1. Proactive management

Even before you really get started with implementation, you should consider when to communicate which content. Rumours are inevitable, but an alternative, credible source of information can at least cut them off at the pass. The rule of thumb here is: the more sensitive the topic, the more important it is to communicate in a timely, personal and target-group-appropriate manner.

2. Timing and consistency

Timing is crucial: communicating too late presents staff with a fait accompli; communicating too early can cause unnecessary unease. You should therefore focus on consistent process communication throughout the entire project. Even if it takes two years: do not let up, but keep seeking dialogue.

3. Dialogue-oriented

Information is important, but it can be misunderstood or raise questions. Dialogue is therefore particularly important during change. Always ensure there is an opportunity for your employees to have their questions answered.

4. Clear content

For a select group, technical jargon is certainly the appropriate form of expression. But will this also be understood by colleagues in sales, IT or production? As a general rule: explain even difficult issues in simple terms. It is possible to reduce complexity whilst remaining technically accurate.

5. Strengthening the role of managers

Some managers are born change agents – but not all of them. And even those managers for whom change is second nature need a clear direction, coordinated content and a shared understanding within the management team to be able to act successfully. You are leaving a crucial lever untapped if you simply let your managers tag along ‘on the side’. With tailored support, it all comes together.

6. Target group-specific messages

Admittedly, this point is part of the basics of good communication. But in change management, specific messages take on particular significance, as they can cause lasting damage if the messages do not suit the target groups: at the very latest when you present a presentation on HR measures first to senior management and then one-on-one to the works council, you will understand what is meant by ‘damage’ here. That is why it is hugely important to carefully segment target groups and specifically involve key influencers.

7. Authentic and credible

Can you honestly claim that you have a positive attitude towards every change? Unlikely, because we humans do not particularly like change. This is a legacy of evolution. Therefore, we are wasting our energy if we try to sugar-coat changes. Nobody believes us anyway. And the less we try to do so, the more genuine and approachable our communication becomes – without sounding negative.

8. Personal and emotional

Fears, doubts and anxieties can come into play during change and are entirely natural. You should acknowledge this. As important as factual information is, for it to resonate in the long term, it always needs to be accompanied by a personal and emotional message.