potential to go out of business, etc.

• When and what is the timeline?

The employee will be interested in key communication events, their involvement in the design, if and when they will receive training, when the system goes live, etc.

“Effective change communication is at the heart of successful change, it acts like the blood in our bodies, but instead of supplying vital oxygen and nutrients, communication supplies information and motivation to the impacted stakeholders”

'Stakeholder Information Needs' is part of 'Communicate the Change' and the fifth step of the a2B Change Management Framework® (a2BCMF®).

Further Reading:

Change Management Handbook - Leadership of Change Volume 3.

#LeadershipofChange #Leadership #ChangeLeadership #GlobalGurus #ChangeManagement

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Peter consults, speaks, and writes on the Leadership of Change®.

He works exclusively with boards, CEOs, and senior leadership teams to prepare and align them to effectively and proactively lead their organisations through change and transformation.

For insights on navigating organisational change, feel free to reach out at Peter.gallagher@a2B.consulting or schedule a free consultation

Leadership of Change®

Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, A, B, C, D & E

• Change Management Fables – Volume 1 

• Change Management Pocket Guide – Volume 2 

• Change Management Handbook – Volume 3 

• Change Management Leadership – Volume 4 

• Change Management Adoption – Volume 5 

• Change Management Behaviour – Volume 6

• Change Management Sponsorship – Volume 7 

• Change Management Charade – Volume 8

• Change Management Insanity – Volume 9

• Change Management Dilettante – Volume 10

• Change Management Gamification Leadership – Volume A 

• Change Management Gamification Adoption – Volume B 

• Change Management Gamification Behaviour – Volume C 

• Change Management Gamification Sponsorship – Volume D 

• Change Management Gamification Leadership Teams – Volume E 

Contact me to make a booking 

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Peter F. Gallagher is a leadership guru, change management global thought leader, organisational change authority, international corporate conference speaker, 15X author, and C-level change leadership coach.

Listed #1 by leadersHum Top 40 Change Management Gurus You Should Follow in 2022 (Mar 2022).

Ranked #1 Change Management Global Thought Leader: Top 50 Global Thought Leaders and Influencers on Change Management (2024-2023-2022-2021-2020) by Thinkers360.

Listed #15 in the “Top 30” for Global Gurus Leadership (2024) by Global Gurus.

Ranked #1 Business Strategy Global Thought Leader: Top 50 Global Thought Leaders and Influencers on Business Strategy (2022) by Thinkers360.

Ranked #6 Leadership Global Thought Leader: Top 50 Global Thought Leaders and Influencers on Leadership (April 2024) by Thinkers360.

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