new products and changes in processes can all be implemented very quickly to
reposition an organization for success or simply stay viable. Whether you run
the company or work a couple of rungs down it’s easy to “just do it” and skip
any explaining along the way.
communicate the reasons for a change is a great predictor for creating
discontent and thwarting results. Employees spend time grumbling, or if they
are unclear about the message make costly errors. The Watson Wyatt 2009/2010 Communication
ROI Study Report states emphatically, “Our study found that managers in
high-performing organizations are much more effective at implementing change
and supporting the organization’s vision.”
needs to be consistent; all members of the management team are on the same page
with a clear understanding of the reasons behind decision making. A department
head should not be left to explain, “It’s what the boss wants.” It takes much
longer to clean up fall-out from the wrong message and counteract rumors.
Rumors today can spread as fast as a mouse click.
angry rants from departing employees and caustic comments demand a response. Take
the time to communicate proactively, not just as a reaction, and reap the
benefits of a more cohesive, focused organization that performs.