Melinda Starkweather
April 10, 2021
I run change readiness for an organization that has completed hundreds of technology adoptions. My work gives me a unique insight into what staff need to succeed. I say staff—not projects. For the projects to succeed, the staff need to succeed.
According to Help Net Security (June 2020), 47% of users still struggle with new technology up to a year after launch. There’s no return on the investment if staff aren’t using it. The staff are the whole point. Projects that aren’t people-centered will struggle to deliver value.
We ask clients, “What would have made past change projects more successful?” One response is repeated every single time. I’m not saying usually. It’s every single time.
This is true across the board from organizations that are divided by cubicles or continents. This is true for organizations that know that they need to work on their culture, or those that are happy with it.
People want communication because they crave clarity. Why? Clarity allows them to assess risk. The process of change moves staff from the known to the unknown. As ambiguity ratchets up, so does perceived risk. Ambiguity intolerance is a common personality trait that is responsible for decreased productivity and a host of other unpleasant behaviors. Robust communication plans address these issues.
For quick reference, think about a teacher.
When starting a lesson, teachers first review previous lessons that might impact students. This is usually followed up by a request for feedback and questions. They preview what they’ll cover in the current lesson, and again ask for feedback. They’ll give the lesson, and immediately ask for questions and feedback.
If your first thought was, “There’s no way I have time for all of that,” you’re not alone. Most organizations don’t prioritize robust communication plans because they believe that other project issues are more important. They count on occasional announcements or emails to do the heavy lifting. It’s a critical mistake.
However, you can address the expected pitfalls of change with communication that is planned, sequential and intentional.
Successful communication can harness the mere-exposure effect to engage staff with the change. People prefer things that they are more familiar with and strategically applied messaging can use that effect to influence change.
If communication opens feedback loops, those can invoke trust and put the recipients in a cooperative mindset. This is where you want staff to be when engaging in change. Communication triggers feelings of inclusion and validation.
Communication that articulates clear next-steps will prevent procrastination and returning to old habits that don’t serve the change.
To drive people-centered change, organizations need to strategically use communication to build trust, drive engagement, educate and provide clear steps forward.
The communication plans we propose have phases that mirror the change project, and include staff every step of the way, helping them understand what is coming and what is expected of them.
To drive people-centered change, organizations need to strategically use communications to build trust, drive engagement, educate and provide clear steps forward.
My next blog will discuss the phases and features of the content in more detail.
elinda Starkweather is co-founder of Starkweather Association Services and developed the Cirrus Change Readiness platform. She is a coach and speaker on change management. She loves dogs.
