– A passionate appeal to all those who are responsible for and shape change!
The critical success factor in change projects – professional communication
Imagine you have a high-level meeting: strategists, decision-makers, stakeholders – all at the same table to shape the future of your company. This meeting will determine the direction in which everything will develop. The course is set, the motivation of all participants is fueled. And then... all the great and new ideas will - more or less - fizzle out. Because there are no clear standards for internal communication, no one really feels responsible for them. Ultimately, many employees remain unaware of the ideas and (partial) results, or only have a vague sketch in some kind of protocol.
Change Management: More than Post-its – The Importance of Structured Change Communication
This is precisely where change management comes into play. Change management involves so much more than colorful post-its and symbolic workshops. A structured change system is most effective when there are standards for change communication that everyone is familiar with and can rely on. Every milestone, every decision, every significant event needs to be communicated quickly and attractively to the entire organization and well synchronized – so that the energy that arises in projects and meetings can also be seen in everyone's day-to-day work.
From gut feeling to a binding communication strategy in the change process
We all know the situation: A project changes its direction, an update is needed for all employees, but the attitude is: “Oh, people will somehow get the information somehow.” Or: “We'll communicate that in the next team meeting.” The problem: Such an approach remains non-binding and results in grapevine instead of bundled, credible information.
The elements of professional change communication
A professional change communication must be plannable and reliable. This means that there are defined processes, formats and schedules. For example:
- Clear information channels: Do you use the intranet? Is there a Slack channel or a Teams group? A newsletter email? An employee app?...
- Visualization formats: Do you summarize key information using infographics or short videos at the end of the meeting? Will there be a short report in plain language? New AI tools such as MS Copilot, NotebookLM, etc. make this step much shorter and easier.
- Timetable: Who gets which information by when? How soon after the meeting? Who is responsible for this?
The positive effects of standardized employee communication in change management
If these three points are implemented consistently and bindingly, we achieve several effects at once:
- Fast and synchronized distribution: All employees feel informed promptly and equally in all areas.
- Credibility & transparency: Thanks to the clear standard, everyone knows what to expect. The “grapevine” and uncertainty caused by different “info styles” is minimized.
- Motivation & identification: Those who are well informed can actively shape the change instead of passively waiting for it.
Leadership communication in transition: Communication as the heart of modern leadership
Change management has long been considered one of the central fields of action for modern leadership. However, in practice, it is often noticeable that although there are visionary initiatives in some companies, there is a lack of a systematic approach among the managers responsible, in HR or in the project management department. Especially in times of digital change and continuous strategy updates, it is important that everyone knows where they stand. This only works if communication is recognized as a priority – not as a chore.
Elevating change communication to center stage: from standard to practiced routine
But how do you really elevate communication to center stage? It's quite simple: by making communication a binding standard. One that doesn't just exist on paper, but is practiced.
The common language in the change process: internal stories and developmental movement
Good communication in change management is much more than just distributing minutes and presentations.
Through this communication, we tell our internal stories of awakening or stagnation, of synchronized action or isolation, of meaning and commitment or arbitrariness. And it is through these stories that the internal developmental movement is generated!
The aim is to find a common language – a language in which even complex strategies can be understood. A language that whets the appetite for the future and repeatedly reminds people of the big picture. And a language that is fast, clear and comprehensible.
Three principles for confident change communication: empathy, consistency and commitment
Empathy instead of PR speak: Don't just tell people facts and figures. Show why decisions have been made and what the benefits are for the workforce. Be honest about what is still unclear.
Consistency instead of actionism: Whether it's an email, a video message or a notice on the bulletin board, stick to a common thread and jointly agreed content. Use recognizable formats and structures.
Commitment instead of voluntariness: Be clear about roles: Who takes on which task in communication? Who prepares content, who releases it and who distributes it through the defined channels?
Let's do it! Practical guide: The roadmap to a communication standard in change management
- First week: Define the framework. Which channels are best suited for you? Who has which communication skills? Who takes responsibility?
- Second week: Develop prototypes for infographics, summaries and video messages. Test them on a small group.
- Third week: Clarify when, where and how often information will be sent. Give your plan a name (e.g. “Weekly Impact Update” or “Changes & Chances”) and establish it!
- Week four: Share initial results. How was the communication received? What went well, what needs to be fine-tuned?
Conclusion: Become a change guru through professional communication
Have the courage to break out of the usual clichés. Standardized, professionally executed change communication is not a luxury, but a must in order to take people with you, implement changes sustainably and be successful together.
Set out a binding communications standard today – whether as a project group or in a management meeting.
Draw up a brief plan of who communicates what and when.
Start small, but be consistent and keep developing your standards.
Remember: clear, friendly and transparent language is the key to achieving great things in change processes. If you take this approach, your employees will be willing to go along with it. We sincerely hope you succeed.
