Want change to stick? Put people in the driving seat.

‘Change is the only constant’ is an old adage we’re all very familiar with. Yes, it may encourage adaptability and the acceptance of change, but I wonder if it’s a little flippant in underplaying the impact change can have on people, the different responses and reactions people have to change, and the time change takes time to embed.

So, how can you bring employees with you on a change journey?

Well, there’s no silver bullet or ‘one size fits all’ approach. But there are principles you can use to guide you, to make sure you put your employees at the heart of your change communications.

Before you start, be clear about what success looks like. What are you aiming to achieve. Defining this is key, so you know what you’re setting out to do, and so you can remain focused on this throughout your change journey. Keep asking yourself at each stage, is this supporting the proposed outcome?

1. Start with the why

To buy into change people want (and need!) to know why something is changing. Be clear and upfront with them on the reason for the change. The best way to engage people and to bring them with you is to be honest, empathetic and straight-talking. People can usually see straight through smoke and mirrors, and you want to avoid them speculating about what’s really going on or jumping to their own conclusions.

Share what the strategic aim for the change is, how it ladders up to your overarching objectives, and even your purpose. Helping people make the connection with your broader priorities means that whilst they may or may not initially embrace, or even agree with, the change, at least they understand the why. And the why doesn’t stop here, keep talking about it consistently on your change journey, reminding people of the bigger picture.

2. ‘What does this mean for me?’

Asking this is usually the first reaction people have to change. Again, be clear and open with people on what it means for them. You’ll need to understand the all-important ‘what’s in it for me’ so you can convey this in your communications. Consider listening to your employees to truly get under the skin of your audience so that your messaging genuinely connects and resonates. And show them you’ve listened to help shape this change. When they know their peers have inputted into this, they’ll feel that employee voices have been heard and included.

This is a key juncture to assess whether to progress or iterate your change messages. If feedback tells you the barrier to adoption is too great, now is the time to go back to the drawing board. That might involve a change in approach or timing to ensure you’re creating the right impact and importantly, a return on your investment.

3. Involve your leaders

You can’t underestimate the vital role your leaders play in embedding change. People will look to them, so seeing leaders championing the change will support the adoption.  Think about what your leaders need to know, what you are asking them to do, what you want their teams to do…and why. Make sure they understand and believe in the change. Providing them with a narrative or talking points means leaders can talk about this consistently, reinforcing the rationale and objective and reducing any confusion and avoiding mixed messages. People need to know they can ask their leaders questions, so equip your leaders and provide them with answers to challenging questions you’re expecting. Also support your leaders with where they, and their teams, can find more information and resources.

4. Call on the power of peer-to-peer ambassadors

They can be your change superheroes, or at least your change champions! When your people see colleagues they know and trust modelling and championing a change, it can be a powerful motivator for them to explore the change themselves, and reduce resistance to it.

Think about who would make good champions for your change, who will people listen to and trust? Your champions could be from a range of functions, locations and seniority who have a natural passion for communicating and jump at the chance to get involved with local team engagement and activities​, people with strong internal networks who have influence and reach across your business. You should equip and empower them so they know what you’re asking of them and so they get the why behind the change and what this means for their colleagues. You want them to be ready to talk about the change and answer their colleagues’ questions.

5. Make it easy to feed back

Having a simple way for people to share their feedback and ask questions ensures they feel heard. Keep listening to people throughout the change journey and use these insights to adapt your plan if you need to. Acknowledge when you’ve flexed things based on their feedback and input, so they know they’re shaping it, you’ll be changing your plan to make it connect better with your people.

The key to lasting and successful change is ensuring your people are excited and energised by it, rather than simply enduring it. It’s a process that takes time, open communication and a really strong understanding of what your people value and the conditions they need to succeed.

And ultimately, if the change is well designed, strategised and implemented, it should become a natural evolution to your way of working.