Communicating Change by T.J. Larkin and Sandar Larkin is a seminal text in change management that focuses on how to win employee support for new business goals through effective communication. Published in 1994, the book offers practical advice based on extensive research and real-world examples. The overarching theme is that direct communication from managers to employees is the most effective method for building support for organizational change.

Key Point: Effective communication is the cornerstone of successful change management. Employees are more likely to support new business goals if they understand them thoroughly.

Action: Conduct regular, transparent meetings where the change initiative is explained in detail. Use clear, straightforward language to ensure that all employees understand the goals and the reasons behind the change. For example, a mid-level manager at a manufacturing company can hold weekly staff meetings where they outline upcoming changes and answer any questions from team members.

Key Point: Managers play a crucial role because employees rely on their immediate supervisors for information and guidance.

Action: Equip managers with communication tools and training to handle change-related discussions effectively. This includes role-playing scenarios where managers practice addressing employee concerns. For example, a retail company can organize workshops for store managers to practice discussing sensitive changes like layoffs or new performance metrics.

Key Point: Different employee groups (such as frontline employees, middle management, and executives) need information tailored to their specific roles and concerns.

Action: Customize messages to address the unique needs and perspectives of each employee group. For instance, at a healthcare facility, separate meetings could be held for administrative staff and medical staff, focusing on how changes will impact their daily operations.

Key Point: The timing of communications about changes is critical. Early and consistent communication helps mitigate rumors and resistance.

Action: Develop a communication timeline that begins well before the change is implemented and continues through its rollout and beyond. For example, in a tech company transitioning to a new software system, an initial announcement could be followed by weekly updates and training sessions leading up to the launch.

Key Point: Encouraging feedback from employees helps in adjusting strategies and addressing concerns in real-time.

Action: Create channels for two-way communication, such as suggestion boxes, online forums, and regular town hall meetings. For example, a logistics company can implement a digital platform where drivers can share feedback and suggestions about route changes.

Key Point: Employees are more likely to support change when they trust their leaders and believe in the credibility of the information being communicated.

Action: Build credibility by consistently providing accurate, honest information, even when the news is unfavorable. For example, during a merger, an executive might hold a company-wide webcast to openly discuss potential layoffs and answer questions directly from employees.

Key Point: Informal networks within an organization can significantly impact the success of change communication efforts.

Action: Identify and leverage key influencers within these networks to spread the message. For example, within a large manufacturing plant, line supervisors who are well-respected by their peers can be tasked with communicating the details of a new quality control process.

Key Point: Understanding the root causes of resistance can help in addressing and mitigating it.

Action: Conduct surveys or focus groups to identify specific employee concerns and prepare targeted responses. At a call center undergoing restructuring, employee focus groups could reveal fears about job security, allowing management to address these directly in their communications.

Key Point: The effectiveness of communication strategies should be measured regularly to make necessary adjustments.

Action: Use metrics such as employee surveys, engagement scores, and feedback forums to evaluate the impact of communications. For example, an HR department might use quarterly employee satisfaction surveys to track attitudes toward a recently introduced remote work policy.

Key Point: Continuous reinforcement of the change message is crucial for long-term success.

Action: Develop a long-term communication plan that includes follow-up meetings, updates, and refresher training sessions. For example, in a company adopting a new customer relationship management (CRM) system, periodic training sessions and progress updates can help maintain momentum and address ongoing issues.

Southwest Airlines is highlighted for its effective use of informal communication networks. The company communicated changes through employees who were natural leaders and influencers, which helped in gaining widespread support for their strategic shifts.

Action: Identify influential employees and provide them with detailed information about the change so they can advocate for it within their networks.

DuPont faced resistance when rolling out a new safety protocol. They used detailed, repeated communication through line managers to emphasize the importance and benefits of the new procedure.

Action: Develop specific talking points and materials for line managers to ensure consistent and persuasive messaging about the change initiative.

IBM’s use of two-way communication channels during its major restructuring in the early 1990s is another notable example. They implemented feedback loops that allowed employees to voice their concerns and suggestions, which were then addressed by management.

Action: Establish regular forums such as online surveys and town hall meetings to collect and act on employee feedback during the change process.

British Telecom (BT) used early and frequent communication to successfully manage a large-scale change initiative. They started communicating months before implementing the change and maintained a steady stream of updates throughout the process.

Action: Create a phased communication plan with detailed timelines and regular updates to keep employees informed and engaged.

GE’s success in communicating change is attributed to its focus on credibility and trust. Leaders at GE provided transparent and honest updates about upcoming changes, which helped in maintaining employee trust and support.

Action: Encourage senior leaders to communicate directly with employees, offering honest updates even about potentially negative aspects of the change.

Communicating Change: Winning Employee Support for New Business Goals by T.J. Larkin and Sandar Larkin emphasizes that effective communication is essential for successful change management. The book provides actionable insights and real-world examples demonstrating how clear, direct, and honest communication from managers to employees can build support for new business goals. By tailoring messages, utilizing informal networks, encouraging two-way communication, and maintaining trust and credibility, organizations can navigate the complexities of change more effectively. Implementing these strategies can significantly enhance the chances of achieving successful and lasting change in any organization.