You're facing a major shift in company strategy. How do you effectively communicate it to your team members?

At GE, we faced a seismic shift when merging with Baker Hughes. The key? Deeply understanding the change ourselves. I spent weeks dissecting the merger's implications, from market positioning to individual roles. Only then could I genuinely convey its importance to my team.

Having witnessed firsthand how company strategies must evolve to align with macro industry trends and customer insights, I approach communicating these shifts with transparency and empathy. I start by contextualizing the change, explaining the "why" behind it—how industry trends and new customer discoveries necessitate this pivot. I then outline the new direction, ensuring it’s clear and actionable. To maintain morale, I emphasize the team’s role in this evolution, framing it as an opportunity for growth. Open forums for questions and feedback help me address concerns and foster a shared commitment to the new strategy.

When revamping our indirect sales strategy, I learned the power of narrative. Instead of drowning my team in data, I crafted a story. We weren't just changing tactics; we were embarking on a journey to reverse a downward trend and reclaim our market position. This narrative gave purpose to our pivot.

During our global special projects, like developing the full-stream business model in India, timing was crucial. I learned to create a communication cascade. C-suite first, then regional leaders, followed by team managers. This approach ensured consistent messaging and allowed each level to prepare for questions from their reports.

Along with this, transparency and authenticity are key to building trust in times of change. When leaders communicate openly and honestly, acknowledging both challenges and successes, it fosters a culture where team members feel safe to share their concerns and insights. This approach not only eases anxiety but also enriches the strategy with diverse perspectives, ultimately leading to more effective implementation and a stronger, more cohesive team.

When implementing a cost handbook process to drive product cost-out, I held weekly meetings with key stakeholders. These weren't just for sharing updates, but for inviting questions and concerns. This transparency built trust and allowed us to address resistance proactively.

Redefining our NPI approach was complex. I established a 'strategy buddy' system where team members paired up to support each other through the change. This peer support network proved invaluable in maintaining morale and driving adoption.

After announcing our expansion into new markets like Colombia and Argentina, I scheduled regular check-ins with team members. These weren't about monitoring performance, but understanding their evolving perspectives on the strategy. This ongoing dialogue helped us refine our approach in real-time.