Introduction: why this action matters for adoption
Branded promotional materials during a change are not “swag” or decoration. Used well, they are a practical change-management asset: they make the change visible, repeat the core message, direct people to help, and remind impacted groups what to do next. Change management is concerned with moving people and groups from a current state to a future state so intended benefits are realized [PMI, 2015]. (pmi.org) At the individual level, adoption requires people to build awareness, desire, knowledge, ability, and reinforcement [Prosci]. (prosci.com) Promotional materials can support those outcomes when they are targeted, clear, timely, and easy to use.
What this action is and when to use it
This action creates a consistent set of employee-facing and manager-facing materials—such as one-page guides, launch posters, intranet tiles, digital signage, desk drops, Teams or Slack graphics, FAQs, QR cards, manager slides, and adoption prompts. The goal is not to “make the project look good”; it is to reduce confusion and increase the likelihood that people notice, understand, and act.
Use this action when the change needs repeated visibility, when multiple groups need different instructions, when managers need help cascading the message, or when the project is moving from planning into implementation. It is especially useful at three points: early awareness, go-live readiness, and post-launch reinforcement. Do not use it as a substitute for consultation, training, or resistance management. Gallup cautions that more communication is not automatically better; the right information must reach the right people at the right time and from the right level of the organization [Gallup, 2020]. (gallup.com)
Preparation: inputs, stakeholders, materials, timing, and decisions needed
Start with the adoption problem. What behavior must change? Who is impacted? What do they need to know, feel, or do now? GOV.UK content guidance recommends starting with user needs, choosing the right amount and format of content, using plain English, and keeping content current [GOV.UK Content and Publishing Guidance]. (gov.uk)
Gather the change impact assessment, stakeholder map, project timeline, training plan, support model, brand rules, accessibility standards, and approved core narrative. Confirm the decision owner for messages, visual identity, translations, distribution channels, and expiry dates. Include communications, HR, change, brand/design, accessibility, project SMEs, sponsors, managers, and representatives from impacted groups.
Accessibility is a design requirement, not a final check. WCAG 2.2 states that content should not rely on color alone, that normal text should meet minimum contrast, and that meaningful non-text content needs appropriate alternatives [W3C, 2024]. (w3.org)
Step-by-step facilitation guide
Define the adoption outcome. In a short working session, ask: “What should this audience do differently after seeing this asset?” Link the answer to the current adoption gap: awareness, desire, knowledge, ability, or reinforcement [Prosci]. (prosci.com)
Create the message spine. Write one plain-language sentence for each: why the change is happening, what is changing, who is affected, when it happens, what action to take, and where to get help. A clear change narrative helps align expectations and reduce ambiguity [Gallup, 2021]. (gallup.com)
Segment the audience. Sponsors may need proof points and talking points. Managers need cascade packs, FAQs, and scripts. Impacted employees need “what I do next” guidance. Resistant groups need listening channels and credible answers, not slogans.
Choose the asset mix. Match the asset to the user need. Use posters or banners for awareness, one-page guides for readiness, QR cards for quick access, checklists for managers, and success-story tiles for reinforcement.
Apply the brand lightly but consistently. Use the change name, visual theme, approved colors, standard icons, and repeated calls to action. Keep the design recognizable without letting the campaign identity overpower the task.
Test before launch. Ask a small sample of employees and managers: “What is this asking you to do?” “What is unclear?” “Where would you go next?” Revise before broad release.
Deploy through trusted channels. Give managers and champions the materials before employees see them. Gallup highlights the importance of managers and functional leaders confirming procedural change messages [Gallup, 2020]. (gallup.com)
Refresh and retire. Update materials as dates, support links, or actions change. Remove outdated assets quickly so employees do not follow old instructions.
Example: how this could be applied in a real change initiative
A company is replacing its HR system. The change team creates a branded “Your new HR hub” campaign. For awareness, employees see digital signage explaining the change and launch date. For readiness, each employee group receives a one-page “What you do before go-live” guide. Managers receive a five-slide huddle deck, FAQs, and a script for team meetings. At go-live, QR cards link to job aids and support. After launch, the campaign shifts from “get ready” to “make it stick,” using short reminders about the three most common tasks: update profile, submit leave, and approve requests.
Roles and responsibilities
Role | Responsibility |
Change manager | Owns adoption objective, audience segmentation, message consistency, and measurement. |
Sponsor | Approves narrative, reinforces priority, and models the desired behavior. |
People managers | Localize the message, answer questions, and direct employees to support. |
Communications/brand team | Designs assets, checks tone, and manages channels. |
Project SMEs | Validate accuracy of process, timing, and support information. |
Champions/adoption leads | Test materials, share feedback, and reinforce use in local teams. |
Common mistakes to avoid
Creating attractive materials with no clear behavior or call to action.
Using one generic message for all audiences.
Launching materials before managers are briefed.
Over-branding the change so it feels like marketing rather than support.
Publishing inaccessible assets, such as low-contrast graphics or image-only instructions.
Leaving outdated posters, links, or PDFs in circulation.
Measuring clicks and downloads but not whether people adopted the new behavior.
Measures of success or adoption indicators
Useful indicators include asset reach, QR or link usage, manager cascade completion, attendance at support sessions, FAQ themes, sentiment from pulse checks, reduction in repeated questions, training completion, help-desk demand, task completion in the new process or system, and post-launch proficiency. Tie each measure to the adoption outcome. For example, if the goal is knowledge, measure whether employees can identify the new process. If the goal is ability, measure whether they can complete the task without support.
Checklist for the change manager
Adoption behavior is defined.
Audience groups and resistance levels are understood.
Core narrative and calls to action are approved.
Manager and sponsor materials are ready before employee launch.
Assets use plain language and accessible design.
Materials link to current support resources.
Distribution channels and timing are confirmed.
Feedback and measurement plan is in place.
Owner and date for refreshing or retiring assets are assigned.
Optional reusable message outline
Change name:
Audience:
Current adoption gap: Awareness / Desire / Knowledge / Ability / Reinforcement
Headline: What is changing in one sentence?
Why it matters: Why now, and why for this audience?
What I need to do: One clear action.
When: Key date or trigger.
Support: Link, QR code, contact, office hours, or job aid.
Manager prompt: “Please discuss this in your next team meeting and ask what support people need.”
Review date:
References
Prosci. The Prosci ADKAR® Model. No date shown. https://www.prosci.com/methodology/adkar
CIPD. Change management: A guide for people professionals. 11 Dec 2024. https://www.cipd.org/en/knowledge/guides/change-management/
Project Management Institute. Jeralyn Rittenhouse, Improving stakeholder management using change management tools. 10 Oct 2015. https://www.pmi.org/learning/library/improve-stakeholder-management-9901
Gallup. Sherzod Odilov and Chris Musser, Proven Change Management Principles: How to Effectively Initiate It. 15 Jul 2020. https://www.gallup.com/workplace/315602/proven-change-management-principles-effectively-initiate.aspx
Gallup. Vibhas Ratanjee, Successful Organizational Change Needs a Strong Narrative. 30 Apr 2021. https://www.gallup.com/workplace/349295/successful-organizational-change-needs-strong-narrative.aspx
GOV.UK Content and Publishing Guidance. Understand content design. No date shown. https://guidance.publishing.service.gov.uk/writing-to-gov-uk-standards/plan-manage-content/understand-content-design/
W3C. Web Content Accessibility Guidelines — WCAG 2.2. 12 Dec 2024. https://www.w3.org/TR/WCAG22/