Change moves fast. People don’t.
In today’s corporate environment, change is constant: new systems, restructures, mergers, tech upgrades. But here’s the catch: your project can be perfectly scoped and still fail if the messaging is off.
According to Prosci, projects with excellent change management practices are 6x more likely to meet or exceed objectives.
And yet? Most change efforts still fall short — not because of bad strategy, but because people don’t understand what’s happening, why it matters, or how it impacts them.
In a previous article, I explored why transformations fail and how clarity plays a vital role in change communication. This post goes deeper into the strategies that help change stick.
Let’s dive in.
What to Say: The Essentials of Change Messaging
These aren’t just nice-to-haves. They’re non-negotiables for building trust and reducing resistance.
1. The “Why Now”
People aren’t resistant to change. They’re resistant to confusion.
Clearly explain the business drivers behind the change — competitive pressures, compliance needs, future-proofing — in a way that connects to people’s reality.
Proof Point: According to McKinsey, employees who understand the purpose behind a transformation are 4.2x more likely to be engaged and support it.
2. What’s Changing (and What’s Not)
Most organizations forget this second part.
Outline the specific changes coming (roles, tools, processes), and reassure people about what will remain stable. Clarity is calming.
3. What It Means for Them
Here’s the golden rule: people don’t care about the change. They care about the impact.
Communicate how the change will affect their day-to-day — job tasks, timelines, reporting lines. And say it plainly.
4. Where to Get Help
Even the most confident employees feel unsettled during change.
Include clear calls to action for where to ask questions, access training, or get support. Set expectations for follow-ups.
Proof Point: Prosci research shows that the top preferred sender of change communications is the direct manager, especially when discussing personal impacts.
What to Skip (or Handle Carefully)
Overly Optimistic Corporate Jargon
“Transformation journey” and “synergy unlocks” don’t resonate. Be human.
Ignoring Fear or Fatigue
Pretending morale is fine during high-stakes change erodes trust. Acknowledge challenges — layoffs, learning curves, uncertainty — without catastrophizing. Honesty builds buy-in.
Front-loading Too Much Detail
Don’t info-dump in the first email. Prioritize sequence: start with why, build toward how.
Messaging Is a Process, Not a Single Email
You’re not just announcing change. You’re leading people through it.
The best messaging strategies are:
- Layered: Different messages for execs, people leaders, and employees
- Timed: Aligned with key milestones and emotions (e.g., awareness vs. adoption)
- Reinforced: Echoed by trusted voices across the organization
Proof Point: Prosci’s ADKAR model emphasizes that awareness and reinforcement are critical stages of successful change.
Final Thought: Clarity Creates Confidence
Clear, credible, and consistent communication isn’t a luxury during change — it’s a necessity.
Whether you’re rolling out new systems, restructuring teams, or shifting priorities, clarity is what builds alignment, trust, and action. Without it, even the most well-funded transformations risk stalling.
✦ About the Author
Hi, I’m Ana Magana, a strategic communications and change consultant helping organizations bring structure, empathy, and storytelling into transformation. For more practical insights, visit my website or connect with me on LinkedIn.