- Enlist the organization’s change agents (the survivors!) to your cause.
- Become a spin doctor.
- Follow up on all rumors and questions. Let nothing go unanswered. Mixed messages are deadly to productive change.
- Increase the frequency of communications among your key leaders.
- Involve volunteer leaders in developing new processes and procedures as a result of the new structure.
- Realize that you will have to increase your training and orientation efforts at this time – the “survivors” can be helpful but distracted, and the new hires won’t know anything about the program.
- Acknowledge the organizational changes and those who have served you well in the past. Recognition ceremonies are important to maintaining a grassroots culture.
- Accept a degree of uncertainty, but don’t communicate uncertainty to the troops.
- Just do it – hesitation is not the message you want to convey.
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