Change communications, why it is different

Too often, leaders and project managers consider change = communication. Maybe sending some emails, a newsletter article and a briefing pack. But real transformation and even successfully delivering smaller change requires more than just an announcement. It demands strategic, people-centred communication, which includes creating experiences through communication interventions.

What is the difference between standard communication and change communications?

Many believe that simply sharing an update is enough to drive adoption. But here’s the reality: communication is an exchange of information. That means it is more than one way. It is a collaboration, and it should always be a loop created through actionable inspiration.

The reality is that most organisations rely heavily on one-way communication (think CEO newsletters, email blasts, or generic company-wide messages). While these methods serve a purpose, they do little to drive the actual change. The real power of communication in change management lies in two-way interactions—where employees have a voice, questions can be answered, and feedback is through conversation and interactions. Imagine for example rather than having a paper based FAQ (Frequently asked questions) that you have a LIVE, interactive FAQ session with a panel of leaders? 

Effective change communication isn’t just about providing information; it’s about ensuring understanding, alignment, and action.

Three areas of effective change communication

The greater the level of change impact, the more consideration and perhaps more creativity needs to be applied to the communications approach. Bells and whistles are great for transformational change but operational and practical communication must also be delivered. This will give the change authenticity. Regardless of what the size the change impact however, there are three critical areas for you to consider:

1. Multi-modal communication

Different people process information in different ways. Some prefer written updates, others respond better to verbal discussions, and many engage more with visual or video content.

To ensure your message reaches everyone, use a multi-modal approach:
✔ Written communication – Emails, FAQs, and reports
✔ Verbal communication – Team meetings, briefings, and town halls
✔ Visual communication – Infographics, videos, and live demos
✔ Interactive communication – Q&A sessions, workshops, and feedback loops

The more diverse your communication methods, the more inclusive your messaging will be. That inclusive experience will remove any barriers for the individuals who are impacted. Many communication plans do not factor this in. Make sure yours does!

2. Timely and action-oriented messaging

Not all changes require the same level of communication. Even for small operational change, an email with a team meeting is a basic 'must do'. And for larger transformations, your approach must be more structured, be multi-tiered, and the call to action ever present.

A strong change message should always answer:
✔ What is changing?
✔ Why is it changing?
✔ How is this relevant to me?
✔ How does it impact me?

✔ What do I need to do next?

Every communication should have a clear call to action. Instead of just stating, “A new system will be implemented or we are moving to our new structure next week,” guide employees with specific next steps:
🚀 “By next Friday, save your shortcuts in readiness for go live"
🚀 “Managers, review this guide, reach out to your business partner if you have any questions and prepare to discuss it in next week’s team meeting.”

3. Consistency and reinforcement

A common mistake organisations make is treating communication as important before a go live and then after the go live it 'drops off a cliff'. From a change perspective, it is after the go live that the REAL challenging communication needs to take place. Reinforcing the vision, the why and the new behaviours requires constant communication until the new ways of working have 'stuck'.

When leaders communicate change effectively, employees don’t just comply—they commit. 

At the heart of every change is people. Without effective communication, even the best-designed transformation efforts will fail.

For the next change you work on, make sure when you design or review the communications approach that it:
💡 Moves beyond one-way communication
💡 Uses multi-modal, action-oriented messaging
💡 Keeps leaders engaged and messages consistent
💡 Is sized and aligned appropriately in line with the change impact.

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