Quelles sont les meilleures pratiques pour créer un manifeste de communication du changement clair et convaincant?

The first step in creating a change communication manifesto needs to include a situational analysis - focus group discussions/listening circles for stakeholders to share, desktop research and audits. The findings will be useful for setting objectives, mapping out the scope, and subsequent steps to follow.

Find the 'what' & 'why' first, digging beyond the superficial logistics and claims. We don't want to produce the equivalent of a flyer stuck to the car windshield. We want to craft an invite to an experience that everyone's clamouring to get front row access to! Take the time to understand the impacted groups, their pain points, and their motivations deeply. This can be done through a range of activites like interviews, workshops, observational research & surveys. Understanding the aspirations, outcomes & experience of the change will help us shape what is communicated and how. The change manifesto for a company restructure or culture change for example, would look very different to one for a system or process change!

I suggest that as you craft the message that includes the benefits of making the change, don't forget to explain what could happen if you don't make the change. Making this clear can be powerful for your stakeholders.

Persuasive change manifestos skilfully combine abstract and concrete language for effective communication. Concrete language involves using easy to understand descriptions that grab attention and feel directly relevant to the reader. Concrete language also uses verbs to drive specific actions. But to build buy-in for ambitious change we don't just need to inform people, we also want to inspire them! Abstract language can achieve that by referencing broad ideas, concepts and adjectives that resonate with the target audience to help communicate the vision, potential and promise of the change.

A multi-channel approach to distributing the change manifesto to maximise audience reach makes sense. Once the core messaging has been nailed, repurposing the information format for the relevant channel can help - taking advantage of the medium like adding visual flair or interactive components where it makes sense. E.g. if you are emailing someone then you would use links to take people to additional information, if you are showcasing information on a poster you would use QR codes for that purpose. If you have a digital or physical canvas you could 'lock' the main comms elements but add a place for sticky notes that allow people to share their thoughts about the manifesto to build social proof & seek feedback.

I agree. In my experience, a simple step as running the crafted messages or asking for input to the draft plan based on earlier consultations makes it easier for stakeholders to openly share their feedback and take ownership of anything else assigned to them.

Co-creating change helps achieve better outcomes that are more likely to spread and stick! If soliciting direct feedback is not possible due to scale or other issues, then tapping into sponsors, champion networks, people managers and other representative groups as official feedback channels can help facilitate the necessary two-way dialogue.

Taking a strategic change communication approach involves being cognizant of the wider change environment and change readiness of the audience, as well the org's preferred communication style and schedule. The change manifesto is also more likely to feel relevant if it demonstrates alignment with the org's mission, culture and values. Even better if it helps further a coherent change narrative by putting this specific change in context with all the other change that is being experienced within the org (and by the wider industry if relevant).

Set the right KPIs to help measure impact. It will be instrumental in ensuring a more accurate review process. For example, what behaviors are being changed (in the context of behavior-change communications), are the audiences engaging with the content the right group the messages should be reaching? If not, what needs to change?

This isn't to suggest that your message should change in a drastic manner that makes your consumers or stakeholders confused or lost. Your communication should evolve but not become completely unrecognisable to the subjects of your communication. Finding a good balance is key in this communication.