Change is hard, but it doesn't have to be if we better manage our expectations and our attitude toward change overall. After all, change is an inevitable constant, and part of developing a mindset for accepting change comes down to how one prepares for and communicates those changes.

In th...

The success of an organizational change process is often predicated on who you start your message with. As leaders, you want to get buy-in as well as input from your key stakeholders on the plan and vision. By starting with the right audiences, you can attain strategic alignment from the onset an...

Leaders need to consider all the channels they could use to convey the message -- video, email, Slack, town halls, FAQs, office hours, and newsletters -- to effectively meet staff where they typically like to receive information.

• The primary goal of a successful organizational change ...

When delivering messages, it is important to have the right messenger -- a person who is trusted, an authority, and who can help lead the change as an effective messenger. There can be times when the wrong messenger was selected and they couldn't effectively meet the moment, which undermined the ...

A pitfall some leaders make is sugarcoating the message and engaging in equivocating double talk. People deserve respect, and being straight up with people is a form of professional consideration and decency.

Another important aspect of managing organizational change is recognizing that dif...

And at times, there can be multiple messengers for multiple audiences. As a leader, think about all the people on the team who have the necessary credibility and leverage their leadership to cascade the message. Often, people will welcome the opportunity to hear from other leaders.

Some messages bear repeating, so complex organizational changes usually require multiple channels through which to communicate and then reiterate the message. You can't expect all audiences to hear or see the message the first, second, or even third time.