Moving is up there with life’s big stressors. Right alongside weddings, job changes and having kids. People don’t just pack boxes, they’re forced to pack up habits, comfort zones and familiar routines. And for communicators and change managers, that’s where the real challenge lies - managing the human side of change.
We recently made a big move ourselves shifting out of both our Auckland and Wellington offices. The Wellington decision was a last minute opportunity and just down the hall. Moving out of our Auckland office after nine years, however, was a big decision which needed serious planning and structure. Like many businesses post-COVID, our spatial needs had changed:
-
Work patterns had shifted. With more people working from home, and fewer clients coming into the office, we didn’t need as much space.
-
Culture mattered more. We needed a space that would support creativity, collaboration and communication. One that would break down silos, and reinforce our values.
-
Budgets were tight. With a tough economy, a more cost-effective setup made smart business sense.
So how do you take something that’s inherently unsettling and turn it into an energising, positive experience? The answer lies in people-first communications. Here’s how we attempted it and the change communication principles we applied.
Start early and share the why
According to Kotter’s 8-Step Change Model, the first step is to create a sense of urgency. In our case, we swapped “urgency” with “honesty.” A year before the move, we shared the plan to move with our people and, more importantly, the why we were doing it. That early heads-up gave people time to process it, ask questions, and feel part of the journey from the beginning.
Engage everyone in the process
The ADKAR model (Awareness, Desire, Knowledge, Ability, Reinforcement) reminds us that people need to feel desire for change not just be aware of it. So we didn’t just make decisions in a vacuum. We shared the criteria we were heading out on our search with. We periodically shared options and potential locations. We asked people about their preferences and concerns. It was clear people wanted their own desk (rather than hot desking) and preferred a central location near transport links. As soon as we were able to, we confirmed both these things. Being transparent helped reduce the natural anxiety that comes with change.
Keep talking even when there’s not much to say
Ongoing updates are key to building certainty during uncertain times. Every month we shared something, allowing everyone to be in the know and start getting used to the change. We shared constraints early – like the new space would be smaller so noise would be an issue, we’d have smaller desks and less storage overall. This allowed the team to start getting used to the change and to plan their own way of adapting.
Make the experience tangible
When the space was chosen, we didn’t just show people a floorplan. We brought them in—literally – giving them a guided tour of the facilities. We talked about the surroundings: things to do; the community in the building; where to eat; transport options; parking etc. By physically walking through the space, the team could start visualising themselves in it. It also eased any remaining fears about the size of the space. That visit did more to build excitement and remove uncertainty than any presentation we could have done.
At the same time, we mapped out a clear, phased moving plan so no one was left wondering what was happening and when.
Manage the human logistics
Change management is about the hundreds of nitty-gritty things you have to do to make the change happen. Our move manager was excellent, planning the physical move over several months and advancing something every day. We also had a bit of fun with it, running a light-hearted competition to dig up office memorabilia during packing.
Everyone worked from home during the key week so we could ‘move out’ with ease and get everything set up before they arrived at the new office. We even put the pictures and TVs on the wall so it felt like home.
Staff arrived to a fully functioning office where they just plugged in and got going. Everything worked, removing any residual anxiety. They even received a ‘housewarming’ gift to help them feel welcome. A full induction tour of the facilities, and how everything worked, made settling in quicker and easier.
These little touches signalled something important: we care. And they helped anchor the experience in positivity and connection, rather than just the disruption and hassle of moving.
Keep listening
Now, a month in, we’re seeing something pretty cool: more energy, more collaboration, and people genuinely enjoying being with each other in the space. But we’re not stopping there. As the ADKAR model suggests, reinforcement is essential. So we’re keeping our ears open, checking in regularly to understand how the space is working and what needs tweaking.
So, what’s the takeaway?
When you’re leading a big change, be it an office move, a restructure or a system rollout, remember to BE SOPHI:
· Be Structured. Clear timelines and planning reduce fear.
· Be Open. Early and ongoing communication eases anxiety.
· Be Playful. Not everything needs to be serious - fun and celebration goes a long way.
· Be Human. Change impacts people emotionally. Acknowledge that.
· Be Inclusive. Invite people into the process - don’t just roll it out at them.
Ultimately, good change communications are about helping people feel safe enough to come on the change journey with you, even as the walls around them are literally coming down.
