HR 101: How not to deliver a change message—and why it matters for success
With multiple announcements of restructures, reshapes and realignments (oh my!), as HR practitioners we are looking closely and focusing on “how” these messages are delivered. The “how” can make or break your process.
Change management is tough, and getting employees to embrace new ways of working is even tougher. Leaders often struggle with delivering messages that inspire and mobilise their teams, especially when it comes to significant behavioural shifts - as such, we want to highlight the common pitfalls in change communication.
If you want your employees to reject change, here’s a guide to how “not” to deliver the message, paired with insights into why this approach fails. We’ve also given you all the tips on what works well!
1.Ignore employee autonomy and behavioural insights
When companies out of the blue announce their desire to make organisational changes - particularly to their position or team, it triggers resistance largely because it overlooks one critical aspect of behavioural change: autonomy. Behavioural science shows that people are more likely to embrace change when they feel they have control over the process. Removing employee agency—especially after years of the same position/team/processes etc—triggers a defensive reaction. Studies rooted in self-determination theory emphasise the importance of autonomy, competence, and relatedness in driving human motivation and engagement.
What doesn’t work:
Directives without consultation. When leaders approach directives from the top-down, they instantly remove flexibility and choice. This is a direct affront to the autonomy and sense of control that employees had enjoyed for the months or years prior. Abrupt changes without dialogue create friction.
What works:
Co-create solutions with employees. When employees feel included in the decision-making process, they’re more likely to buy into the change. Involving employees in shaping the future of work gives them a sense of ownership, easing the transition. We get that employees can’t be involved in every decision, let’s be pragmatic, but where you can, seek input!
2. Communicate vague and inconsistent rationales
One of the most critical mistakes leaders make when communicating change is offering a poorly thought-out rationale or worse, one that is inconsistent or unclear. Without presenting solid data or a compelling argument, it will feel like to employees that the leaders are making a knee-jerk reaction rather than a well-reasoned decision.
Behavioural theories, including cognitive dissonance theory, suggest that when people are asked to do something that conflicts with their current beliefs or behaviours, they need a strong, clear reason to make sense of it. If the rationale is weak or contradictory, it leads to disengagement or outright resistance.
What doesn’t work:
Unclear reasoning. When a leader's rationale for change seems disconnected from the everyday experiences of employees—who have adapted to the current way of working and believe it’s effective—this disconnect can heighten resistance to the change.
What works:
Clear, evidence-based reasoning. Leaders should articulate the need for change using clear, fact-based rationale. This can include productivity data, the long-term sustainability of practices, or customer feedback that signals the need for transformation. When employees understand why a change is necessary and that it is grounded in data, they are more likely to get on board.
3. Use fear and coercion as motivators
Another key lesson from behavioural science is that fear-based approaches rarely inspire lasting behavioural change. Tactics that emphasise fear—such as threatening consequences for non-compliance—may provoke short-term shifts, but they foster a climate of anxiety and distrust, which undermines long-term engagement. If a leader's announcement seems to signal a “crackdown,” which implies punitive measures for those who do not comply, it will create short-term gain but longer-term pain.
Behavioural models, such as positive reinforcement and nudging, indicate that incentivising desired behaviour (rather than threatening undesirable consequences) is far more effective at inspiring real change. People are more likely to commit to new practices when they are positively reinforced for doing so, rather than coerced.
What doesn’t work:
Fear-based messaging. Threatening or insinuating punishment without offering a positive alternative creates a “fight or flight” response. Employees either resist or comply grudgingly, which impacts morale and productivity.
What works:
Incentives and positive framing. Rather than forcing employees in the changes you want to make with threats, leaders could present all the benefits and opportunities the change will bring - show what you’re predicting will happen via a transitional 120-day plan. Framing the changes as a positive evolution rather than a restrictive mandate encourages acceptance and seeing the plan lets them know what to expect and where they’re involved in the process.
4. Fail to acknowledge the emotional and practical impact
When leaders fail to acknowledge the emotional and practical impact of change, they send a message that they are out of touch with employees’ realities. The abrupt shift in policies, processes, team makeup, leadership etc that a restructure creates can ignore the profound ways of working people have become accustomed to in the workplace and the routines they’ve created over the past few years. Behavioural change is not just a practical shift but an emotional one as well. Employees need leaders who empathise with their situation and recognise the difficulty in transitioning to the new world - post restructure.
What doesn’t work:
Dismissal of emotional impact. Ignoring the emotional aspect of change management can alienate employees and breed distrust.
What works:
Empathy and support. Leaders who acknowledge the emotional and psychological toll of change will find that employees are more open to shifting behaviour. Offering counselling, flexible transitional periods, transparency on the implementation plan or additional support are obvious ways to demonstrate care.
How messages can be delivered better
The following approaches can be been employed and can be adopted for any significant change:.
Co-create solutions: Rather than issuing a mandate/directive, leaders should engage in a consultative process. This could include surveys or focus groups to understand employee preferences and concerns, what needs to change, how could we do things better etc. Employees who feel involved in the process are far more likely to embrace the changes.
Look for alternate solutions: See if you can extend your runway by looking for alternate or temporary solutions instead of wholesale change. Our HR Runway approach is a perfect way to support buy-in for change and to buy you some time.
Provide clear data: Presenting concrete data to support the rationale for change is crucial. Demonstrating how the proposed change could lead to specific improvements—whether in performance, productivity, or team dynamics—makes the argument more compelling. Data-driven decisions are easier for employees to understand and accept.
Frame it positively: Position the change as an opportunity for growth or improvement rather than as a restriction or loss. Emphasise the shared responsibility between employees and the organisation in achieving broader business goals. Highlight the potential benefits, such as increased collaboration, innovation, and overall success, while reinforcing the organisation's continued commitment to employee well-being and balance.
Recognise employee impact: Acknowledge the emotional and practical effects that the change may have on employees. Providing support during the transition—such as offering flexibility, additional resources, or other accommodations—shows empathy and can help ease concerns, reducing resistance to the change.
Quick-fire tips for better change communication
Start with empathy: Recognise and appreciate the hard work and adaptability employees have already demonstrated before introducing the need for change.
Engage employees in the process: Invite feedback and consider a phased approach to implementing changes, allowing for flexibility and adjustment.
Explain the why: Provide a clear, data-driven rationale that connects the proposed changes to business needs and broader goals, without placing blame on employees.
Use positive framing: Shift the narrative from a restrictive measure to an opportunity for collaboration, improvement, and growth, while maintaining a focus on flexibility and well-being.
Support the transition: Offer practical assistance to help employees adapt to the changes, such as flexible schedules, resources for wellbeing, or other relevant support.
In conclusion, delivering a change message poorly—through vague reasoning, fear, or a lack of empathy—can be a recipe for failure. Leaders who wish to drive meaningful behavioural change must focus on clear, compassionate communication, grounded in behavioural science. Only then will they inspire their teams to embrace new ways of working, with both confidence and commitment.
