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The Six Disciplines Blog

Friday, February 06, 2015

Communicating Organizational Change

Although always important, communication is absolutely critical when deciding to adopt a strategy execution program like Six Disciplines.

It’s challenging to manage the transition (“if nothing changes, nothing changes…”) if people have no sense of where the changes are headed. Painting a picture for them can be difficult

The truth is that many organizations head into a transition state with nothing more than some basic ideas, some lofty goals and cherished values to guide them on their journey.

It’s crucial for leaders to develop and widely communicate a compelling “case for change.” The end product-a well-articulated and persuasive argument for change-becomes, in effect, the mantra of the upcoming change for the organization.

When communicating organizational change to your employees, include:

  • Reason for the change (“if nothing changes, nothing changes…”)
  • Vision of the future (renewing your organization’s mission, vision)
  • Plan for getting there (persistent, consistent and repeatable plan)
  • Belief that change is achievable (so that people can understand how they contribute)
  • Expectations (of where we’re headed, how it’s going to be while we journey there)

BOTTOMLINE: The reasons for change need to be communicated early, clearly, often and in delivered in many different ways.

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Since 2005, the Six Disciplines blog offers posts about performance excellence, strategy execution, business coaching, leadership development, innovation, and business process improvement. This blog has received prestigious awards for leadership and management and has been syndicated by several major media sources.