sult, collaborate, respond and correct
course based on regular feedback.
8. Engage middle management.
Middle managers and supervisors are
the hub for employees and must be
central to a change management leadership strategy. Develop strategies,
tools, templates and resources to equip
them with the knowledge and skills
they need to lead their teams and be a
champion. Examples include advance
information and briefings; meeting materials such as FAQs, talking
points and presentations; educational
offerings on how to coach their teams
through difficult transitions; and
intranet-hosted materials and updates.
9. Ensure accountability.
Leading change must be part of a
leader’s mandate. When it’s expected
to be a core deliverable, this will often
lead to them asking change management practitioners to be brought in
early and at the start of their major
projects. “The role of the leader, first
and foremost, is to ensure the vision
and goals are well understood, clear
and consequential,” Manulife Financial’s Allard says.
10. Measure and refine.
Ensure you’re quickly and reliably
measuring and assessing how effective communication has been. Conduct simple surveys, interviews or
focus groups after key communication
milestones. Examine results to see if
there are gaps in understanding messages and determine if there is a trend
among departments or levels.
Change management requires clear
leadership, the right tools, a focused
effort and a common vision. By
employing the tips above, not only
will you ensure that your project is on
the right track, but you will also add a
highly sought-after competency to your
résumé that is sure to be noticed.
about the authors
Tracy Chisholm, ABC, is principal of
T Chisholm Communications, a communication consulting practice in Toronto,
and is also an associate with Tekara
Organizational Effectiveness. Follow her
on Twitter: @tchisholmcomm.
Annette Martell, ABC, MC, IABC Fellow,
has a 25-year track record developing
and implementing change and communication strategies for organizations
in financial services, nonprofits, retail,
academia and professional services.
She is a consulting associate with
Tekara Organizational Effectiveness
in Toronto. Follow her on Twitter:
is a skill set, and not
all leaders are automatically comfortable
or equipped to lead