How can you use IC to build trust during organizational change?

Use internal communication (IC) to build trust during organizational change by providing clear, consistent, and transparent information, actively listening to employee concerns, involving employees in the change process, and regularly updating them on progress and outcomes.

Using the five W's is essential for keeping employees informed during organizational change. This ensures they understand who is impacted—whether it's everyone or certain groups—what the change entails, when and where it will occur, and why it's happening. Transparency is crucial; the change needs to make sense for the greater good of the business. Preparing FAQs in advance—one for all employees, one for those directly impacted, and a leader-specific document—can help address any follow-up questions and build trust during the transition.

One effective way to support employees during times of change is to consolidate information into a single, easily accessible location. Providing a centralized Intranet page or channel where employees can find all relevant information—such as policy updates, organizational charts, and changes in team roles—helps create a sense of stability and offers a reliable resource for clarity. This approach ensures that employees have a go-to place for up-to-date and organized information.

I would have made this an earlier step in the process. Aligning leadership at the start is key, including how/when to engage with front-line managers. They are the ones most likely to get the questions, so be sure they understand the change, rationale, and available resources to support employees BEFORE announcing, when possible. It builds trust with your managers and employees will be better supported.

When leaders are fully on board with the change, they can effectively communicate the vision and strategy to their teams, fostering a unified direction and purpose. Leaders are role models. If they embrace the change and demonstrate commitment through their actions, it inspires confidence and trust among employees. For example, during a major restructuring in my previous organization, the leaders' clear and consistent communication helped to reduce employee fears and uncertainties. Empowering them also accelerates the implementation process. In my opinion, they should be the first to be involved. When leaders feel supported and accountable, they are more likely to inspire and motivate their teams.

A recent research of IOIC has pointed that levels of trust in leadership are high (93%) for those who rate communication as excellent in change management contexts. In the research, those who rated communication as poor indicated improvements: Clarity regarding the reasons and impact of the change (32%); Greater listening to teams regarding the change to be implemented (28%); Honesty and listening essential for 1/3 of respondents.

In Change Prozesse muss die Interne Kommunikation vor allem Zugang zum Top Management haben. Sie muss Inhalte und Strategien mit den Verantwortlichen besprechen können. Sonst drohen Blindflüge. Ein Beispiel: Ein CEO rief einen "Kulturwandel" aus. Alle im Unternehmen sollten sich mehr am Shareholder Value orientieren. Die Kommunikation setzte fleißig um, startete Kampagnen und Diskussionsrunden auf allen Ebenen. Bald herrschte Verwirrung im Unternehmen, weil niemand verstand, wie sie zu dem Kulturwandel beitragen sollten. Das Kommunikationsteam präsentierte vor dem Vorstand. Der stutzte und erklärte: "Jeder" habe sich doch auf die oberen Führungskräfte bezogen und nicht auf alle im Unternehmen. (Wahre Geschichte)