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Have you ever embarked on a change initiative only to watch it fizzle out despite meticulous planning? Or perhaps witnessed the top brass announce a strategic pivot with much fanfare, only for it to vanish into thin air? It's well documented that 70% of change initiatives fall short and contrary to popular belief, this often isn't due to a scarcity of change plans or strategies. The real culprit? A profound lack of effective leadership communication during periods of change. Here are 10 communication blunders leaders frequently make when leading change along with actionable strategies to rectify them.
"It has come to my attention that the company is in need of … change. Yes, dramatic music would be ideal right about now. Cue the fog machine."
The first misstep is often the announcement itself. Leaders sometimes forget that change is a two-way street. It's not an oration but a conversation. Employees are not passive recipients of the message you're delivering, they're active participants.
Make your message an invitation. "We're going to change," should sound more like "We're facing challenges. Here's what I think, but I'd love to hear your ideas." Dialogues may mean more work on the front-end, but you'll save on the back-end with smoother transitions and more robust support from your team.
"In our effort to actualize the EBITDA improvements and leverage our AOP, we're rolling out the SMART targets through the CREST framework under the FTE optimization plan."
Acronyms and cryptic language can create a barrier rather than a bridge to understanding and buy-in. They risk making what's vital and urgent sound trivial and vague. In fact, 40% of workers say that poor communication reduces trust in leadership.
Less is more and clarity is king. Ditch the jargon and decode the acronyms. Use language that resonates with your actual audience. Your goal is comprehension, not creating a buzz with words people need a translator to understand.
"We're going to be more innovative… No, wait! I mean, we're doubling down on our 'legacy' way of working."
Changing course too frequently can leave your team feeling demoralized, directionless and downright dizzy. Before the big reveal, weigh your options thoughtfully. When sharing your strategy, explain your thinking and the process you've gone through to reach this conclusion. By being open about the complexities and uncertainties, your team will understand that you've chosen this path with intent.
"This massive email should cover everyone, right?"
Your workforce is a diverse ecosystem in both personality and perspective. A sledgehammer approach to addressing this myriad of team members will only crack their morale.
Segment your audience. Be it through focus groups or employee surveys, identify the best channels and the most effective tone to communicate your message to each group. You wouldn't address the R&D team the way you would sales. This tailor-made touch will show that you value every aspect of your company.
"I sent an email about this five months ago. Why is no one doing as I said?"
Communication isn't a one-and-done, especially during times of change. It's a marathon. If you're not consistently bridging the gap between the chains of command, you'll find that your edicts are as effective as screaming into a void.
Consistency is key. Set a communication cadence - monthly town hall meetings, weekly email updates, daily team huddles - so your team can see the change take shape every day. Follow-ups and regular reports will transform the desert of ambiguity into an oasis of clarity.
"We're switching to Slack because, as the young bloods tell me, it's 'LIT'."
Striving to be relatable at the cost of authenticity can backfire spectacularly. The last thing you need to be is the subject of "How do you do, fellow kids?" meme.
Don't chase trends, chase connection. Be human and authentic. Share stories that illustrate the challenges change is bringing to your world. Authenticity will resonate much more than a calculated attempt to be “cool.” In fact, 75% of employees want to experience more authenticity at work, especially from their leaders.
"We're all in agreement, right? I will accept silence as a yes."
Don't assume everyone is on board without critical feedback. Silence does not equal consent. And indifference is just as dangerous as outright opposition. It leads to passive-aggressive sabotage or apathy at a time when you need everyone rowing in the same direction.
Encourage honest, critical feedback. Create a space where dissent isn't punished but seen as an opportunity to make your change initiatives robust. Your team's collective intelligence can often spot flaws in your plans that you may overlook.
"I have the vision. I will bear the burden. And the credit shall be mine."
Change is a team sport and a one-person team is destined for failure. Build a coalition of supporters. Identify change agents at different levels of your organization to help champion your initiatives and act as translators of your vision to their peers. This shared voice creates a sense of ownership and unity.
"I've penned the company's new vision in the world's longest memo. What more do they want?"
Not everyone processes information through the written word. Some are auditory or kinesthetic learners. You may as well be transmitting your message via carrier pigeon in this day and age.
Mix it up. Use videos, presentations and even get on the shop floor to do a live Q&A. It's all about ensuring that your message is heard, understood and felt in a variety of ways.
"We've got another change initiative coming. Shouldn't be an issue, we just had a massive overhaul six months ago."
We often disregard the cumulative impact of multiple changes. Change, especially back-to-back alterations, can create a jarring experience for your team. One disruption too many and they might just throw their hands up in exhaustion.
Recognize and pace change initiatives. Understand the human scale of adaptation and the impact these changes have on everyone's daily life. Sometimes, slowing down the change train is the best strategy for overall long-term success.
Change is not just about reaching a new destination. It's about the journey and how you engage your team along the way. Embody the change you wish to see and champion it with clarity, authenticity and a deep understanding of your people. This isn't just about moving from point A to point B. It's about shaping a future that everyone is invested in, believing in and working together to achieve.
Sourced from Forbes
