Large-scale changes in organizations are impacting the jobs of employees worldwide. These changes range from leadership transitions, restructurings, mergers and acquisitions to regulatory changes, creating an atmosphere of constant unease in the workforce. However, a survey of over 500,000 U.S. employees reveals that close to one-third of them lack an understanding of the reasons behind these changes.

Missing context

Lack of understanding among employees about the reasons for organizational changes can pose a significant threat to the success of any company’s change management efforts. It can impede their willingness to take ownership and commit, leading to resistance or pushback, and ultimately undermining the change initiative. In fact, employees’ resistance to change is a major cause of failure in many change management programs.

It is unwise for executives and change leaders to presume that employees comprehend the rationale behind organizational changes. To ensure success, it is crucial to dedicate sufficient time to explaining the changes and their significance. Drawing on my experience in supporting change initiatives, I have identified four essential elements for assisting employees in comprehending change, fostering commitment, and ultimately contributing to the organization’s achievements.

To effectively guide people through times of change, it’s crucial to present a captivating vision for the future that inspires them. When employees are uncertain about what lies ahead, they crave a clear roadmap. While it’s important to communicate the specifics of the change, such as what is changing, when, and how, it’s also beneficial to kick things off with a narrative that paints a holistic picture of the “big picture.” This narrative should explain why change is necessary and how it will benefit the organization in the long run. Use this narrative as the basis for all future communication about the change.
To achieve success, your story should commence with the company’s central mission and provide a captivating and motivating future outlook. You should address the question: How will the alterations made today assist in realising the vision for tomorrow?

As an illustration, back in 2017, our client FMC Corporation was getting ready to acquire a substantial portion of DuPont’s Crop Protection business, thereby turning FMC into the fifth-largest crop protection company globally. As a part of their change narrative, they crafted a cohesive internal communication initiative named the “Nature of Next” that expressed the rationale and prospect for the acquisition.

The aforementioned campaign, “Nature of Next,” by FMC Corporation was successful in explaining the rationale and future plans for the acquisition of a significant portion of DuPont’s Crop Protection business in 2017. The campaign highlighted the benefits of the acquisition, such as a wider range of products, a stronger global presence, and complete R&D capabilities, all of which were in line with FMC’s mission to promote sustainable agriculture and address the challenges of feeding an expanding population. Despite the ongoing integration process, the campaign generated enthusiasm among employees and is still employed to communicate the potential of the new FMC.

Uncertainty, instability, stress, and risk are often associated with change events. However, having a clear purpose or meaning behind the change can bolster its justification. Articulating this justification effectively will help employees develop a better understanding of the business strategy.

Maintaining regular communication with employees is crucial during times of change. It’s important to keep them informed at every step of the process as change communication is not a one-time event. Studies suggest that consistent communication plays a key role in the success of any transformation initiative. When considering how to communicate, here are some things to keep in mind:

• Ensure clarity and consistency in all your communications, tying them back to the change narrative and the compelling future vision you have presented.
• Acknowledge and address employee concerns: Change can be difficult and may create anxiety for employees, especially if it involves potential job loss or significant shifts in responsibilities. It’s important to acknowledge these concerns and address them in a timely and transparent manner. This can help build trust and foster a more positive attitude towards the change.

• Acknowledge uncertainty and lack of answers: Be candid about what you know and what you don’t, as employees may have questions you cannot answer. Make it clear that you are committed to open and transparent communication and will provide updates as soon as possible.

• Emphasize personal benefits: It is crucial to articulate how the change will benefit each individual employee. Employees are more likely to commit to and take ownership of the change when they understand what’s in it for them personally. Ignoring this aspect can impede your progress.

In a previous experience supporting change communications, a leader at one of the merging animal health companies effectively communicated to employees the benefits of the merger beyond just new job opportunities and increased market share. He emphasized how the shared passion for keeping animals healthy would be carried out and how the merger would enable the companies to offer new solutions, products, and technologies to customers.

To ensure the success of major changes or transformations, it is important to empower leaders and managers to lead through change. This is especially crucial when it comes to asking employees to adopt new behaviors or skillsets. When senior leaders model the desired behavior changes, transformations are much more likely to be successful, according to research.

In order to ensure successful change management, it is crucial to empower leaders and managers to lead through change by providing them with the necessary information and resources. Leaders must also feel confident in their ability to lead through change, despite the added pressure of providing answers and supporting their teams. This confidence will trickle down to managers and employees, ultimately impacting engagement levels. To support leaders and managers, executives and change leads should focus on helping them understand the fundamentals of change, including effective leadership during times of change, how individuals respond to change, and how to address resistance and obstacles.

It’s great to hear that the client you supported took the time to invest in upskilling and training their leaders during a major transformation. This approach not only helps leaders feel more confident and capable of leading through change, but it also enables them to develop the skills necessary to drive the transformation forward successfully. By offering a range of training options, including Design Thinking and change management, leaders can develop a broader understanding of how the transformation will impact employees and can work to identify solutions to any challenges that may arise. This approach can ultimately lead to a more engaged and motivated workforce and a smoother transition to the new way of doing things.

To ensure successful change management, it is crucial to involve employees in the process by finding creative ways to solicit feedback and engage them in the transition. This approach can help build a sense of ownership and commitment to the change, which can lead to greater support and advocacy for the change initiative.
As part of the preparation for FMC’s merger with DuPont, a Change Champion Network was created consisting of over 150 FMC employees who were nominated by leaders. This group was established to engage with their peers, answer their questions, and generate excitement about the future of the company. They were considered an essential resource for their fellow employees and provided a channel for two-way feedback between the employees and the leadership team.

To further engage employees and encourage their commitment to change, recognizing and rewarding those who are embodying the desired behaviours can be an effective strategy. An example of this is a client who aimed to shift their culture towards openness and transparency and promote recently launched corporate values. To support this, they introduced a new award that acknowledged employees who demonstrated these values in and out of work. Employees were able to nominate their peers, and the entire organization voted on the winners, which were announced during an all-employee town hall. This not only recognized the individuals who were leading by example but also got the entire organization involved in the process of driving change.

Effectively leading change within an organization is critical, as it not only affects the culture but also the bottom line. Companies that excel in change management are more likely to significantly outperform their industry peers by three and a half times. It is essential to avoid assuming that employees understand the changes that the company is going through, as it can jeopardize the change initiative. To successfully lead a change project, it is crucial to inspire, inform, empower, and engage the most influential ambassadors within the organization. By doing so, companies can confidently lead their organizations into the future.