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Communicating Change
Book

Communicating Change

Winning Employee Support for New Business Goals

T.J. Larkin and Sandar Larkin
McGraw-Hill, 1994
First Edition: 1994

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Editorial Rating

9

Recommendation

Nearly every CEO of a large corporation believes that words directly from his or her mouth will inspire front-line employees. Five decades of research show just the opposite, explain consultants and authors T.J. and Sandar Larkin. Their investigations emphasize the importance of communicating change through low-level supervisors, a group that has more credibility with front-line workers. They maintain that CEOs must go beyond simply telling supervisors what to do; they must also listen to these key employees and empower them by taking their suggestions seriously. The authors provide plenty of real-world examples to bolster their case. getAbstract.com recommends this clearly constructed argument to CEOs and to anyone charged with communicating with large numbers of employees. This engaging treatise, a classic, is ready to persuade its next crop of managers.

Take-Aways

  • Many executives are hopelessly lost when communicating to front-line employees.
  • Corporations typically use newsletters, corporate videos and speeches by the CEO to communicate with employees. These are useless because they dodge personal contact.
  • Frequent face-to-face conversations are the most effective way to communicate.

About the Authors

T. J. Larkin and Sandar Larkin are directors of Larkin Communications Consulting, which has offices in New York, London and Melbourne. T. J. holds a doctorate and attended the University of Oxford and Michigan State University. Sandar previously worked for an international bank.

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