Change Management Communications
A cohesive company narrative about why change is happening builds culture and trust, and ultimately, results.
The saying, “You cannot over-communicate during times of change,” couldn’t be more inaccurate. Nothing disrupts employees’ focus, time and energy more than being peppered with emails and meeting invites that are disjointed, conflicting timelines or contain no real answers to pressing questions (all while employees are trying to do their “day jobs”).
Change communications should enable and support the operational change plan. It also shouldn’t happen in a silo or by any single department. By collaborating with business partners across the organization to connect the dots, our disciplined approach to planning ensures deadlines are met while employees, support, and leadership teams are appropriately activated. A document with a list of dates outlining when emails, trainings and town halls is not a communications plan; it’s a to-do list with no measurement other than being able to put a check next to it. Employees deserve better.
That’s where we can help.
When we roll up our sleeves on any infrastructure, operation/system, behavior or capability change, you can expect a communications strategy and plan that is built with consideration of big picture objectives and aligned to project management milestones.