Communicating Changes To Project Scope Effectively

Change isn't the problem—your silence is. Remember: your strategy is useless if your people don't understand how to help you deliver it. A simple framework for communicating through change looks like this: 1. What? Tell them what has changed. Be concise and direct to make sure everyone understands exactly what's changing. Most organizations stop at #1. 2. So What? Next, explain the relevance. Why does this change matter? Connect the dots between the change and its impact on your people, whether it's new opportunities, improved processes, or overcoming potential challenges. 3. Now What? End with action. What comes next? What do your people need to do? Make sure you're providing clear guidance on what needs to be done, who is involved, and any deadlines. This turns the message from information to action. Obviously, any #changemanagement exercise is highly context dependent. But by applying this formula, and repeating it over and over and over, you'll have a much better chance of actually delivering on your strategy. #internalcomms leaders: how do you think about helping teams and leaders navigate through #change? #ChangeManagement #StrategicCommunication #Leadership

Clear strategy. Solid plan. Adequate resources. Yet your transformation is still struggling. The missing ingredient? Effective communication. I've learned that communication can make or break your change efforts. Here are the critical dos and don'ts that separate success from failure: 1. DO start with why before what DON'T jump straight to implementation details 2. DO tailor messages to different stakeholder groups DON'T use one-size-fits-all communication 3. DO address the "What's in it for me?" question DON'T assume people automatically see personal relevance 4. DO communicate regularly and consistently DON'T go silent during difficult phases 5. DO create two-way dialogue channels DON'T rely solely on top-down messaging 6. DO acknowledge concerns and resistance openly DON'T dismiss or minimize people's fears 7. DO use visual communication tools DON'T depend only on verbal or written messages 8. DO prepare leaders at all levels to communicate effectively DON'T expect executives alone to carry the message 9. DO celebrate early wins and progress DON'T wait until the end to recognize achievements 10. DO communicate honestly about challenges DON'T sugarcoat difficulties or overpromise results Communication isn't just part of change strategy — It IS your change strategy. Which do you find most challenging to implement in your organization?

I wasn't expecting a client to double the work mid-project, and I couldn't believe what happened after.   There are very few moments in freelancing that can be more challenging. You and a client have agreed on the scope of work for a new project. It's past the first check-in point; you've turned it in for review. Your sample is approved, but then comes the unexpected. They've now asked for double what you agreed to. You're frustrated and upset, of course. We didn't talk about any of this. More work, same pay?   Here's what I said exactly and what you can steal to use the next time you encounter scope creep on one of your projects:   "Hi there! Thanks so much for the timely feedback. It's a huge help in keeping your project on track. I was about to finalize the last leg of your deliverable. Your notes indicate that you now want to expand the work beyond the original project scope. I LOVE that idea, and it's great that you were inspired to add even more. Many great things are here; I'm sure we can knock this out of the park.  According to the original terms we discussed here (attached previous scope discussion and agreement), this will fall outside the range we agreed on. I'd love to add this to the project, and your updated quote for that is (added new quote).   Please let me know as soon as that's approved, and I can get started ASAP!"   It's a fact of life: Projects evolve as they continue. It's a GOOD thing if a project expands. I could have just as easily been upset or difficult. It made sense for me to stand my ground and not budge. My ability to be adaptable and professional was showcased. Because of this, my rate was doubled, and the client was delighted.   The key point:  Don't follow the first instinct to be combative or upset when the scope changes mid-project.   Instead, repeat this phrase: "I'd love to help out with this! The cost for me to help is XYZ."   Solve their problem, and don't be afraid to quote how much it would cost.   Don't be another problem they need to deal with. Provide a solution. Be a solution.