How can Change Managers communicate more assertively?

Assertive Communication for Change Managers

Are Change Managers cupcake buying people pleasers?

How can Change Managers communicate more assertively?

During a lack-lustre post-implementation review, the Project Manager and I sat with the team and discussed what we could have done better. 

"We're too nice," said the PM.  "In my next project, I'm going to be a total bitch."

She was right. The two women running the project had dealt with every crisis, pivoted, adapted and over-delivered with our can-do attitude and a big smile even when we were fuming and exasperated at the ridiculous requests. 

"Me too," I agreed. I'll be hard-nosed and tough as nails. People will hide from me."

The project fell around laughing. The thought of the two of us being unapproachable and unhelpful seemed so incredulous that the team split their sides at our expense.

Cadburys Smash men - do you remember these?

Were they right? Are Change Managers a bunch of cupcake-buying people-pleasers?

Years later, I still want to brighten the world with unicorn dust and will scale a tall building to avoid confrontation. So I ask myself, "Am I too nice? Have I gotten any tougher? And how can I do better?" As I self-reflect, I'll share four ideas to help you be nice but firm. I'll share some ways change managers can communicate more assertively, to raise their profile.

You're paid for your expertise; do your job.

When you've reached the lofty heights of Change Leader, you should be leading the change. Your experience qualifies you to decide the best way to deliver change, which could be different from the way change was previously delivered in that project or organisation. 

With a few change models in your back pocket, be ready to advertise your experience with relevant examples. I'm not big on change models, but sometimes, you'll be drawing on your working knowledge of David Rock's SCARF model to create a relatable plan where leaders have autonomy and certainty over their status. 

Most of us have been doing this for a long time. Our experience counts. Every project is different. You have the skills to draw on years of working knowledge. You also likely know numerous change models. Anyone can buy ingredients. Anyone can open a cookbook and bake. But Change Management is like being on MasterChef (without the immunity pin). 

Be confident in owning the change journey, not just following the project. 

And when you need to have difficult conversations: "Yes, I understand and want to support you there. However, it's important we consider the user experience. As the owner of the customer journey, I must advocate for............... I have experience managing this in a previous project." 

Measure what matters

Ensure you are 100% clear on your deliverables and how they will be measured. Do the measurable tasks before setting up the monthly TED talk and tequila catch-up. 

Look for the business case document and be clear on success and how it will be measured. If there is no business case document, write a basic one and get it approved. Focus your work on meeting the deliverables. Create a dashboard to demonstrate how you're tracking weekly. Try to find a way to measure benefits and deliverables in FTE impact. Leaders more easily relate to "saving the contact centre three days admin per month" than speeding up 27 processes. 

Click to download and edit this Change Dashboard

And when you need to have the difficult conversations: "I'd love to help you with that. It's a fabulous idea, but I have time-sensitive deliverables to report to steerco next week. If you feel this is a priority, please talk to the program manager to get the milestones shifted." 

Have you changed your mind? I need a change request.

This is very simple. Try it.

You've created a presentation or webinar, as initially agreed, and someone changes their mind, which would result in a lot of rework. Your first instinct is to suck it up, work extra hours and accommodate the requirement. 

Hit the ball back over the net and see if they want to continue.

"Sure, Monica, I can re-do the entire webinar with pink banners. Can you drop me an email so I have that in writing? I'll quote you for the time/cost, as it's outside our original plan." 

People often need to understand the real impact of their requests. When you articulate this in money, time, or other trade-offs, quite often, they change their mind and withdraw their request.

We must communicate that there is a cost for rework. This also helps both parties communicate business requirements more accurately in the future.

Document the risk

You know they're wrong. You know it won't end well, but nobody is listening. 

Raise it as a risk and document it.

And when you need to have difficult conversations: "I understand why we're unable to do it this way, and I'll support your delivery. But I have concerns. Please add them to the risk register and get them signed off by the SteerCo.

The "I told you so" moment is a pointless and hollow victory, but when an alternative solution that would have worked was ignored, it may help you be heard the next time. 

Does this resonate? I hope there are some ideas here to help you communicate more assertively.

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Sharon Connolly is a Change Leader in Sydney. She provides change management consulting to organisations, training, and toolkits for change managers. Her free Change Management PowerPoint templates have been used by over half a million people in 135 countries. If you're in Change Management, she's one to follow!---