01
Advisory support for the change owner
From the first conversation where we define the real problem, to deciding what gets said, to whom, and when.
CHANGE & CRISIS
Got a big change coming and the rollout is freaking you out a little? Good instinct.
2 → 10
In 2016, the average employee went through two major changes a year. Today it’s ten.
Change management as we were taught it is dead.
Change is no longer a project with a start and an end date. It’s the state your company operates in every day. Your communication has to keep up.
A new CEO, a new org structure, a new system, the second benefits overhaul this year and, on top of all that, a new menu in the canteen. It all happens at once, and employees don’t see five projects. They see one bad feeling: nothing is certain, we don’t have all the information, and we’re working in chaos.
The answer isn’t to cross your fingers and get back to work. The answer is a system where information is clearly segmented first: who needs to know what, when, from whom, and where they can ask. And then, through everyday communication, you build a culture where people learn that nothing is final and that being ready for constant change is part of the job, not a state of emergency.
That’s exactly the kind of system I build: from segmentation and planning, to managers who lead the conversations, to measuring whether the message actually landed.
What I do in a change
02
Change communication plan
Target groups, phases, messages, channels, a calendar and task owners. One document your team works from.
03
Narrative and key message
The foundation that gets the whole company saying the same thing.
04
Copywriting for all materials
Manager info packs, FAQs, messages for each employee group.
05
Support for leaders
A prep workshop and tools for the managers who lead the conversations in their teams.
06
Working with your comms team, plus measurement
Setting up the system, working side by side while the change is happening, and evaluation: how far down the message got, and who can actually explain it back.
Three things I hear before every change.
“We’ll just send an email.”
An email can inform. It can’t persuade, answer questions, or reach people who don’t sit at a computer.
“We’ll tell them once everything is certain.”
By then, someone else will have told the whole story for you, because we already know that 43% of employees get their news from colleagues in passing. And that unofficial official version is exactly what you’re competing with.
topIC_report 2023
“We don’t want to upset people.”
People are already upset, in life and at work. The only difference is whether they’re guessing what you’re up to, or hearing it straight from you.
What it costs
Change communication runs from €2,490 to €7,999
Depending on how big the change is and how much of me you need in it.
Lower end: a change at one location, one round of communication. You get the plan, the narrative, the materials, a workshop and a follow-up framework, and your team runs it.
Upper end: a change that runs for months, across multiple locations and employee groups. I lead the process with you through every phase, work with the board and the managers, and we measure before, during and after.
If the change runs longer than six months, once the system is in place we switch to an interim retainer at €790/month.
Free
Before you announce the change
Seven questions to answer before the first announcement. A practical worksheet to clarify the change and your next steps.
Download the seven questionsTijana helped us see where we stood in internal communications and set a clear strategy, which led to more openness, better understanding and more effective collaboration. We especially value her support during the arrival of our new CEO: she brought clarity and confidence to the whole change process.
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