How to Strengthen Internal Messaging During Times of Change
- Jon Hubbard, Shareholder
- 1 day ago
- 4 min read
Driving change in a firm is never easy. Even when your leadership team carefully crafts the perfect launch message, many initiatives falter because the ongoing internal messaging is inconsistent, vague or absent altogether. Long-term success requires more than a compelling announcement—you need a disciplined communication strategy that reaffirms the vision, addresses concerns and keeps momentum alive.
Donald Miller, creator of the StoryBrand framework, says organizations must approach internal messaging with the same strategic rigor as client-facing campaigns. When change initiatives lack clarity and consistency, confusion, resistance and disengagement are inevitable, even in an otherwise high-performing team.
Miller’s message resonated with me, so I developed a Talking Points Worksheet based on his methodology to help firm leaders create clear, repeatable messaging for major initiatives. In this article, I outline why internal messaging matters during change, common pitfalls to avoid and practical steps to strengthen your firm's communication efforts.
Why messaging matters long after the launch
Research in organizational behavior repeatedly confirms that effective communication is vital to the success of change initiatives. According to McKinsey & Company, transformations are 5.8 times more likely to succeed when leaders engage in consistent and inspirational communication throughout the initiative's life cycle, and 6.3 times more likely when senior leaders share aligned messages about the change effort.
Launch messaging is critical, but if the message fades or shifts over time, so does employee buy-in.
Common messaging pitfalls during change
We recently worked with a firm rolling out a new compensation structure to better align rewards with production expectations. While the leadership team had a clear strategic rationale, they were worried about the messaging creating unintended resentment if employees perceived it as punitive rather than aspirational.
Even well-intentioned firms make predictable mistakes when communicating about change.
Initial overinvestment, long-term neglect. Leaders spend time perfecting the launch message, but neglect follow-up messaging, creating an information vacuum.
Inconsistent narratives. Different leaders and managers tell different versions of the story, undermining credibility and sowing distrust.
Firm-centric framing. Messages focus on why the change matters to leadership or the firm, rather than centering on how it benefits the audience.
Failure to acknowledge concerns. Leaders sometimes downplay the audience’s emotional reaction, weakening trust rather than strengthening it.
Strong internal messaging avoids these traps by maintaining a consistent drumbeat of clear, empathetic communication.
A practical framework for building strong internal messaging
To help the firm communicate reasons for the new compensation structure, I created a Talking Points Worksheet that leaders could use to develop their messaging and equip managers with unified talking points.
Drawing on Miller’s StoryBrand framework, the Talking Points Worksheet guides leaders through eight essential elements to develop unified and resonant messaging:
1. Define the controlling idea
The controlling idea is the core concept you want employees to understand and remember. Crucially, it must center on their experience, not the firm’s priorities.
Example: “We want everyone who contributes to the firm’s success to feel recognized and fairly compensated.”
2. Define the story question
This is the question you want team members asking themselves. A powerful story question invites self-reflection and encourages alignment.
Example: “What does it look like for me to maximize my contribution and be rewarded accordingly?”
3. Agitate a problem
Good messaging doesn’t ignore discomfort; it acknowledges it. Define a problem that resonates emotionally and philosophically with your team.
Example: “It isn’t right when people who work hard aren't fully recognized.”
4. Define the stakes
Clarify what’s at risk if the problem persists. Without stakes, there’s no urgency.
Example: “If we don’t address this, top performers may feel undervalued, and our firm could struggle to retain talent.”
5. Position yourself as the guide
Leaders must demonstrate empathy and authority. Acknowledge team members' feelings and show that a thoughtful process has informed the strategy.
Example: “We understand this change may feel uncertain, but we’ve worked with trusted advisors to ensure it's the right move for our future.”
6. Give the audience a plan
People need simple next steps. Present a three-step plan that feels accessible and manageable.
Example: “1) Review your updated compensation plan. 2) Talk to your manager if you have questions. 3) Participate in the new performance development process.”
7. Call the audience to action
Invite clear participation. Empower employees to act.
Example: “Join the upcoming Q&A sessions to ensure you understand how these changes impact you.”
8. Foreshadow the climactic scene
People move toward a vision they can picture. Paint a vivid, positive future.
Example: “Imagine a firm where everyone feels valued and motivated to contribute at the highest level.”
Once you develop your message, ensure managers consistently echo it throughout your firm. Managers are often the frontline communicators during change, so inconsistencies in their messaging can quickly erode trust.
In the compensation structure example, the firm provided managers with a comprehensive FAQ document alongside the core talking points. This ensured that managers could respond confidently and uniformly when employees raised concerns or posed challenging questions.
As you guide your firm through change, remember: People don't simply buy into strategies. They buy into stories, especially the ones that show them a better version of their professional future.
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Jon Hubbard, Shareholder, Consultant, at Boomer Consulting helps accounting firm leaders find success in the areas of leadership, talent and growth. Jon is a facilitator for the Boomer P3 Leadership Academy, Boomer Talent Circle and Boomer Marketing & BD Circle. He also guides firms to grow and be more effective in the areas of client service, marketing and business development.
Jon speaks at various industry conferences, user conferences, state societies, and associations. He is a Storybrand Certified Guide and Certified Kolbe Consultant.