How to Communicate Change as an Opportunity, Not a Threat

In a world of increasing pressure and expanding opportunities, organizations are facing a barrage of change. The challenge is to convince employees who are surrounded by disruptions to consider them not merely as threats, but as opportunities.

How to face the challenge

At a rational level, people might agree with this, but their thinking and feelings may also be dominated by the concerns and even fears of what another transformation might do to their jobs and their wellbeing. Convincing people that something is an opportunity when they may feel otherwise can be extremely difficult although not impossible. One of the ways you can do this through effective high-quality inclusive communications which are a pivotal to people-centric change. Effective communications, before, during and after a transformation, are vital for generating transparency, reducing uncertainty and for encouraging change to be seen as an opportunity rather than as a threat.

How to communicate effectively and inclusively

Inclusive communications are essential for ensuring that key messages are delivered at the appropriate time, via the right channel and for the right audience.

To reach people working onsite, offsite or in flexible ways, there is a need to consider different and innovative methods of communication. Using multiple channels allow people to understand what is happening, why it is happening, how it is happening and to provide opportunities for feedback.

How to get the tone right

Inclusive communication means using an appropriate tone and style in a compassionate way. For instance, emphasising ‘what’ is in it for the organization, individuals and teams, whilst ensuring clarity on the ‘why’, the rationale for the change, need to be updated and repeated regularly.

Inclusive communication also means that when delivering tough messages, you choose the words carefully to avoid any miscommunication and/or misunderstanding by telling people what they need to be told, then focusing on the reasons, details and next steps. This requires candour – something that should be at the centre of all communications.

Inclusive communication also involves connecting emotionally with your audience and providing opportunities for employees to give feedback by ensuring appropriate channels for employee voice and ensuring that different individuals/groups feel able to safely raise any concerns. Furthermore, it means not only ensuring that feedback loops are built into your communication strategies but also that feedback is followed up on.

The importance of in-person communication

Although there have been, and continue to be, advances in online communication channels, it is vital not to forget in-person communication. This is still the richest method of communication because it has the capacity for direct interaction, multiple information cues, immediate feedback and better personal focus. However, as with email and other forms of communication, there is a need to ensure that any face-to-face communication has a purpose and is timely. Ultimately the challenge is to use appropriate channels and methods of communication to convey the opportunities that the change will provide.

Reframing the conversation

Communicating change as an opportunity involves focusing on the opportunities for growth. This can be done by reframing the threats first, by giving people affected by the change all the facts about the transformation and the reality of what will happen if the organization does not change. Then, complementing the facts with a positive reason why there is need to change, ensuring that this positive reason is personal to every stakeholder/group and that the key messages highlight the potential opportunities for growth for individuals and teams. The challenge is not to just tell people that the transformation is an opportunity but to convince them that this is the case. Care must, therefore, be taken to make sure that the communication is clear, and people really understand the reason and the who, what, when and how of the transformation.

Providing opportunities for conversations

The communication of change is a continuous activity which involves providing the right type of accurate and useful information and messages, using the right channel for the purpose of different audiences, in a timely and appropriate way. To do this effectively there needs to be training and support (such as mentors) provided to help people transition through and adapt to the impact of change on their jobs and wellbeing.

Opportunities also need to be created for conversations and feedback, up, down and across the organization. This involves giving people time to think, reflect and providing space to have their voices heard. Furthermore, it means listening and sharing stories that provide a narrative about the change so that people can understand what is happening. Providing space for conversations is an essential way to surface employee concerns, hopes and fears. Holding regular, honest conversations about the transformation will enable individuals and teams to share their questions and opinions, helping to drive understanding and make them feel like they are part of the change.

Be careful to not overcommunicate

Finally, a word of caution is required because most organizations tend to overcommunicate about change, especially via email, which can lead to confusion and disengagement. Rather than overloading people with formal communications, make sure that you build in time for conversations which help to explore the opportunities that the change may bring.