When we’re developing a change communications strategy and plan, we need to think differently about the approach. If it’s a large-scale transformation or significant people change program, or anything in between, there are impacts we need to consider.

That’s where a change comms plan differs from a plan you might write to support a campaign, for example. A comms plan for a restructure will look very different to one promoting a wellbeing program!

Here’s the key questions we ask when formulating a change comms plan, so we can ensure we’re hitting the mark.

What do you want people to know / feel / do?

Know, feel, and do are the core objectives to any change communication plan. We need to be clear on the ask of people, because then we can work backwards to map out the approach, messaging, channels, and voices we’ll need to employ to get that result. 

It’s also worth asking how the know / feel / and do is different to their current state, how big of a gap that is, and also what’s staying the same. By asking what’s staying the same, we can give some comfort where there is uncertainty.

Who is most impacted?

Understanding who is most impacted gives you your priority audience. Impact can be measured by the scope of the change for different audience groups. In a restructure, for example, some people may lose their jobs, while others will be moved to different teams, or some may stay where they are. Once we know who is most impacted, we can ensure that’s where we put the most effort in change communication.

What’s in it for them?

This question helps you formulate some of your key messages! If there are benefits of the change for different audience groups, we need to know because that will help make the compelling case for why they should do something differently. 

What’s the best way to reach your stakeholders?

Understanding your audiences is key, and this includes where they’re currently getting their information from, and helps you determine the right channel to use. There’s no point putting out emails if people are never in front of a computer because they’re on the road or working in a classroom or retail store. So find out the best way to reach them.

What are some of the potential roadblocks?

Project Managers and team leaders will need to help remove the roadblocks, but from a comms perspective it’s good to know where there is potential for your messages not to be received, or not to be delivered as required. For example, there may be particular leaders who we know won’t pass on messages or who might make inappropriate changes to the meaning of those messages. Perhaps there are challenges with the channels your organisation has. Understanding the roadblocks helps you successfully navigate them!

Who are the influencers and potential champions?

The CEO can’t be the voice of all comms! They are busy people. Additionally, there are usually more influential voices, such as team leaders or peers. So find out who people trust, and recruit them to help spread the word.

Want more comms tips? Listen in to our new podcast Less Chatter, More Matter, now available on most major podcast players or check it out here.