Recently, a sponsor approached me, suggesting that as a change manager, I should be the face of the latest organizational change initiative. While I’m no stranger to the spotlight and enjoy time on stage I found this a prime opportunity to clarify a common misconception: the role of a change manager is not to be the figurehead of change, but the facilitator and strategist behind it. This interaction highlights an essential aspect of change management—understanding who should deliver messages about change, and why.
The Distinctive Roles in Change Management – Who Should Be the Face of Change?
Change management is a multifaceted discipline where each role has a specific purpose and responsibility. The effectiveness of a change initiative often hinges on how well these roles are understood and executed by the team. The sponsor’s suggestion underscored a frequent mix-up between the visibility of a role and its influence.
According to research by Prosci, there is a distinct preference for who should communicate certain types of messages within an organization. For organizational messages, business leaders are preferred, with a majority of respondents favoring CEOs or Presidents for delivering these messages. In contrast, personal impact messages are best received from direct supervisors, as indicated by a large majority of respondents who prefer to hear such messages from their immediate bosses.
This data is crucial as it demonstrates that while change managers are central to the development and implementation of strategies, they are not typically the most effective messengers for all types of communication. Instead, their role is to ensure that the right people are delivering the right messages at the right time.
Understanding the distinction in messaging roles can dramatically affect the reception and success of change initiatives.
Employees need to hear organizational news from top leadership to understand the change’s significance and align it with the company’s vision. Conversely, personal impact information is best received from someone they trust daily—usually a direct supervisor who understands their individual concerns and circumstances.
Navigating Change Management Communication
As change managers, our task is to coach and support our sponsor(s), leaders and supervisors in their roles as communicators. This involves:
- Training and Preparation: Providing the necessary training for leaders and supervisors to effectively communicate about change.
- Strategic Message Planning: Crafting messages that align with the sender’s role to ensure clarity and relevance.
- Feedback Mechanisms: Implementing channels for feedback to assess the effectiveness of communication and adjust strategies accordingly.
The conversation with our sponsor was a vital reminder of the importance of roles in change management. As change managers, while we orchestrate the process behind the scenes, it is crucial to leverage the strengths and positions of others to communicate effectively. This strategic orchestration helps ensure that change is not only accepted but embraced across all levels of the organization.
I’d love to hear from you: How do you decide who should be the face of change in your organization?
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