Tips to Communicate Change Effectively to Staff

 You may discover that explaining change is a difficult component of your job, as it is for many internal communicators. Change is an unavoidable part of life in today's world. Companies that are resistant to change may lose their competitive advantage.

Change is a complicated process. Change makes us feel endangered as human beings. But, ironically, without change, we may all still be living in caves. Change, we must agree, can be both thrilling and challenging since it fosters innovation and creativity. It's excellent for business, and it's also good for us. "Is it feasible to aid in change management without all the drama?" asks the inquiry.

It's critical to understand the psychology of change and your involvement in the process before you start conveying change. Change must be handled and communicated properly in order for it to be accepted rather than rejected.

Your senior management team is one of the more delicate regions to manage. They may be leading the change program, but they may struggle to communicate ideas in a way that is understandable to all employees. They may not even have a structure in place to manage change. Supporting your important stakeholders and making it easy for them to communicate successfully with staff at all levels is likely to be a part of your work.

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Authentic Communication

 When it comes to communication skills training, no matter who is doing it, a lot of the same information is taught (as long as the trainer is half-awake). Voice intonation and modulation, body language, the words used, props (visual aids, etc. ), eye contact, connection with the audience, understanding your audience, and so on are all covered in communication training. We accept all of these as ideas and tactics, but I was reminded this morning of the one most important factor in effective communication: authenticity.

On my way to a meeting with a client, I heard Adam Shaw interviewing Eddie Stobart's COO about his company's results, and the interview was so different from the bulk of interviewees (especially the most well-dressed politicians) that it remained in my mind.

The groomed politicians you hear on Today and other media outlets have typically received a lot of training, a lot of resources to help them communicate, and a lot of help creating their responses, ideas, and themes. We should be eating out of their hands if the basic substance of many communication training sessions is correct. I'm guessing we aren't...so clearly the suggestions, strategies, and styles they employ aren't enough to fully engage me.

Then came William Stobart on the radio. I'll admit that a pause in his response to the first question made me think I'd lost reception, but as the interview progressed, it became clear that he had a stammer, stutter, or some other form of hesitant speech (apologies for any incorrect terminology - it's not an area in which I profess to be an expert). This is something that you don't hear very often on the radio, and it's something that certain people and training organizations would want to iron out.

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Keeping the Lines of Communication Open Between Management and Staff

 "The lack of communication between management and employees was always a source of frustration for me. Management would make policy changes without informing employees. The employees would then be disciplined for not adhering to the new policy."

It's easy to create conclusions based on preconceptions when we look at people as titles and roles. Relationships are the purpose and energy behind all wonderful things, thus a lack of communication between people is stressful and depressing. Any lack of communication stems from a lack of comprehension, which is frequently the result of our unwillingness to be open with others because true communication necessitates risk. We run the risk of learning something that requires us to change our perspective, of acknowledging and feeling the emotional component of communication, and of discovering that we don't know the answer.

I'm thinking you're looking for practical solutions to your problem, so here are some suggestions for avoiding miscommunication and developing connections that promote real communication. Each suggestion is applicable to any employee, regardless of their formal position (management or staff) inside the firm.

1. Assume the best-case scenario. Recognize that communication is amazing rather than simple. The majority of people do not wake up one day and intend to inflict others pain. Most people want to accomplish good work, be a part of a solution and have meaningful interactions with others. So, if you think someone hasn't interacted with you, presume that they have tried and that you haven't received the message.

2. Put yourself in their shoes. Even if we can't see them, everyone has issues and struggles. And, rarely is a task as simple as it appears from the outside. Take the time to examine the other person's issues, worries, and ambitions when building a business relationship (important for good communication). Take a chance and ask them if you can't fathom what they're worried about.

3. Be the person you want them to be. If you want a coworker (which is what all employees are, regardless of their position) to keep you informed about policy changes, tell them what you want to know, how you prefer to get information, and make sure you communicate changes and updates with them. We make a lot of assumptions about what "should" and "might" happen, but we aren't always willing to do what we expect others to do.

Erika K. Oliver creates communication miracles by combining her expertise in marketing, public relations, interpersonal communication, facilitation, and project management with a joyful attitude. Erika works with both large and small businesses, with a focus on those with a social goal. Visit the author's website for more information.

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Introduction to Internal Family Systems Therapy

 Internal Family Systems (IFS) is a new type of treatment that is compassionate, inclusive, spiritual, deeply healing, and respectful of our inner lives. It acknowledges that our psyches are made up of various elements, which are frequently referred to as subpersonalities. They're like small people living inside of us. Each person has their own viewpoint, feelings, memories, objectives, and motives. For example, one part of you may want to reduce weight while another wants to eat whatever you want. Inner critics, abandoned children, pleasers, furious portions, and loving caregivers are all parts of us.

IFS has established that every portion, no matter how troublesome, has a constructive intention for you. For example, Bill has a part of him that is critical of others and competitive with them in ways that are inconsistent with his genuine ideals. When he came to know that portion, he realized it was only attempting to make him feel better about himself in the only way it knew how—by making him feel superior to others.

It is not necessary to grant a portion power just because you recognize that it has a positive goal. Bill doesn't want his role to come out as competitive and judgemental. Bill, on the other hand, can relate to his parts with empathy and appreciation while taking efforts to heal them utilizing the IFS technique. This is radically different from how we normally interact with our components. The first thing we usually do when we become aware of a portion is to analyze it. Is it beneficial or harmful to our health? We embrace it and give it power. if we think it's a good idea. We try to suppress or eliminate it if we determine it is detrimental. A section, on the other hand, cannot be removed. You have no choice except to push it into your unconscious, where it will continue to impact you without your knowledge.

We do something completely unique and innovative at IFS. With curiosity and compassion, we welcome all of our parts. We try to comprehend them and value their attempts to assist us. We build a caring and trusting relationship with each part, then take efforts to relieve it of its responsibilities so it can function properly.

"Protectors" are the portions of the IFS system that you normally meet initially when investigating yourself. Their goal is to manage the earth and safeguard the exiles from suffering. Young child portions known as "exiles" are in anguish from the past. Bill had a protector in the case above who was competitive and judgemental of others. It was attempting to make Bill feel superior in order to protect him from an exile portion that felt insufficient.

Because of what has happened to them in the past, parts take on these dysfunctional roles. Exiles carry the grief and weight of their childhoods with them. Protectors take on duties in order to keep you safe from the exiles' pain.

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