Every change process generates rumours in the workplace. Almostinvariably as soon as a change is announced there are storiescirculating about what is going to happen. And also almost invariably,some of them are a very long way from the truth.

As a manager you need to try to communicate the actual situation to as manypeople as possible at the same time, thus reducing the opportunity forrumour.

This is clearly easier to do if the change is being generated in or managed fromyour own area. You will have more control over when and how you share theinformation about an impending change than if someone else is in charge ofthe process.

Whatever your role, as you communicate what is to change to people in youroperational area, try to follow these principles:

• Be truthful. If something is to change, say so; if there is a deadline for thenew system or procedure to be in operation, let people know what it is; ifthe change implementation process is not negotiable, make that clear.Be positive. Set out the intended benefits of the change clearly. There isno need to ‘talk up’ the outcomes beyond what is reasonable, but becareful not to be negative. If you are having difficulty finding the benefits,(which is sometimes the case when the change is being imposed fromoutside) it is probably better to say nothing.

Read more in Business
« Promotion, Change and Innovation
Auto Responders: What are They and What Do They Do? »

• Give everyone the same message. It can be very tempting to let your ownfeelings about the change out to a few people (especially if you are veryexcited or very disturbed by the prospects) or to try to get key people onsideby giving them additional or advance information. If you do this youare providing opportunities for rumour and misinformation and nottreating people fairly and equally.

• Be consistent. When people are uncomfortable about change and itsimpact on them, they will often ask the same question about somethingthat is worrying them time and again, hoping to eventually get a differentanswer, one that they are more comfortable with. This can be veryannoying, (not to mention time consuming) but it is important that youstick to giving them the factual information, in as neutral and objective away as possible. Obviously if the circumstances change and there is achange in the way they will be affected by change, then you mustcommunicate that new information – but make it clear that the ‘newanswer’ is not a result of their persistence but of other changes.

Section 3: Change – gaining commitment and making it happen 43

• Expect a variety of reactions. Some people are excited by change (the‘change junkies’), others are terrified; still others are both excited andfearful in varying degrees and at different times. You will probably haveto deal with everything from euphoria to something verging ondepression as your team comes to terms with change. If you apply theprinciples above you will find it very much easier to manage the processof implementing the change.

• Be available. People will have questions and concerns that they want todiscuss with you. Try to avoid communicating details of a major changeat times when you will be very difficult to contact in the short term (onholiday, away from the office, etc). Concerns that can be addressedimmediately are usually solved more easily than those that are left forpeople to puzzle over for an extended period.

Before you begin talking with your team about what is to change, it is worth
taking a little time to analyse your own reactions to what is happening and
begin to come to terms with it.

Your reactions set the tone for the reactions of people in your team and it is
time well spent to reflect on the messages you will send in the way you
communicate about change.