A few months ago, I was asked to speak at a corporate event involving the announcement of some major changes both to the organization’s structure and employees’ roles and responsibilities.   About 200 senior managers and executives were in the room.

The CEO was to launch the event and speak for the first hour.  Then, following a coffee break, I was to speak on Change Leadership.   What happened next was both predictable and, unfortunately, highly ineffective.

As the CEO reached the podium, a huge banner unfolded with the message: Vision 2009.    The CEO then explained that the organization was transforming from what he called a “transactional based business” to one much more focused on adding value to the customer.

He enthusiastically talked about the importance of “seizing this window of opportunity”, “raising the bar” and “moving into the 21st century” in terms of how the company did business.   He noted that employees would need to shed the old ways and, instead, assume new roles and competencies to align the company for future success.

After about 30 minutes, the CEO paused and asked, “Any questions..?”    An awkward silence engulfed the room as people looked away nervously.    At that point, the CEO turned to me and whispered, “That’s great – they must have got it!”, and off he went back to head office.

As we broke for coffee, the hallways were instantly abuzz with questions and chatter about what people had just heard.

This brief scenario illustrates a major problem in getting buy-in to change; that is, the real conversation must happen in the room, not outside in the hallways, washrooms, or parking lots.

So, why the silence?   Let me explain. First of all, the CEO was totally fixated on the benefits of the restructuring - for people to suggest otherwise would be risky and likely a career limiting move.   Secondly, by the time the CEO announced the changes, these changes were portrayed as a “done deal”.  In the minds of the audience, there would be little benefit in engaging in a dialogue since there was no opportunity to influence the outcome.

Unfortunately, that CEO was on what I call the “slippery slope” to change failure.   You may find it surprising (perhaps not!) that over 2/3 of all changes fail to achieve the objectives and goals established at the outset of the change.   Furthermore, of all the factors contributing to change success or failure, communications is invariably cited as the number one predictor of whether or not change works.

I spend much of my business practice guiding organizations and leaders through change.  What is critical is how the change starts because, as the saying goes, “you never get a second chance to make a first impression”.   What is said or done at the beginning has a huge bearing on how the change will progress.

There are five (5) keys to effective change communications:

1. It must be understandable and reflect the reality of people being asked to change;
2. It must be balanced in reflecting both the upsides and downsides of change;
3. It must be credible and transparent such that people trust both the message and the messenger;
4. It must reflect both the logical and emotional elements that people are struggling with during change;
5. It must cause others to act – in other words, it must engage the audience and cause others to want to participate in the change.

Let me offer a much better way to communicate change that can significantly raise the odds of change success.  I refer to this process the 4-Box Strategic Influencing Model.

This tool is extremely useful for first planning the change, and then launching the change in a way that is balanced, credible, engaging, and ultimately leads to shared commitment to needed outcomes.

Here’s how the 4-box model works:

Step One: The communicator must first explain the reasons for the change.   It is virtually impossible for people to accept change if they don’t understand the rationale driving that change.   All too often, employees lack commitment because they simply don’t understand the logic.    Communicators must use facts and language that is grounded in reality.   Stakeholders being asked to change must feel this rationale represents their reality and is not simply perceived as “corporate-speak”.

Step Two: The communicator then needs to address the benefits of the change but in a way that resonates with those being asked to change.   Furthermore, when extolling the virtues of change, the communicator must initially keep this brief – otherwise, it comes across as hype or what I liken to “cheerleading”.     Later on, once a two way discussion ensues, there will be ample to time to elaborate on the benefits of the change but, initially, keep it brief.

Step Three: At this point, it is critical to talk about what the audience would see as the downsides to the change, as well as talk about how the organization and its leaders will
lessen these issues and concerns.   That does not mean that the organization can “fix” everything; it can’t.  But what is important is the acknowledging of these issues and a demonstration of genuine intent to help with these issues.

Equally important at step three, the communicator needs to invite stakeholders to work with the organization to find solutions to the challenges presented by the change.  Step three is critical in fostering a climate of trust and “safety”, especially if there is a power differential between the communicator and the audience.  In effect, by acknowledging and legitimizing the downsides to change, the message comes across as balanced and credible.   This is critical if people are going to trust the message and the messenger.

Step Four: Finally, the communicator must specify those things people value that won’t be impacted by the change.  Put simply, communicators must talk not only about what is changing, but also about what is staying the same.     This has a calming effect on those who are convinced that “everything is changing” and reassures people that this change will be reasoned and balanced, not just “change for change’s sake”.

I have used this 4-box model with numerous client organizations both for large scale change and smaller changes as well, with excellent results.   By following this process, you will notice new attitudes and needed behaviours from people being asked to change.  Instead of generating apathy or cynicism, the 4-box model leads to understanding and ultimately commitment to very important organizational goals.

Please feel free to contact us at rhr@idirect.com or phone me at (905) 827-5493 and I will be happy to elaborate on what is described in this article.   You can also reach us through our website at www.rhresources.com.

Robert Harris Resources Inc. offers training, speaking and consulting services in the areas of change management, communications, conflict resolution, negotiating and influencing skills, internal consulting, career planning, enhancing individual and team effectiveness.

Finally, let me wish you success on your change initiatives.