How to Effectively Communicate Change

There’s no one perfect way to communicate change

Even seasoned communicators fall into the trap of relying on templates. True impact comes from adjusting not just what you say but how and when you say it. Use stakeholder personas, emotional mapping, and adaptive delivery methods based on real-time feedback.

Get clear on what’s actually changing

Beyond surface-level changes, unpack the implications. What does this change mean for people's identity, routines, or status? Use messaging that connects tactical updates to broader purpose and values.

Start with the outcome in mind

Experienced professionals know the value of a well-defined comms objective, but few take the time to align messages to behavioural outcomes. What mindset or action shift are you aiming for? Use influence frameworks (e.g. ADKAR) to shape your message.

Don’t forget the sign-off

Make sign-offs strategic, not just procedural. Partnering with Comms and Media teams early can help craft messages that pre-empt potential reputational risks, especially in high-stakes or politically sensitive changes.

Keep the dialogue going

Two-way communication isn’t just about updates, it’s about sensemaking. Use pulse surveys, live Q&As, or thematic analysis of feedback to help leaders engage with how people are interpreting the change narrative.

Use multiple channels

Multi-channel isn’t just a checkbox. Leverage data on channel effectiveness and audience preferences. A well-timed 30-second video or a casual team huddle can often outperform a long email.

Make space for feedback

Experienced practitioners should move beyond collecting feedback to closing the loop. Acknowledge the feedback publicly, act on what’s feasible and explain what isn’t. That’s where trust builds.

Structure your messages for different readers

Cater to cognitive diversity. Some stakeholders need a linear flow; others want to skim headlines. Consider accessibility tools (like screen reader formatting or visual summaries) to truly meet everyone’s needs.

Be real, not robotic

Authenticity at a senior level isn’t about “being informal”; it’s about vulnerability, clarity of intent, and congruence. Leaders should be coached to deliver messages that reflect their own voice, not corporate scripts.

Always answer the WIIFM

The more senior your audience, the more strategic the “WIIFM” becomes. Link individual impact to broader organisational levers like purpose, performance, or legacy. Tailor messaging to what different stakeholder groups truly care about.