Why internal change goes wrong, and how to manage it better

Change is inevitable. We deploy experts, communications specialists and leaders with significant experience, but still it lands badly. 

Leaders have had plenty of time to get their heads around these changes. They have had space to ask questions, challenge and shape the future state. Employees are often hearing this for the first time. Then fear takes over and you've lost buy in before you even started.

Here are the common failings I have seen when change is rolled out - the similarities remain the same whether it is a system, structure, or even a government mandated change. Don’t worry, I’ve also shared methods used to embed change well too. 

Problem One: Change is communicated at the organisation level

Unfortunately, your employees are not thinking about the bottom line or organisational efficiencies. They are thinking about their role, workload and being able to pay their bills. Sharing slide decks with too much detail is not the way to drive the change at the start, (although it's a great resource for people to read later on). 

Solution: Translate the organisational change to the individual level

The first thing your team wants to know is how the change will impact them and when it will impact them. Leading with this will allow for everything else you communicate to actually be heard. Follow this up with team level communication that outlines the impact on individuals versus the organisation.

Problem Two: Communication creates panic

Sending a calendar invitation to your employees the night before will create mass panic. I have seen it across three continents and various working environments. This type of communication results in the rumour mill activating immediately and you lose valuable team engagement. By the time the meeting happens, people have made their assumptions and they are no longer listening. 

Solution: Communicate with clarity 

Some last minute communication cannot be avoided - but a note to advise your team of the context can help reduce anxieties. Especially for teams in sectors that have experienced mass redundancy or volatile change. Keeping your team updated on the general topic of the change is always wise. Share information with an idea of timelines, or if you don’t know the answers yet, say that. Employees will value your honesty. 

Problem Three: Leadership assumes they are more trusted than they really are

If previous change programs have gone badly, employees disengage. Some attrition is good for business (and very necessary), however, it is often the poorest performers that stick around - including at a leadership level. Usually the rising stars spot the poor leaders, but if there is nowhere to escalate feedback in a psychologically safe way, people will leave a lot faster than you want them to. 

Solution: Utilise change champions, managers and employee forums

Testing your changes in a small controlled environment and with your team is critical. If it doesn’t work for the business, then it’s not going to have the desired efficiency impacts. Whether it be a system change, policy or process, please leaders, test it with your rising stars, high performers, employee forums and managers. Employees are the most under utilised resource during change programs. 

Final Thoughts

You will not communicate change in a way that will satisfy everyone. Being honest, open and transparent are priorities through any change program. Everyone processes change differently, but by addressing these three things, at least your change program can run a little bit smoother. 

Ultimately, your organisation will not thrive without the right people, who are engaged and performing their best. Changes communicated well will manage your attrition rates. 

If you are scaling in People or Talent and looking for advisory or fractional support, feel free to reach out.