The following outline is designed to enable supervisors to create an information packet to use in their employee coaching sessions. It outlines the most important messages supervisors can send to build employee awareness. Often times this information is forgotten or omitted from coaching sessions, but it is vital to the success of the change among employees. In order to accomplish the best results in your coaching sessions use this communication packet along with the ADKAR Model.

Communication packet outline

Your business drivers

  • Explain what current business issues create a need to change; discuss the benefits and business reasons for the change
  • Explain how these external and internal issues impact employees
  • Talk about your customers’ needs or expectations that support a need for change.
  • Discuss how your competitor’s activity is creating a need for change.

Your business performance

  • Present the operational performance measures and trends to demonstrate the business problem or opportunity (use charts and graphs).
  • Show the corresponding financial performance and trends to demonstrate how this business condition affects the organization’s financial performance (use charts and graphs).
  • Compare performance with benchmarks or against performance goals (show contrast between where the business is today versus where the business needs to be).

Your objectives for the change

  • Share the specific objectives that must be achieved with this change.
  • Describe the conditions of a successful change (numerical goals that would indicate if the change was a success).

Your scope of the change

  • Share who is impacted by this change and what organizations are not impacted.
  • Describe which processes will undergo the most change and which processes will remain unchanged.

The impact to your organization

  • Share the potential consequences to your business if no change is made. Discuss the business-as-usual scenario.
  • Talk about the different options the organization has to respond to the change, and the associated risk of each of those options.

Your change – the details

  • Describe what will change in your business.
  • If elements of the change (the solution) are known, begin to present the high-level vision for the organization.
  • If elements of the change are not yet known, discuss when more information will be available and set expectations.


Core Roles in Change Management download article

Written by
Tim Creasey
Tim Creasey

Tim Creasey is Prosci’s Chief Innovation Officer and a globally recognized leader in change management. His work forms the foundation of the largest body of knowledge in the world on managing the people side of change to deliver organizational results.