Communications must create complete understanding for every one of where they fit into the new organization

     Leaders MUST grasp the fact that before people will accept change, they must first become aware and fully understand what is to be accomplished and then be convinced of the need for it.  They must be given the facts about the situation facing the organization, the level of improvements needed to become competitive again and the new organizational standards expected. Communications must have substance and meaningful information; it cannot be a simple playbook handed out for all to use.

Give everyone the personal responsibility to 

change the culture and accompanying behaviors

     The communication process must provide clear descriptions of the changes being made and the linkage to the overall direction (purpose and vision) for the organization. Exceptional communications should give meaning to each level so that individually there is an understanding of the new expectations and work environment.  This must include specific metrics where applicable to provide greater clarification followed by sessions giving an overview and details as appropriate to individuals of the transformation plan. The plan coupled with initial discussions of new expectations must provide a baseline of the current situation within the business while developing the perspective within individuals for clarification of urgency and the scope of the initiative.

     Communications must create a complete understanding for every one of where they fit into the new organization, how the changes will impact their specific roles and responsibilities, as well as outlining what gains will be made and how this benefits the individual, team, and organization.  Throughout this communication process, it is essential to provide a storyline of why the organizational effectiveness changes are needed and what transformation will be included.  Leadership should always make this from the point of view of what it means to that individual or team providing insight from the affected individual’s perspective. Kaplan and Norton (2001) have concluded that organizations conducting transformation “require that employees understand the strategy and conduct their day-to-day business in a way that contributes to the success of that strategy. This is not a top-down direction. This is top-down communication” (p.12).