We all know it, because we’ve been there—maybe even blindsided by the aftermath of a transition that was so convincingly only positive on the surface that we couldn’t have believed it would require anything more from us than sheer delight:
Change is change, no matter how you slice it.
Yes, even the good kind.
Consider that blissful marriage brings compromise and adaption to living with someone who may (read: does) have different preferences and tendencies. Consider that the gift of a baby brings sleepless nights, adjusting schedules around nap times, and enough diapers to make you want to buy stock in Pampers’ holding company. New jobs bring learning curves, new homes bring unexpected costs to react to, and—truly—even a new haircut requires a new routine every morning.
If exciting change requires us to adapt, how much more does difficult change test our perspective and response?
This is the question to consider for every organization that will be stewarding change as long as it’s in operation.
My good news to you is that change—even when it’s difficult—can be done well. And it’s the way you go about sharing it and how you frame it that can make all the difference.
Here’s what I mean:
We can’t necessarily control reception, but we can help steer perception (and not in a deceitful way).
I tend to follow this framework when communicating change that may bring less-than-receptive reactions from some (this can apply to both written and verbal communication):
1. Brief statement addressing current state
- Example: “Since the inception of this [program/ministry/etc]….”
- If needed: Brief statement addressing why this worked for a time (not always necessary)
2. Brief statement addressing core ‘why’ behind need to change/adjust
- Example: “Over the past few months, we have noticed XYZ, which has led us to re-evaluate and consider how we can continue serving [organization] in the best and most impactful way.”
3. Clear, concise sentence(s) sharing the change(s) being made
4. Brief acknowledgement of impact for those who may not initially be receptive to the change
- Example: “We realize this is a shift from the way XYZ has [run/operated/served audiences] for many years…”
5. Reason #1 why this is a positive change
- Example: “However, we believe this is going to be a positive shift for [organization] because XYZ.”
6. Reason #2 why this is a positive change
- Example: “This will also allow XYZ.”
7. Reason #3 why this is a positive change
- Example: “We know this shift will enable us to work toward XYZ in the years to come.”
8. Invitation to receptivity
- Example: “We are hopeful for what this will mean for [organization] and our mission, and we are taking every measure possible to ensure the benefits will quickly be felt by everyone involved.”
9. Details around timing and impact of change
- Example: “This change will go into effect on [date], and we will be sharing more details around XYZ between now and then.”
See me bold, italicize, and underline a word I used earlier: framework.
This is because what I’ve shared won’t work for every change you need to communicate—some will need less “supporting points,” while others will need even more context and reasons behind why the change is ultimately a positive one—but it will generally help you build the message that relays change in a way that highlights the positives while not dismissing feelings of surprise or disappointment.
After change is initially shared, your change management communication plan is far from over. It’s never a one-and-done deal; people need to be reminded, reassured, and equipped to embrace whatever the change brings.
And as Christ-followers, we can take extra measures to do this in an honoring, intentional way—helping the organization understand the ‘why’ and not just the ‘what,’ hearing people’s feedback and thoughts, and holding their (proverbial) hands through the change.
Remember: Change is change, but it can be done well.
