The Intersection of Change Management and Internal Comms
We explore into the intricate relationship between change management and internal communications with guest Mary Barnes. Mary, a seasoned expert in organisational development and change management, brings over 20 years of experience to the discussion, offering valuable insights into how effective communication can facilitate successful organisational transformations.
Mary emphasises that any strategic initiative set by the board is essentially a change initiative. This means that from the moment a leader envisions a change, it is crucial to involve communication and change management professionals right away. Waiting until a change initiative is already struggling can lead to complications that could have been avoided with proactive planning.
Mary likens organisations to an amoeba, highlighting the interconnectedness of various departments. When a change is initiated in one area, it inevitably affects others. Therefore, it is crucial to consider the broader organisational system and how changes will ripple through it. By engaging communication and change strategists early in the process, leaders can ensure that changes are implemented smoothly and effectively, minimising disruption and maintaining productivity.
The Importance of Proactive Engagement
Mary stresses the importance of not just reacting to change but being proactive. She notes that when change is poorly managed, it can lead to confusion and a lack of direction among employees, who may feel overwhelmed and unsure of how to proceed with their work. This can ultimately impact the organisation’s ability to fulfil its mission and serve its clients effectively.
Craig agrees, noting that often, communication professionals are brought in too late in the process, which forces them to play catch-up rather than being able to contribute strategically from the outset. This proactive approach is essential for successful change management, as it allows for a more thoughtful and coordinated response to the challenges that arise during transitions.
Calming the Chaos of Change
Mary expresses her passion for “calming the chaos” that often accompanies organisational change. She critiques the tendency of new leaders to implement structural changes merely for the sake of making their mark, which can lead to confusion and disruption among employees. Instead, she advocates for a more thoughtful approach that prioritises stability and continuity, allowing teams to adapt without the constant upheaval of shifting reporting structures.
The Paradox of Leadership Expectations
Craig and Mary discuss the paradox faced by new leaders who are often expected to make significant changes upon their arrival. They highlight how organisations typically encourage leaders to “shake things up,” rather than promoting a smooth transition that builds on the existing legacy. This expectation can create pressure on leaders to act quickly, often at the expense of understanding the current state of the organisation and the needs of their teams.
Understanding Resilience
The conversation shifts to the concept of resilience, particularly in the context of organisational change. Mary notes that leaders often forget that they have had time to process changes before announcing them to their teams. This disconnect can lead to change fatigue among employees, who may still be grappling with the implications of new initiatives while leadership is already moving on to the next project. Mary emphasises the importance of internal communications in helping leaders recognise this gap and allowing employees the time they need to adjust.
Building Self-Efficacy
Mary introduces the idea of self-efficacy as a crucial component of resilience. She argues that organisations should focus on empowering employees to take ownership of their learning and development during times of change. Instead of providing step-by-step instructions that can lead to learned helplessness, organisations should offer resources and frameworks that enable employees to navigate changes at their own pace. This approach fosters a sense of autonomy and confidence among team members.
The Role of Middle Managers
Craig and Mary highlight the critical role of middle managers in facilitating change. They discuss how these individuals are often promoted for their technical expertise rather than their leadership skills, which can leave them ill-equipped to manage their teams effectively. Mary stresses the need for organisations to invest in developing the skills of middle managers, providing them with the tools and support necessary to lead their teams through change successfully.
Creating Context for Communication
Mary emphasises the importance of context in internal communications. Middle managers must be able to translate broader organisational changes into meaningful messages for their teams. This requires a deep understanding of both the change itself and the specific concerns and motivations of their employees. Mary suggests creating change networks that include representatives from various business lines to facilitate this process, ensuring that communication is relevant and impactful.
Investing in Leadership Development
The episode concludes with a discussion on the need for organisations to prioritise leadership development, particularly for those in middle management roles. Mary shares insights from her book, “The Master Change Management Framework,” which serves as a practical guide for leaders navigating change. She advocates for a shift in organisational culture that recognises the importance of change leadership and provides the necessary training and resources to support these individuals.
Key Takeaways:
- Proactive Engagement: Involve communication and change management professionals from the outset of any change initiative to ensure a smooth and effective implementation.
- Calming the Chaos: Prioritise stability and continuity during organisational changes to minimise disruption and confusion among employees.
- Building Resilience: Recognise the gap between leadership and employees in processing changes and allow time for adjustment to prevent change fatigue.
- Empowering Employees: Focus on building self-efficacy by providing resources and frameworks that enable employees to navigate changes independently.
- Developing Middle Managers: Invest in the development of middle managers to equip them with the skills necessary to lead their teams through change.
- Creating Context: Ensure that communication is relevant and impactful by translating broader organisational changes into meaningful messages for employees.
- Leadership Development: Prioritise leadership development to support change leadership and foster a culture of resilience within the organisation.
By implementing these strategies, organisations can successfully navigate change and enhance employee engagement, ultimately leading to a more productive and motivated workforce.
Guest profile
Mary Barnes helps leaders maximise the four key areas of performance: financial, workforce, cultural, and leadership, sometimes on location at her Oceanfront Villa in Bali. Mary has over 20 years of organisational development and leadership experience and a doctorate in Human and Organisational Learning, focusing on sustaining planned change with organisational learning. Mary has been a member of senior leadership teams and understands the impact and constraints that measures and larger strategic goals have on how organisations operate.
Useful links:
LinkedIn profile: https://www.linkedin.com/in/mary-barnes-evolve/
Website: https://evolveyourperformance.com
Book: The Master Change Management Framework: How Every Change Agent Can Design and Implement Successful Organizational Change (Without Trial and Error) https://a.co/d/ikueIpG
Episode links:
Link to a relevant episode of the podcast: https://thebigpicturepeople.co.uk/blog/podcast/facilitating-change-through-effective-communication-s3-e6/