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    How to Communicate Change Effectively to Your Team

    By Michael Manzo
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    As mentioned in the previous post, change is a natural part of business, and leaders must be equipped to navigate these changes and communicate them effectively to their team. Poor communication can lead to confusion, resistance, and ultimately, a failure to implement change successfully. In this post, we’ll discuss the key elements of effective change communication and provide tips for leaders to communicate change effectively to their team.

    Plan and Prepare:

    Before communicating change to your team, it’s essential to develop a clear plan for the change and how it will be communicated. Find out who the most important people are and include them in the planning process. Expect the team to have questions and concerns, and come up with answers beforehand. By planning and preparing for change communication, you’ll be better able to deliver a clear message that your team will understand.

    Let’s say your company wants to improve workflow and efficiency by using new project management software. Before telling your team about this change, you could make a plan that explains why it’s happening, when it will happen, and how team members will be trained on the new software. You could include important people in the planning process, like team leaders and IT staff, to make sure everyone is on board and that any potential problems are taken care of in advance. You could also think of questions and worries that team members might have, like how the new software will affect their current work or if they will need to learn new skills, and prepare responses to these questions.

    Timing and Delivery:

    Once you’ve made your plan, it’s time to let your team know about the change. Choose the right time and place for the conversation. Make sure that everyone is paying attention and that they are not doing anything else. Use a clear, short message to explain the change, giving background and a reason for it. Send the message in a way that fits with the culture and values of your company. If honesty and openness are important to your company, be open and honest about the change.

    You could talk about the new software at a team meeting or a series of one-on-one meetings to let people know about the change. You could pick a time when everyone is free and not working on anything else. To explain the change, you could say something like: “We’re putting new project management software in place to help us work more efficiently and as a team.” “Our current system is outdated and making our projects take longer than they should.” You could deliver the message in a way that fits with the culture and values of your company, such as by emphasizing honesty and transparency.

    Two-Way Communication:

    Communication is a two-way street, and for leaders to effectively communicate change, they must encourage their teams to give feedback and ask questions. Listen to people’s worries and answer them carefully. Use feedback to improve and change the plan for change as needed. It’s important to create an environment where team members feel comfortable sharing their thoughts and ideas.

    You could ask team members to ask questions and give feedback during the meeting. You could actively listen to their concerns and provide thoughtful responses. For example, if a team member asks how the new software will affect their current workload. You could explain that the new software is meant to streamline workflows and reduce manual tasks. It should save time and reduce the workload. You could also ask team members for their ideas and suggestions on successfully using the new software.

    Follow-Up and Support:

    Change can be challenging, so it’s important to give the team constant support while they are making the change. Celebrate small wins and big steps along the way to keep people motivated. Communicate regularly to keep the team informed and engaged. By following up and helping your team, you’ll show that you care about their success and are willing to work with them through the change.

    You could keep helping the team through the transition period after the meeting. For example, set up more training sessions to help people on your team learn how to use the new software. You could also check in with team members on a regular basis. Then see how they are handling the change and deal with any problems or worries that come up. Celebrate small wins and big steps along the way, like when the team finishes its first project using the new software.


    In conclusion, effective change communication is critical for leaders to navigate changes successfully. Leaders can effectively communicate with their team about change by planning and preparing for it, choosing the right time and way to deliver it, encouraging two-way communication, and following up with them and giving them support. Change is unavoidable, but how well you communicate can make all the difference in how well you deal with it.

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    President & Chief Executive Officer

    About the author...

    Michael Manzo has nearly than 30 years of experience managing all aspects of software development including product management, user experience and interface design, engineering, quality assurance and marketing. Michael has served as President and CEO of CodeStringers since September 2014, having served as the company’s founding Chief Product Officer from July 2012.Prior to CodeStringers, Michael was Chief Marketing, Product and Strategy Officer at Openet, a leading global provider of transactional business and operational support system (B/OSS) software for telecom and cable firms, where he led marketing, product management, strategic planning and growth initiatives for the company. Manzo joined Openet as part of a turn-around team and, during his tenure, Openet grew from $15m in annual revenue to more than $150m, became the worldwide market share leader in the company’s primary product category, and developed a widely recognized reputation as the telecom infrastructure industry thought leader.Previously, Michael was Vice President of Products and Marketing for Traverse Networks, a fixed mobile convergence enterprise solution provider, which was acquired by Avaya. Michael has also held executive positions at Voice Access Technologies, Omnisky (acquired by EarthLink), Telocity (acquired by Hughes DirecTV), and Notify Technology Corporation. Michael has a BA in Journalism from the University of New Hampshire. In his spare time, Michael is an amateur woodworker, building indoor and outdoor furniture for friends and family. Until injuries sidelined him, Michael was an accomplished triathlete, having completed six Ironman distance races and numerous shorter distance races. Michael also served nine years in the U.S. Army Reserves and National Guard being honorably discharged as a Sergeant.

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