What is the difference between Change communications and every day communications?

There is a big difference between standard organisational communications to employees and information based communications to customers, and change communications. Without understanding the difference, your change may fall flat, if the only way you communicate is through the standard communications channels and using the same methods as business as usual communications.  Think for a moment about the rise of social media, storytelling, music and engaging clips vs a standard newsletter email in your inbox. The two are chalk and cheese. One is informative, the other is engaging. And the interactive approach that social media has introduced, has made it harder for internal communications teams and change comms delivery people to get cut through.

With organisations constantly undergoing change, there seems to be a need for the worlds to meet a little more, with enhancements in the internal communications methods being used, with many internal communications managers and team members needing to be better versed in the art of change communications. But what is the difference?

Why all communication methods aren't equal..

Let's start with the difference between standard internal communications and change communications. It is important to note before we proceed, is that this isn't related to structures and departments. The definitions are based on approaches:

1. Internal Communications: Internal communications involves the exchange of information, ideas, and messages among employees and various departments within an organisation. It aims to foster a sense of belonging, alignment, and collaboration while keeping employees informed about company news, policies, and procedures. Internal communications typically operates on an ongoing basis, focusing on maintaining employee engagement, productivity, and a positive company culture. From a change perspective you would definitely utilise and leverage standard communication channels. HBR have a great article on the cost of poor internal communications in organisations.

2. The Essence of Change Communications: Change communications, on the other hand, focuses specifically on guiding employees through significant organisational changes. It involves developing and delivering targeted messages to manage resistance, alleviate fears, and inspire commitment to new initiatives. The aim is to facilitate smooth transitions and secure employee buy-in, ultimately driving successful change implementation. Change communications often requires a more deliberate and tailored approach compared to everyday internal communications, and will require a different approach to achieve cut through and engagement.

Where do these two disciplines and approaches intersect?

Like all things in an organisation, everything is an intricate spiders web of intersection networks and this is no different. There is a co-dependency on change communications and alignment required and many leveraging opportunities that can be taken advantage of through business as usual forums. So they shouldn't be seen as mutually exclusive but intertwined, and they achieve the best outcomes when that is in the way of working, when there is a partnership approach between teams who custodian business as usual channels and between project areas looking to leverage those.

So if you are tasked with creating a Change Communications plan what are the elements you would include.

Five Key Steps to Creating an effective Change Communications plan

1. Start with a clear Change narrative: Effective change communications require a compelling narrative that conveys a clear and engaging vision, and benefits of the proposed change. Craft a narrative that addresses the "why" behind the change, and explain how the vision aligns to both the purpose of the organisation, as well as how it might benefit customers. Translate the corporate speak into real world stories and examples to have it come to life in a practical way. Incorporate storytelling techniques to create an emotional connection, allowing employees to relate to the change and its potential benefits.

2. Identify and Segment Stakeholders: To ensure your change communications resonate with the intended audience, it is crucial to identify and segment stakeholders. As part of the understanding change impacts, stakeholder groups and individuals are identified and documented. When impacts are being assessed there is an opportunity to gauge the different concerns, motivations and level of influence of each stakeholder group. From those sessions a key message platform can be created whereby you can tailor your messages accordingly to address their specific needs and expectations. 

3. Create feedback channels: Change communications should be a dialogue rather than a monologue. Establish at least two key feedback channels (one for leaders and one for team members), create the optimal environment for two way communication. This can generate discussion, dispel myths and answer questions. This is where most change comms channels fail. When not well executed, or when utilised to control the message rather than to genuinely engage, trust can deteriorate. Utilise multiple communication platforms such as town hall meetings, forums, email updates, and intranet portals to foster open and transparent communication. You may encounter sponsor push back but the outcome will be compromised if this isn't approached in an authentic fashion.

4. Leverage Change Champions and Influencers: Identify change champions and influencers within the organisation who can serve as ambassadors for the change initiative. These individuals can help disseminate key messages, address concerns, and influence their peers positively. Engage them early in the change process, providing them with the necessary training and resources to effectively communicate and support the change. It is important that leaders are not abdicating their responsibilities for leading the change to their change champions - thus the importance of leadership engagement as well. It is also relevant to leverage the social network in organisations and communities. In some organisations these can be more powerful than the leadership hierarchy, so if well utilised and acknowledged in the change comms plan, this can lead to a very effective, almost viral communications approach.

5. Employ Visual and Creative Communication Tools: Visual and creative communication tools are powerful assets in change communications. Utilise visual aids, infographics, videos, and interactive presentations to simplify complex information, illustrate the benefits of the change, and engage employees on an emotional level. Combine storytelling with visual elements to create memorable and impactful messages that leave a lasting impression. A compelling visual narrative can help employees visualise the future state and inspire them to embrace the change. Utilise 'hero images' which are reinforced time and time again, so that the message is remembered.

Organisations are busier than ever with 'business as usual', and extensive, ongoing change. And in this type of change heavy environment, a series of emails simply won't cut it to support a significant change. Activating leaders and providing them with short, sharp key messages on an ongoing basis is key, and the way in which the change is communicated in an engaging way, backed up with tangible active participation will ultimately support or erode the trust in the change.