Change Makers: A Closer Look at the Savills Change Management Team with Kelly Creighton: Part Two

A team is like a mosaic. Each piece is different but brings an essential addition to the whole picture. The Savills Change Management team is a group of individuals with unique experience and credentials. Together, they bring their clients a well-rounded perspective on navigating and implementing change. Learn more about our team and the Savills approach to change management in our series, Change Makers.

How a healthy communication structure aids organizational change

Communication is a fundamental determinant of how well organizations operate. It is even more foundational to how successfully companies implement change. Whether the change is a strategic shift, technological upgrade, or relocation, organizations must have a healthy communication structure to deploy the right messaging to employees, build and maintain trust, and ensure alignment between business teams working to drive the change forward.

What does “healthy communication structure” mean? It’s not just about creating an environment that allows for openness and transparency. A successful transition hinges on well-designed information transmission between people within the organization. Sometimes these communication pathways already exist, while other times opening new channels greatly enhances the change process.

Working with a wide array of companies to implement change has shown me the importance of leveraging all the right communication tools to make the transition stick. Here are some smart strategies companies can use to improve the flow of information as they navigate change:

Diversify your channels

Different people take in information differently. Some may be more comfortable with digital communication, while in-person interactions serve others better. Luckily, with all the tools at our disposal today, companies have ample opportunity to diversify their communication channels to meet diverse needs.

Research suggests that individuals typically need to hear a message anywhere from seven to 14 times before it truly resonates. A coordinated communication plan can help ensure the message is repeated in complementary ways that suit multiple preferences. For example, an email message from the CEO can be reinforced by one-on-one discussions with managers, and a FAQ published on the company intranet can be a go-to source of information backing up those conversations.

Diversifying communication channels will enable employees to absorb information at their own pace and help build excitement and confidence in the upcoming transition. Furthermore, teams naturally align by building a coordinated cross-channel communication plan and setting implementation on the right path.

Develop an intentional feedback loop

It is important to present messaging effectively through a variety of channels, but if there is no mechanism for feedback, a big piece of the communication structure is missing. Without the ability to provide feedback on aspects of change, employees may feel their opinions are not valued, leading to frustration and disengagement. Without insight from employees, leadership may be moving blindly into a transition. To avoid these risks, defining the process for gathering feedback is crucial.

In my experience, developing feedback loops is not only great for the transition at hand but can also improve company culture for the long haul. For a client organization preparing to relocate, my team helped facilitate regular town hall-style meetings where employees had an open forum to ask questions and air concerns with the facilities team. These meetings introduced a new forum for communication that employees had not previously experienced, and they helped foster a collaborative change process.

After the move, this practice became a permanent fixture of the company’s culture, keeping the flow of communication between leadership and employees reliable and consistent.

Identify change ambassadors and create a change network

Setting up a change network engages multiple employees and business teams in the transition while adding another effective dimension to the change communication plan. While it’s not something that will happen overnight, the effort and time spent creating this network should yield positive results down the line.

A key first step to building a change network is aligning leadership on the change itself. Reaching out to middle managers or employees for participation without careful alignment at the top could cause confusion or impact the consistency of information being shared.

Once leadership is on board, assembling and initiating a group of change ambassadors will involve understanding the nuances of different messaging for diverse audiences. Employees across departments and levels of seniority will have distinct concerns and priorities. By training ambassadors to share messaging that resonates with each constituency, the change network will become a powerful way to bridge the communication gap between leadership, planning teams, and employees.

Leverage existing structures

Depending on your company’s timeline and resources, introducing new mechanisms for communication may not be feasible for a given transition. In this case, it’s productive to examine the communication structure already in place and identify where to reuse and repurpose time and tools to keep teams connected throughout the change.

For example, leadership may need ample time to touch base through the course of change but have difficulty carving out time for additional meetings. Yet, strengthening your company’s communication structure does no mean packing people’s calendars and inboxes or spending money on new technology. Temporarily repurposing an existing standing meeting for change-related communication may be more within reach and far more efficient with their time.

Integrating change communications into standard business operations can be extremely effective in the right circumstances.

Communication is the immune system of organizational change

Establishing a healthy communication framework to support change is akin to nurturing a healthy immune system in the human body. Just as a well-coordinated immune system can safeguard against external threats and maintain internal balance, a thoughtfully designed communication structure fosters resilience and adaptability during organizational transitions.

When leadership and planning teams are aligned, and employees have the information they need, how and when they need it, the internal cohesion that results will not only help move the transition over the finish line, but it will set a strong precedent for sustained organizational health for the long-term.

Kelly Creighton is a Director at Savills, focusing on change management. She brings more than a decade of experience in managing projects, programs, and teams, large and small, to help clients assess their current space and plan ahead. Kelly’s experience in change management, communications management, and workplace strategy helps clients commit, connect, and bridge the gap from their present state to their future goals. Kelly is also a certified yoga teacher who is trained in permaculture design and medicinal herbal studies. With this expertise, she has planned and implemented corporate wellness programs, including food service, fitness, health clinics, and virtual health.

Get in touch with Kelly here: kcreighton@savills.us