Leading Change: Conversations over Communications

Over the years, I've witnessed numerous organizations embark on change and transformation journeys. Traditionally, change has been approached through communication strategies: crafting messages, designing slides, and delivering speeches. While these tactics can be valuable in sharing information, they often fall short in fostering genuine understanding, motivation and support.

So, why the emphasis on conversations over communications? The answer lies in the essence of change itself: change is a personal journey. Each individual navigating change brings their unique set of motivators, fears, and aspirations. Acknowledging this complexity is pivotal in effective change leadership.

Consider this: when was the last time a PowerPoint presentation alone inspired you to embrace change wholeheartedly? Chances are, it was the conversations surrounding that presentation - the discussions with colleagues, the opportunity to voice concerns, and the listening from trusted leaders - that truly resonated with you.

Leading change demands more than broadcasting messages - it requires fostering genuine dialogue. It involves creating spaces for people to express their thoughts, feelings, and uncertainties. This shift from monologue to dialogue cultivates a sense of inclusivity and ownership among stakeholders.

In my earlier writings, I emphasized the importance of fierce conversations during change. Indeed, change happens one conversation at a time. These conversations can take various forms: from people managers actively listening to employees' questions and concerns, to establishing robust feedback mechanisms.

Every communication activity needs a feedback loop. It's not enough to simply broadcast messages and assume they've been understood as intended. Even if these focus on the messages people want to hear (e.g. Why, WIIFM, Impact, How the change will happen or even Details). We must actively seek feedback to gauge how our messages are received, what questions they evoke, and what assumptions they may foster.

Understanding the gap between what we intend to communicate and what people actually hear is paramount. It allows us to tailor our approach, address misconceptions, and provide the necessary support and resources.

Conversations - and specifically listening - can foster empathy, trust, and collaboration - essential ingredients for successful change. Particularly when people experience resistance, the conversation is important to acknowledge what people are losing or what they are having difficulty with.

So, let's reframe our approach to change. Let's prioritize conversations over communications. By doing so, we not only empower individuals to navigate change more effectively but also cultivate a culture of openness and resilience.

Remember, change begins with one conversation. Are you ready to start yours?