Who it's for
For leaders and management teams who are guiding people through a strategy, reorganisation, digitalisation, merger or other change, and need to make it tangible in everyday work.
ChangeCommunication
Giving Orientation and Taking People Along
The change has already been announced, but many people still don't know what it means for teams, leaders and everyday work.
Change rarely fails because of strategy, it fails because of communication. Organisations are constantly changing through new strategies, digitalisation, reorganisations, mergers or shifting market conditions. In this solution area, we help management teams communicate change clearly, credibly and in a way people can connect with. Together we develop an understandable picture of the change and make its meaning tangible for different audiences. People can understand the purpose, find orientation and actively contribute. Instead of resistance and rumours, clarity, connection and genuine engagement emerge.
Formats
- BriefingKeynote or half-day workshop
- Intensive2 to 3 days on site
- Journey4 to 10 days on site + online support
- Executive Sparring1:1
Foundation
TRIPLE IMPACT: Swiss Academy's model built on public speaking, neurocommunication and energy management. Researched by Lucerne University of Applied Sciences and Arts (HSLU) and financially supported by Innosuisse.
Where we
can help
We help make change understandable, build a shared communication line, and prepare leaders for the dialogue with employees.
A new strategy
A new strategy or strategic realignment needs to become understandable and tangible within the organisation.
Reorganisation or digitalisation
A reorganisation, digitalisation, merger or other change brings new questions and different expectations.
Employees don't understand what's changing
Employees want to better understand why something is changing and what the change means for their everyday work.
Leaders need confidence
Leaders need confidence to convey the change clearly and credibly in teams, conversations and townhalls.
Uncertainty is growing
Around the change, questions, uncertainty or differing interpretations arise that should be actively addressed.
A shared story is missing
Management and leaders want to develop a shared story and clear core messages.
Announcing is not enough
The change should not just be announced, it should be understood and embraced in everyday work.
Different groups need different approaches
Different groups within the organisation each need suitable approaches, examples and conversation formats.
Focus of the work
The focus of the programme is shaped by the topics that truly matter in your situation.
Change Story
Explaining why the organisation is changing, where it is heading and what that means for different groups.
Core messages
Formulating a few central thoughts that should stick after the communication.
Communication for different audiences
Translating a strategy into the language of management, teams, functions, countries and locations.
Leadership communication
Preparing leaders so they can discuss change concretely and convincingly with their teams.
Townhall and dialogue
Setting up communication not as a one-off announcement, but as a sequence of orientation, questions and dialogue.
Q&A and critical questions
Handling uncertainty, resistance, rumours and differing interpretations professionally.
Work formats
Choose the right depth: a short shared introduction, an intensive preparation, a guided development programme or targeted 1:1 sparring.
Compact impulse format (keynote or half-day workshop)
Change communication: how to turn those affected into those involved.
Result: A shared understanding within the leadership circle of what good change communication looks like, with directly applicable guidelines.
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2–3-day on-site training programme
Making change understandable
Result: Concrete core messages, storylines and Q&A for the upcoming change; practised dialogue skills for townhalls, team and 1:1 conversations.
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Multi-month development programme (4–10 days on site + online support)
Accompanying change instead of just announcing it
Result: Over several weeks, leaders develop new communication behaviour for the change, with practical assignments, feedback and transfer into everyday work.
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Individual 1:1 support for leaders
Sparring for sensitive change situations
Result: Individual preparation for critical change moments, for example a site closure or reorganisation, including fine-tuning of the storyline and personal presence.
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Individually or as a team
In the conversation, we clarify whether individual support or a shared development programme fits your needs.
Individual work
For a leader who needs to prepare an announcement, a townhall or a sensitive conversation about a change.
Discuss individual workFor teams and organisations
For management and leadership teams that need a shared change story, clear core messages and a consistent communication logic.
Discuss team work“
Die komplette Ausbildung wurde nach unseren Wünschen und Bedürfnissen in zwei Sprachen auf uns angepasst, einfach top.
Nadine Larrson
Leiterin Bildung & Entwicklung, Landi Schweiz
“
Das ganze Thema Emotional Selling ist extrem relevant für alle Firmen, die wirklich erfolgreich sein wollen.
Daniel Rapp
Group Head of Sales, Member of the Executive Board & Partner at Zühlke Group
Frequently asked questions
Questions and answers
A short overview of what the programme achieves, how to choose the right format, and when a different topic area makes more sense.
What skills does the programme develop?
• Develop an understandable change story: why we are changing, where we are going and what that means for different groups. • Formulate core messages and adapt them for different audiences without losing the shared line. • Run Q&A sessions and deal with doubt, rumours and uncertainty without becoming defensive or making empty promises. • Build dialogue formats so change is not just announced, but experienced as a clear process with orientation and next steps.
How do you choose the right format?
The briefing is suitable when a quick shared perspective is needed. The intensive format fits when a specific change is coming up and the story, messages, Q&A and townhall need to be prepared. The journey makes sense when the change unfolds over several stages and new communication behaviour needs to be anchored. Executive Sparring fits when a leader needs to prepare for a specific sensitive moment.
Can we adapt the programme to our transformation?
Yes. We can incorporate your strategy, reorganisation, merger, digital transformation, existing materials, stakeholder map, drafts, Q&A, townhall scenario and real questions from employees.
What if leadership itself talks about the change in different ways?
Then it makes sense to start with management alignment. There, the leadership team develops a shared line before the message goes out into the organisation.
Want to understand which format fits?
In a free conversation, we clarify your situation and choose the right format for individuals or teams.