We often hear leaders’ frustration that the frontline don’t get the new strategy. And we hear from those people that they are being asked to implement a new change strategy they don’t understand, don’t feel connected to, or don’t believe in.
However brilliant a strategy looks in Powerpoint, it may not be worth much if it’s created at the top and cascaded down onto the people who will be delivering it. The one-way nature of traditional "comms" can create alienation, confusion and lack of meaning if it doesn't encourage the dialogue necessary for people to make sense of and fully understand the changes being asked of them.
This separation between strategy development and its implementation is often cited as a major cause of failed change programmes. The frontline should be involved in the strategy development process. Listening to what they have to say and taking their ideas, concerns and objections seriously can go a long way to creating a genuinely shared narrative that everyone can feel part of and committed to.