Betty was announcing a set of changes in her organization all at the same time.  She wanted to let people know in the right order, make sure they all had the same understanding and not disenfranchise her managers all at the same time.  The key pieces of her announcement cascade included:

• Have one-on-one conversations with individuals most emotionally impacted  – including key peers, but not external stakeholders on Tuesday afternoon.
• Place conference call with direct reports at the end of day Tuesday.
  • Allow the evening for them to leak the news to their direct reports.
• Place conference call with her direct reports’ direct reports first thing Wednesday.
  • Allow the morning for them to leak the news to their teams.
• Make formal email announcement at 11:55am on Wednesday.
• Place all-hands conference call at noon Wednesday to explain changes.

What was effective about Betty’s approach was that she built in time for a round of conversations to take place, but didn’t let more than a few hours go without following up herself.  By the time the official announcement happened, all the key parties have been briefed and therefore felt “in the know.”  For everybody it felt like “things were under control.” And they were.

(an excerpt from The New Leader's 100-Day Action Plan that seems particularly applicable today)