Major changes are difficult unless most employees are
involved and willing to help out, even though at times they may have to do
small sacrifices. But no one usually
makes a sacrifice even if they are not happy with the status quo, unless they
think that the prospective benefits of the change are striking and they believe
in the transformation.
This is not achievable without proper communication. You need a lot of this, to capture their
minds and hearts. There are three common methods of communication that is not
so successful:
1.
Developed by habits in more steady times; in
which the group actually develops a good transformation vision, and then goes
on to sell it by holding a few meetings or sending out a few memos. In this,
people act in bewilderment and some do not seem to comprehend the new approach.
2.
The head honcho spends a lot of time giving
speeches to the employees during which most of the mangers and leads are
silent. In this as well, the communication is miserably insufficient.
3.
The effort goes into newsletters and speeches,
but some highly noticeable individuals behave in opposing ways to the vision, causing
pessimism among the groups, while the belief in the new change plummets.
Communication comes in congruency of both words and
deeds. Deeds being the more powerful
part. Nothing undermines change more than not walking the talk and being inconsistent.
And yet, it unfortunately happens all the time.
EL
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