How do I guide my organisation towards an activity-based working environment?
The decision has been made. The organisation will be transitioning from traditional one-on-one offices to an activity-based working environment. But now… how do we communicate this good news, and how do we avoid getting tangled up in a web of fear, ignorance, and resistance?
Communication during such a project is therefore of utmost importance, and a strategic communication plan is not a luxury but a necessity. This plan contains several key elements.
Hard vs soft communication
Hard communication refers to providing employees with concrete information: moving dates, storage space allocation, agreements, and the current status of the project. Soft communication, on the other hand, is aimed at supporting the change management aspect of the project: calls to action, working on colleague engagement, etc. Both aspects of the communication strategy must be addressed and deserve to be thoroughly developed, especially during the transition to an activity-based working environment.
Information, engagement, and the age-old question: what’s in it for me?
In a communication plan for such a change initiative, three themes are generally covered:
Information about activity-based working
Open and transparent communication about this project is recommended. We must not underestimate the impact that changes in the working environment can have on the mood of employees. As long as official information from the management committee or project team is lacking, rumours (usually negatively coloured) will continue to emerge. The human mind has an inherent fear of the unknown—a ‘horror vacui’. Say what you know, when you know it, and admit if you don’t know something yet!
Engagement: call to action
The success of a change project is also closely linked to how well the project resonates within the organisation. After all, a significant effort is required from colleagues, and the project leadership is asking for commitment. With targeted campaigns, the communication strategy within the project can contribute to enthusiasm for the changes, but perhaps more importantly, it ensures that the tasks and work that need to be done are actually carried out.
Activity-based: what’s in it for me?
What’s in it for me? What’s in it for my team? What’s in it for the company? These are actually the most important questions employees will ask when such a project comes their way. Therefore, it is essential that the communication clearly explains the ultimate goal of the project and how the individual, the teams, and the organisation as a whole will benefit from it.
With these three topics in mind, you have a solid foundation for unleashing the creativity of the communication team within the organisation. Ensure you have a clear timeline with the project’s milestones to keep the organisation’s attention focused, and don’t forget to link it to the organisation’s values.
With these simple tips, you are already taking important steps toward creating a communication plan to effectively support a change project.
