Why you’ll face pushback in a change communication effort, and what you can do
Loss of control
- People spend time setting up their world the way they like it, and then someone comes in and tells them it needs to be different. This threatens their sense of autonomy, of their power over their lives. Give the workforce as much flexibility as you can. Include them in the planning so their voices are heard.
Uncertainty
- If people don’t know the extent of the changes or what the world will be like afterwards, they become anxious and worry it will be worse for them. Be as transparent as possible. Explain what will happen, what is happening as it happens, then recap what just happened. Provide time for questions and feedback before the change occurs.
No lead time
- Nothing provokes a bad response to change like springing it on people at the last minute and expecting everyone to go along obediently. This is needlessly disruptive for everyone. Organizational change should not occur in secret and unveiled dramatically. Real, beneficial, lasting change is a process. Get your people involved in it from the beginning.
The changes seem pointless
- Change should have a business purpose that everyone can understand. A change that seems pointless – like a vanity change demanded by a new CEO eager to flex, or a brand shift foolishly chasing a trend – will have a hard time finding a foothold with the workforce. Make sure there is a compelling explanation for a change, beyond just “because.”
Implied insults
- If a change is positioned as righting a past mistake, and the architects of the previous version are still with the company, that is disrespectful and likely won’t be received well. Treat change like an iteration, keeping the good stuff, improving where it is important to do so. Honor the past while stepping into the future.
Fear of more work
- Change does require additional work in the beginning as things transition. Don’t pretend this isn’t the case. Reward people in various ways for the extra effort. Create a collaborative atmosphere where they can assist each other, led by designated change champions. Remind them that when things settle back down the new normal will be just fine, and probably a lot better.
Something bad is actually happening
- A restructuring might mean people will lose their jobs. Or a merger might mean the current company culture will be lost. Don’t deny the possibilities nor trivialize the concerns. Be honest and fair, transparent and positive. Get as many people involved as possible to share the pain and make it a community process.
People just don’t like change
- In every organization there are those, at all levels, who resist any change no matter what it is, no matter how beneficial it is, no matter how overdue it is. You will never win them over. The most important thing is that your positive messaging overwhelms any negative talk these people might try to spread.