This conversation also gives management the opportunity to provide feedback about the progress everybody has taken on the change initiative.
4. "After 18 months in this position, it is hard to believe that people still view the old leadership as being anything indicative of what this company is about. Those days are over and those criminals are on trial where they belong. This is a new company, a new Tyco, and we do things differently. We have a strong company, one that makes a lot of money for our shareholders. We are better people than our reputation would have you believe -- there are 260,000 people who are not on trial, but who conduct themselves with utmost integrity every day. This is not a change conversation -- this conversation has already taken place and it continues to take place as we work towards improving this company and restoring it to the glory it deserves. Any talk of the "unethical" Tyco from this point forward will be met with the derision that any factually inaccurate statement should be faced with. We are Tyco, we are not Dennis Kozlowski. It is important that all shareholders understand this -- it means the value of the company is going to go up and any shareholder who fails to believe this should sell now and lose their money like fools."
The message here is simple and blunt, that the past is the past and not to be confused with the present under any circumstances.
5. From this exercise, lessons emerge about the clarity of the message. Change conversations need to be strong and frank. Any lack of clarity about the nature of the change, the time frame of the change or any other aspect of the change will put the change initiative at risk. Thus, it is imperative that clear and unequivocal language be used when attempting to convey ideas to employees and shareholders.
6. Communicating change with the outside world requires both strong words and strong symbols. The symbols, such as moving the office from Manhattan to New Jersey, are valuable communication tools but they must be matched by more important deeds as well. If the company is serious about change, then a well-orchestrated change plan can succeed in helping to see that change implemented. If the communication process is weak, it runs the risk of failure. Weakness can come from equivocal messages, from mixed messages or from translation issues. Thus, all communication must come across as strongly and consistently no matter what the medium.
