You get it \u2014 as a leader, you understand the need for change management<\/a> and change communications during a project or a major effort at your company. Your company may already have a great team of change management experts aligned with your strategic projects. But what about the rest of the time?<\/p>\n Are you considering change communications as part of your normal routine? Maybe not, but you should. <\/strong><\/p>\n Strategic change communication allows you to drive small but significant changes to your culture<\/a> and help shape employee engagement. Aligned to your company values, strategic goals and major initiatives, well-done communications can be the tipping point for improved long-term success. Consider the following:<\/p>\n Don\u2019t literally keep them in your back pocket, but you should understand the top three internal communications messages you need to convey to your leadership and employees every day. It\u2019s not a list you read from, but rather messages you want to convey to build consistency throughout your organization, keep employees focused on what\u2019s truly of value, and influence your leaders to do the same.<\/p>\n This is your time to show that you\u2019re leading the company. Regardless of how you engage employees (such as one-on-one, in small group meetings, during town halls, via emails, in your voicemails, and more), every interaction should have them walking away with the knowledge that you are in charge and understand the company you lead.<\/strong><\/p>\n These messages should change over time based on what the company needs to do to move in unison toward a common goal. The next time you\u2019re in a meeting with your direct reports, quiz them to see if they know the top messages for the company.<\/p>\n Along with asking your leadership team what the top messages are, learn to ask questions of your employees. These questions are for more than simply obtaining information. The questions you choose to ask indicate what\u2019s on your mind. Good questions<\/a> can open new avenues of thought and perspective. <\/strong><\/p>\n But remember: You\u2019ll want to ask with the intent that you want to know. Listen to the answer with focus and intellectual curiosity. Without this, your question may appear ingenuine. Don\u2019t put your employee or leader on the spot, but don\u2019t be afraid to ask clarifying questions as a follow-up.<\/p>\n And, along with knowing them, be prepared to talk about your company\u2019s values, too. You should have these memorized, and you should keep anecdotal stories in your head that showcase how employees have embraced the values.<\/p>\n As a leader, culture flows from you and your behaviors<\/a> (as well as that of your leadership). You can try to deny it, but it\u2019s true. If the corporate values hanging on a wall somewhere are there to make it look like your company embraces certain behaviors, you\u2019ve sunk your cultural boat before it has left the dock. Picture the company you want people to experience and begin living that way in all that you say and do. <\/strong><\/p>\n Your corporate values may need to be dusted off and reimagined periodically. That\u2019s okay. And if there are too many of them, pair them down to something manageable.<\/p>\n If you have a recognition system tied to corporate values (and you should), keep up with the stories people tell and how employees express these values to each other and to the customer. Then, tell these stories in other meetings as appropriate. You reinforce your values, strengthen your culture and improve employee engagement at the same time.<\/p>\nKeep Your Top Three Messages in Your Back Pocket<\/h2>\n
Ask Good Questions<\/h2>\n
Know Your Company\u2019s Values<\/h2>\n
Learn to Tell Stories<\/h2>\n