Article: If you believe that the procedural changes you're making will improve the company and/or the workplace, communicate this. Let your employees know how you envision the company a year from now, and lay out the strategies (including these procedural changes) that will help get the company where you believe it needs to be.  Share your vision with your employees. Be clear and concise in describing what you want for your company.  Understand your employees. Empower your employees by letting them voice their thoughts, concerns, and overall feedback on the changes you're proposing. However, do not lose the organizational structure of your company. Decide whether it would be best to communicate your vision and announce changes in person or through email. Issues of urgency are best delivered in person, and written/emailed messages can be easily ignored. No matter what workplace procedural changes you're trying to implement, it may not be enough to simply tell your employees "That's just the way it will be from now on." As a leader, it's your role to lead, and that means getting your employees behind you 100%. Once you've announced the changes, sell them to your employees. Help them see why those changes are good for the company and, ultimately, good for the employees.  Let your workers know your (or the company's) motivation for implementing these changes. If the changes will save money, then say so. If they will create a better work environment, then let everyone know. No matter what the motivation is, make it clear that the advantages of these changes will outweigh the costs and implementation problems.  Point out why the old way of doing things was improper or ineffective. Having a clear contrast might make it easier for employees to understand why that change was necessary. One of the biggest reasons employees resist change is the fear they feel for the unknown. If there is any uncertainty about how the day-to-day business will operate, or about the very specific roles you and your employees will play in these changes, you will need to remove those uncertainties. You can do this by anticipating questions, doubts, and fears that your employees may have and alleviating them before they come up.  Be meticulous in your planning of how the business will operate and what (if any) changes will arise in your employees' roles. Let them know that their roles will not change, or if their roles will be affected in any way, then be clear about this from the start. Try to frame procedural changes in a way that employees will see those changes as an improvement to how they work. If you remove the doubt that surrounds vague procedural announcements and re-frame those changes as a way to create a better work environment or a smoother order of operations, your employees will most likely be more on-board. Some business experts advise that the timing of a procedural announcement may be the biggest factor in getting employees on board. There's no clear-cut rule on when the timing is right, as every situation and workplace is different, but being aware of how the changes affect your employees may help you time the announcement and implementation a bit better.  If the new procedures will require additional training, try to time the implementation of those procedures in a way that gives your employees adequate time to prepare. For example, don't announce new procedures on a Friday if they go into effect on the following Monday. That may require employees to come in over the weekend for training or scramble to figure things out on the day the changes go live. If at all possible, announce procedural changes a few weeks before they will take place. This will give everyone a chance to read the new procedures, understand how they differ from the old ones, and learn how to make the necessary changes.

What is a summary?
Convey your vision. Sell the change. Remove any uncertainty. Time it right.