The reason people must accept.
WHY IT MATTERS
People comply with instructions and commit to reasons.
WHAT TO EXPLAIN
What problem exists Why it matters Why this is the response What happens if nothing changes What it means for them
WHY THE PROBLEM FIRST
Solutions presented without the problem appear arbitrary.
WHAT TO PROVIDE
Evidence of the problem.
WHY
Assertions that something is wrong are disputed by people who do not see it.
WHAT EVIDENCE LOOKS LIKE
Data showing the problem Customer feedback Comparison with what is achievable Examples people recognise
WHAT TO BE HONEST ABOUT
Difficulty during transition What is not yet decided What will be worse before it is better
WHY HONESTY ABOUT DIFFICULTY
Promising an easy transition guarantees loss of credibility.
WHAT TO AVOID
Claiming the change benefits everyone when it does not Overstating urgency Presenting the change as already decided when it is not Hiding consequences that will emerge anyway
WHY HIDING CONSEQUENCES FAILS
They emerge, and everything else said becomes suspect.
WHAT TO SAY ABOUT JOB SECURITY
The truth, as early as you can.
WHY
Uncertainty about employment stops people hearing anything else.
WHAT TO REPEAT
The reason, continuously.
WHY
People hear a fraction of what is said once, and the reason is what sustains effort.
WHO SHOULD EXPLAIN IT
Leaders, and immediate managers.
WHY IMMEDIATE MANAGERS
People take direction from their own manager more than from announcements.
