For many organizations, teams and individuals there may be examples of change not working. One very real issue can be about communication. Logically and organizationally there should be an overall process built around the model of 'developing an employer brand' (see Chapter 4). However in many organizations change isn't sustained. The process is either too slow or it is uncoordinated, resulting in a lack of commitment from the workforce because to them it is just another spin on the wheel. Therefore at an organizational level it is critically important to develop a process of connectivity illustrating how the business is evolving. In this way change can be normalized and it can be shown how each initiative links to the last. Even if part of the process does not work it is better to show honestly how the organization has learnt from its mistakes and moved on rather than ignoring it.
Taking time to communicate the impact of change is very important and shouldn't be underestimated. Developing an effective internal communications plan can make all the difference in developing a successful change strategy and ensuring 'buy-in'.
Sometimes in this context there may be a need to challenge the change or the timing. This should always be done by using a reasoned argument and with a positive approach. Thinking through the pros and cons of change before implementation means that you are more likely to be able to overcome resistance. Coaching can help enormously in achieving the right activity, by the right people, at the right time, in the right place.