There are a few different leadership attitudes I’ve seen when it comes to communicating a change. It’s either fear, avoidance or taking ownership of what needs to be said. You might recognise the scenario below and the actions that follow. It might help you to identify what might be going on for you as you plan to introduce changes.

Scenario

You know you have to implement a major change, you’ve made the decision and you know it will impact a large number of people in the organisation. But you are concerned about backlash from heads of, employees or even your closest direct reports. You’re also concerned about what happens if the change fails to provide the results you promised they would. 

You have a decision to make!

Fear and avoidance might influence you to decide to …

• Pass on the responsibility to your direct reports or better still the programme lead, to communicate hard messages and explain what the change will mean for people. 

• Ask for a light touch on communications, sugar coating or covering up the true impact of the change.

• Wait and communicate at the very last minute, with as little engagement as possible, providing no opportunity for people to comment or share feedback. 

Taking ownership will mean more work – you will need to… 

• Get behind the message, articulate why the change is happening, and then engage your Communications and HR leads to advise and work with you to find the best way to share the news. Ensuring that you are available to answer questions, hear people’s views and keep them engaged.

It isn’t always easy, but if you are working through how best you will engage through change, then take a moment to ask yourself: 

• Why is this change important and how best can I explain this?

• What am I concerned about – what’s the fear?

• Why am I avoiding owning the messages related to the change?

• What do I need to get me in the right frame of mind to bravely lead this change to its best outcome? 

Reviewing what’s impacting your behaviour is the best way to address what’s going on and how best to overcome it. Leading in change is essential for its delivery and positive outcome. If you are missing, then it’s a missed opportunity to take people with you and ensure the change and your people have the best chance of success.

Note: You might take the time to review this alone, talk to someone you trust or what might be most useful is to work with a coach to develop your best approach to managing through change.