Remember the last time you had a problem at work. Perhaps a process went awry, or a task was overlooked. Nine times out of ten, miscommunication is the primary cause of these issues.
Now, picture yourself implementing a new procedure. You’ve spent hours mapping it out and writing a detailed guide. But when it’s rolled out, it fails—because the team simply didn’t understand it.
Sound familiar? It happens more often than we’d like to admit.
At my company, we’ve learned that even the most well-thought-out procedure is doomed to fail without clear and consistent communication. People can’t follow what they don’t fully understand.
This article is part of a series on creating employee procedures that actually work. In the first post, we talked about the importance of gathering employee feedback before introducing a new policy. Now, let’s dive into the next critical step: communicating before, during, and after a procedure is introduced.
When it comes to communication, you can never do too much.
Make a Communication Plan First
Communication often becomes an afterthought—something rushed at the last minute once a new procedure is finalized. But if communication is the most critical step, it deserves dedicated time and attention.
That’s why we deliberately build time into our process for creating a communication plan. We don’t treat communication as a quick email blast or a one-off announcement. Instead, we spend time considering the best ways to deliver the message to our team effectively.
Here are some key questions we ask when developing a communication plan:
• What impacts will this change have on our employees?
• Who will be affected by this change? Is it just the employees following the procedure, or will it impact others too?
• How should we communicate the change? Should we send an email, hold a group meeting, or schedule one-on-one conversations?
• Does this change require additional support or change management considerations?
The goal is to think beyond the obvious. A new procedure doesn’t just impact the person following it—it often has ripple effects throughout the organization. We make an effort to understand employees’ perspectives and anticipate any concerns or challenges they might face.
When appropriate, we also involve employees in this brainstorming process. After all, they’re the ones who will be adjusting to the change. Gathering their input early on can help us avoid blind spots and ensure smoother implementation.
Explain the “Why”
I always say, we hire smart people. And smart people ask questions. They’ll want to know why a procedure exists, how it was decided, and what it’s meant to achieve.
If you don’t explain the reasoning behind a new procedure, you can expect pushback—or worse, silent resistance.
This is why it’s so important to communicate the “why” behind any change.
For example, if you add an extra step to someone’s daily routine, they need to know why it’s being added. Otherwise, they’re likely to view it as pointless busywork and resent the additional burden. But if you can explain how that extra step will reduce errors, save time, or improve accuracy, they’ll be far more likely to embrace it.
It’s about helping employees see the bigger picture. Instead of presenting a procedure as a list of rules to follow, frame it as a way to solve a problem, improve efficiency, or support a larger goal.
We’ve found that taking just a few extra minutes to explain the reasoning behind a new procedure can make all the difference. It turns what might have been seen as an arbitrary change into a meaningful improvement.
Follow Through
Creating a communication plan and explaining the “why” are essential steps—but they won’t make an impact unless you follow through. Communication isn’t a one-time task. It’s an ongoing process.
We make it a point to check in after introducing a new procedure. Did everyone receive the message? Do they fully understand the procedure? Is the new process working as intended, or are there areas for improvement?
This follow-through includes scheduled check-ins to review the procedure and ensure the communication plan was effective. We ask employees for feedback to see if any adjustments are needed. If we find gaps in understanding or execution, we revise our communication approach accordingly.
Here, consistency is key. Avoid turning a procedure into a “set it and forget it” situation. Stay involved, listen to feedback, and be willing to adapt if things aren’t going as planned.
When employees see that you’re serious about communication—and that you’re willing to make changes based on their feedback—they’re more likely to buy into the process.
And that’s the ultimate goal: engaged employees who not only know what they’re doing but also understand why it matters.
At the end of the day, effective communication comes down to one simple rule: Never assume your message has been fully received until you’ve followed up to confirm it.
Do you have questions to add to our brainstorming list? What have we missed? I’d love your input in the comments section below.
