In concert with the above six points, leaders should not only
expect change, they should be at the forefront of leading and
Surely there are a hundred reasons why great strategies go
wrong. Two far too common reasons strategies fail are from a
lack of communication and a lack of performance management.
This is disappointing because these are often two of the easiest
components of a change management strategy to predict, plan
and implement. Unfortunately, what happens all too often is
the leadership team focuses great effort on designing a brilliant
business strategy, and then steps back from communication and
performance management – the soft-skills part of every successful
strategy. The result is the core elements quickly begin to erode
and/or are misinterpreted because a clear vision has not been
consistently shared with the people who will operationalize it. If
change is being implemented, communication and expectations
have to remain current.
When individuals begin missing expectations, it’s usually too
late to begin looking at communication and performance management
– especially at an individual or department level. Too often
if a company waits this long, they have already created an “us versus
them” situation where the “no adopters” or “slow adopters” may
feel bullied, not valued and/or ostracized. If this happens it can
become more expensive for the company in many ways including:
■■ Mistakenly let valued employees go who were adapting but may
have needed more help and/or more time.
■■ Experience a hit to the morale and loyalty of employees who are
■■ Acquire an industry reputation as an unfair employer – avoided
by high-potential candidates for future positions.
■■ The cost (time, money and opportunity lost) associated to
hiring, training and paying severance to people who were
What’s the solution? Make communication and performance
management serious parts of every strategy.
WHEN IT COMES TO COMMUNICATION
Map out a plan on how to share expectations frequently and clearly
to all employees. As the organizational strategy and/or technology
evolves, organizations should consistently and frequently share
how change supports the future vision and goals. It’s also important
to recap the organization values, core competencies and key
messages – the soft-skills part of the work-life equation.
IF CHANGE IS BEING
AND EXPECTATIONS HAVE
TO REMAIN CURRENT.
Clearly defined expectations can curb
potential legal headaches for companies
Peter V. Matukas
Employment Lawyer & Workplace Investigator
BA, LLB, AWI-CH
(See our article on workplace complaints on p. 13)
• Workplace harassment and sexual
• Company policy violations
• Workplace misconduct
• Workplace violence or threats of
• Retaliation and Reprisal
295 The West Mall, 6th Floor, Toronto, ON, M9C 4Z4 Ph: 416.798.2722 e-mail: email@example.com
18 ❚ APRIL 2019 ❚ HR PROFESSIONAL