An excellent Communication Strategy is at the core of any successful change management process. The more change there will be then the greater the demand – and especially about the gains the reasons, the plans and planned ramifications of this change. It’s important that an effective communication strategy is defined and actioned when you can and then correctly maintained for the period.

There are 2 aspects to a change management communication strategy: firstly the balance between information content and emotional resonance; and secondly the initiative’s stage, in other words before the change and during.

The structural and content facet of your communications

You are going to gain significantly from the area of a programme-based approach to directing and handling your change initiative, as your communication strategy will likely be based around the following:

– Stakeholder map and analysis [everyone who is going to be affected by the change along with your assessments of these impacts and their reactions ]

– Pattern [ the clear definition and statement of the altered organization]

– Vision statement and pre-programme planning process [ the follow up pre-planning procedure and the high-level vision to unpack the vision and analyse the impacts ]

– Programme plan [the measures which are taken to make the changes and get the benefits – a schedule of jobs and endeavors and initiatives ]

The essential FACTUAL questions your communication strategy have to address

and to what level of detail?

– What are the essential used to disseminate advice?

– Who are you looking be encouraged?

What advice an effect of feedback?

– What are the goals?

– How much information is going to be supplied, messages?

– What mechanisms will probably be *properly to reach?

The key EMOTIONAL questions your communication strategy should address

In regard to the mental resonance part of the communications, John Kotter makes the point that change leaders that are great are great at telling narratives that are visual with high emotional impact. Kotter exemplifies this the anecdote of Martin Luther King who didn’t stand up facing the Lincoln Memorial and say: “I’ve a fantastic strategy” and illustrate it with 10 good reasons why it turned Employee engagement strategy out to be a great strategy.

William Bridges focuses on the emotional and psychological impact and aspect of the change – and introduces these 3 simple questions:

(1) What is altering? Bridges offers the next guidance – the change leader’s communicating statement must:- Clearly express the change leader’s understanding and intent

– Link the change to the drivers that make it essential

– “Sell the problem before you attempt to sell the solution.”

(2) what’ll actually be different due to the change?

(3) Who’s likely to lose what? Bridges maintains the situational changes aren’t as problematic for companies to make as the emotional transitions of the people affected by the change. Transition direction is about seeing the situation through another guy’s opinion. It really is an outlook depending on empathy. It works with people to bring them through the transition and is communicating and direction process that recognises and affirms them’s realities. Failure to accomplish this, on the section of change leaders, along with a denial of the losses and “lettings go” that individuals are faced with, sows the seeds of mistrust.

5 guiding principles of an excellent change management communication strategy

So, in summary the 5 directing principles of a good change management communication strategy are as follows:

– Resonance of message – the message’s mental tone and delivery

– Precise targeting – to get to the right people together with the right message

– Time schedule – to attain timely targeting

– Feedback procedure – to ensure actual two way communication

Failure reasons varied and in change management are many. But one thing is clear. Any organisational initiative that creates change – or has an important change element – has a 70% likelihood of not realizing what was initially envisaged.

The root cause is dearth of clarity and also a deficiency of communication. This is what a Programme Direction based way of change is all about and why it so significant.