Key Points
Identify the right leaders, at the right levels, to deliver aspects of workplace change communication
Differentiate between various change management messages. Consider those that are strategic versus practical and standard versus tailored for specific audiences
Leverage the strong relationships of communicators with specific audiences to build credibility for the workplace change
When it comes to change management communication, it's not just about what you say, but who is saying it. A key question to ask is: who will people most listen to?
That's a challenging question to answer because change is complex. You need people at all levels of your organization to take on communication roles; each is better suited to different types of messages. This article discusses the different kinds of change messages and who can most credibly deliver them.
Organization-wide change messages are best delivered by leaders with broad influence and power
Senior leaders can most credibly speak to strategic change vision and organizational commitment
Some aspects of a change, such as its strategic importance and the organization's commitment to it, need to be delivered with authority to be taken seriously by employees. Often top-level leaders are the best people to deliver these messages. They can speak influentially about what's driving the need for change — why it's worth the effort —and why the status quo is not sustainable.* This is a critical change leadership competency for professionals at this level.
Additionally, top-level leaders are the best pick to help employees understand the vision for the change. Employees expect to hear this from those at the head of the organizational hierarchy. This helps employees understand why the change is taking place and the difference it will make in the company. While leaders at this level may not fully understand the specific impact of the change on various teams or individuals, they can acknowledge the costs of the change initiative and the effort it will take to carry out.
Employees are much more likely to buy into a change when they understand its purpose and how it will benefit the business — and when they feel seen in the process. Executive leaders, not project managers, the change team, or middle management, are the most credible voices to articulate these high-level messages of "vision, passion, and care." (Through not only their words but also their actions.)
Common change communication mistakes senior leaders should avoid:
Failure to articulate a clear rationale or commitment to change
A mismatch between senior leader words and actions
Sole focus on benefits; failure to acknowledge losses that the change may bring
Change teams are the experts on rollout plans and technical aspects of change implementation
Change messages delivered by executives can often come across as being too focused on the big picture rather than the details of the organizational change process. This can be frustrating for employees trying to understand what they can expect and their role in the change.
That's where the change or project team comes in. Those tasked with managing change rollout are most effective at communicating how the change will be executed, when and how it will impact staff, and how employees will be supported to effectively use the change solution. Change team members are also the most informed about technical aspects of the change and are a good source of accurate information on details of the change solution (e.g., process, practices, tool, system being implemented.)
Common change communication mistakes change teams should avoid:
Assuming big picture information is all employees need to understand the organizational change;
Viewing employee questions or concerns as a sign of resistance
Asking top leaders to deliver detailed, technical information with which they are not comfortable
Sharing details once and assuming they are understood
Mid-level leaders, team leads, and peers shine with tailored messages
Middle managers speak in a language the team understands
An organizational change can impact functions, departments, or geographies differently — nuances that those focused on the organization as a whole can frequently miss.
Mid-level leaders are best at translating organization-wide messages into specifics relevant to their function or teams. They can give meaning to a broad vision by showing how it relates to the work and goals that resonate with those in their functional area. They can also more accurately identify the specific impacts the workplace change may have on the priorities, processes, and practices that make up the day-to-day experiences of staff who report to them.
Given that middle managers and direct supervisors often have a close relationship with their staff, they are often called on to attend to the emotions that come up with change. Helping a team process how they feel about the change and giving them space to share their perspectives and raise concerns is an essential role of this management level — and key to developing motivation for change.
Common change communication mistakes middle managers should avoid:
Trying to “fill in the blanks” when the organizational change rationale and vision are not articulated by the executives of the change team. Ask for clarity instead developing
Feel pressure to make everyone happy. Middle managers are most successful when they strike a balance between addressing staff concerns and making the change happen.
To be successful mid-level leaders need to be supported
The change management demands on middle managers are complex — they can only succeed when supported. That's why it's essential to brief mid-level managers in advance and provide them time and space to understand the change — what is the vision, what is the need, how might this impact us — before asking them to explain it to their staff.
Beyond sufficient information, supervisors also need opportunities to process the impacts of the change for themselves, share frustrations and challenges, and be supported in their development. It's not clear that this happens enough in many companies.
In 2020 and 2021, Gallup found that self-reported anxiety, stress, and work burdens have increased for managers while decreasing for leaders and individual contributors. Bottom-line — there is a cost to bridging the needs and demands of staff and leadership, which mid-level managers should not be required to bear alone.
Common change management communication mistakes for mid-level leaders to avoid
Not taking time to reflect or ask questions to understand the change and its impacts prior to trying to explain it to others
Trying to address all challenging questions and frustrations alone; communicate feedback provided by staff upward and advocate for executives to acknowledge or respond to staff perspectives
Tips, tricks, and endorsements are the realm of team leads and influential peers
If you aren't identifying influential staff to be part of your change communication efforts, you may be missing out. Studies show that leveraging internal influencers as change agents— rather than those who may volunteer — can lead to better change outcomes.
These employees are often able to sway those in their peer group. When knowledgeable about the change project, they can also become an essential source of practical information such as lessons learned, tips, and advice on how to be successful with the given change solution.
Common change communication mistakes to avoid with peer influencers
Underestimating the power and influence of peers
Assuming that those who volunteer or who are assigned as change agents have the trust and credibility to be effective
Relationships matter at all levels
Trust is essential for effective change communication. For that reason, it’s important to understand your context when planning your communications. When trust is high, staff may be more open to change and willing to listen and engage with change communications. A lack of trust, on the other hand, can be a significant barrier to a successful change rollout.
When leaders communicating about the change are new to the organization or are not well known (or liked) in pockets of the organization, you can mitigate related risks to effective communication by pairing these leaders with those who may have established credibility.
If trust across the business has eroded, that may need to be addressed as a prerequisite to successful organizational transformation. The good news is the way to build trust is clear — there just needs to be a willingness to do it.
Change communication is a critical part of any workplace transformation, but it can be difficult to know where to start. When crafting change messages, it’s important to differentiate between what is strategic versus practical, and standard versus tailored for specific audiences. Doing so can help you to better identify the leaders at various levels who are best suited to deliver each of these messages. Finally, don’t underestimate the power of relationships in change communication – communicators with strong relationships with their target audience can build credibility for workplace change.
*Not all workplace changes affect the entire organization. Adjust your messengers to the scope of your change. For instance, for a department-level change, the top-level leader may be the VP or Director; a middle-level manager may be a supervisor or team lead.
References
Allen, J., Jimmieson, N. L., Bordia, P., & Irmer, B. E. (2007). Uncertainty during organizational change: Managing perceptions through communication. Journal of change management, 7(2), 187-210.
Harter, J. (2022, January 25). Manager Burnout is only getting worse. Gallup.com. Retrieved April 13, 2022.
Huy, Q. N. (2002). Emotional balancing of organizational continuity and radical change: The contribution of middle managers. Administrative science quarterly, 47(1), 31-69.
Lam, S. S., & Schaubroeck, J. (2000). A field experiment testing frontline opinion leaders as change agents. Journal of Applied Psychology, 85(6), 987.
Men, L. R., Yue, C. A., & Liu, Y. (2020). "Vision, passion, and care:" The impact of charismatic executive leadership communication on employee trust and support for organizational change. Public Relations Review, 46(3), 101927.