did you say communicate a change_judith h jones communications

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Did you say you want to communicate a change?Tips for internal communications professionals who are planning communications for a change initiative.

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““Communicate a change? That’s easy!

Said no one ever.

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Before jumping in and communicating…

Define and articulate the change program1

Plan the communication program and integrate the plan into the change program

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Start with questions and get the facts

What specificchanges are we making?

Who owns this initiative?

What is our business problem and how does the change

address it?

Who areour

audiences?

Who are our stakeholders?

Who needs to know about the change?

Whois affected?

When do we make change happen?

What else is happening in our company

at the same time?

What do we wantpeople to know, say, and

do about this change?

What’s in it for our customers, employees,

shareholders?

What is the priority/scope of

this change as compared to

other changes?

How do we know we’re successful?

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Get to Know Who is Affected

All Senior Leaders

Department Managers in Eastern Region

Employees at locations 1, 3 and 7

Get to know your target audiences/stakeholders.Be specific to understand the impact of change for each group.

Impact of change

Timeline of change

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What you learn informs a communication strategy that spans…

Both practices and deliverables should align with the goals and objectives of the change initiative and integrate with the

initiative timeline

Communication Practices

Communication Deliverables

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Start drafting your plan Define success Develop key messages and craft the

message map Analyze audiences/stakeholders Establish communication principles Establish a visual identity that is

recognizable AND complements the brand

Consider multiple channels, including existing channels

Integrate with the organizational communications calendar

Identify your co-communicators Include ways to empower your co-

communicators Identify your risks to success Pitch your plan(s) at the right levels Measure your communications and link

metrics to initiative objectives

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Word to the wise

Ensure there is a channel for two-way communication and a feedback mechanism

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Planning takes workcommunications

trainingtechnical supportchampion network

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But it’s worth itA solid communication plan Supports the activities that advance the

success of the change agenda Builds stakeholder engagement Delivers clear and consistent messages

that are authentic, relatable, and accurate Conveys actionable facts to the relevant

people at the right time Enables people to make meaning of

change and adopt new behaviors

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Don’t forget to monitor and measure

Employees

Director-level and above

0 10 20 30 40 50 60

Email Open Rate

Tuesday Monday

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““Remember that there's no one perfect way to communicate change.

Sarah Fenson, Inc., June 2000

Yet planning, employing various methods and maintaining flexibility throughoutensure maximum effectiveness and deliver better results.

Thanks and let’s connect:Judith H. JonesConnect with Communications

• Email: JudithHJones@outlook.com• LinkedIn: linkedin.com/in/judithhjones• Blog: jhjonescomms.wordpress.com• Twitter: @JHJonesComms• Skype: J.H. Jones

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