The Value of Communication Plans (Part 1)

“The two words 'information' and 'communication' are often used interchangeably, but they signify quite different things. Information is giving out; communication is getting through.” Sydney J. Harris https://en.wikipedia.org/wiki/Sydney_J._Harris

Any time a business embarks on a journey into the world of transformation one of the key components will be the distribution of knowledge throughout the entire organization. This overview will address the importance of such communication addressing why the details of a communication plan are imperative to the Organizational Change Management effort and necessary for a successful project. Without a communication plan they prepare their messaging to make sure all the basics are covered. The plan is purely informational. Frequently those messages are:

• What is going to change
• System Impacts
• Important Dates
• Assignments
  

Distributing the project information is necessary, but unless your communication strategy digs deeper and is built from a people perspective, you are missing a chance to greatly impact the project's success. Even robust communication plans fall short if they don’t include the organizational change management, or “people”, side of change. What you have is information without true communication. As Sydney J Harris said, “... Information is giving out; communication is getting through.”

What makes a change management communication plan different?

The communication plan is part of an all-encompassing organizational change management plan. It benefits from being developed after much research and preparation has already been completed. With the research in hand, you can craft your communication plan to not only address the basic messaging mentioned above but incorporate the needs of all impacted employees. When your communication plan focuses on “Them”, it is better received and embraced. Communications that don’t answer and address the needs of the ultimate users are just information. Without effective people-centered communication confusion, fear, redundant efforts, missed milestones, and misalignment become an issue for groups impacted by the change. Great communication also deters detractors by flooding the effort with clear, concise, and accurate information.

Every plan is unique to your project, size, scope, impact, timelines, etc. There are some common things your communication plan needs to address:

• What do your employees need and want to know?
  • Why are we changing?
  • What's in it for me?
  • How will this change impact me personally?
  • Additional needs identified in your research and preparation?
• What do your managers and supervisors want to know?
  • What are your expectations from me regarding my staff during this project?

  • Why are we changing? 

  • How will this change effect me personally? 
• What do your Senior Leadership and Executives want to know?
  • What are your expectations from me during this project?
  • Why are we changing?
  • Progress and status of the project
  • What is the impact of this change?
• Who will send and distribute each communication?
• What methods will we use for this distribution?
• How frequently will we communicate?

Keeping a finger on the pulse of your people using proven change management tactics provides you the additional benefit of being able to alter and adjust your messaging as needed.

Let’s not just inform, let’s get through!

Remember:

• The right message
• The right time
• The right sender

Next Month, we will look at The Value of Communication Plans Part 2, Internal project team communications.