Tom Abbott, Partner – Strategy, explores the blurred lines between internal and change communications, and offers insights into preparing your organisation for change and ensuring a smooth transition for your workforce.

When is internal communications not internal communications? I was presented with this question as I prepared to facilitate a workshop where organisational change was highlighted as the primary area of concern for attendees.

One quote stood out: “Being given the responsibility of change comms but without the support and lots of scaremongering on LinkedIn about how different it is to internal comms!”

Certainly, a quick search on LinkedIn reveals some confusion between internal communications, change communications and change management. Change communications is increasingly appearing in job titles and descriptions, so while the lines are blurring, there seems to be an assumption in some quarters that change communications is distinct from internal communications or employee engagement.

So, coming back to the question I asked at the start – when is internal communications not internal communications? In other words, is change communications a specific and separate entity?

I’d argue that in terms of the fundamentals, they are not separate. The same principles and practices should apply to both internal communications and change communications. Liam FitzPatrick, change communications specialist, recently made this point, highlighting that “A smart communicator, who can understand the business and its problems, knows the audience and can work through what it will take to explain, excite and empower people to do the right thing is the only magic wand most changes need.”

That’s not to say that there aren’t specific issues that apply to communicating change. Here are a few points for communicators to carefully consider if they’re facing a change programme:

Getting the organisation change ready

When we work with clients on change communications, we follow a three-phase plan, each with a clear outcome:

  1. Change aware – do colleagues know what’s coming and why?
  2. Change ready – do colleagues understand what they need to do, how long it will take and what support is available?
  3. Change able – are colleagues able to act on what is being asked of them? Has time been allocated to allow for adaption or reflection? Are managers equipped to facilitate the change over time?

This structure guides the way we engage with colleagues and recognises that communicating change is a multistage process. We encourage clients to carefully consider what their people really need to do, and how they can fit this into their already busy schedules. The final phase is often overlooked – once training is completed or a system is launched, how are you going to sustain the change and ensure everyone can adapt as needed?

Dealing with uncertainty

While day-to-day internal communications can deal with difficult subjects, it’s true to say that change brings a heightened level of sensitivity and uncertainty. Being aware of your colleagues’ concerns, fears or excitement about new opportunities is crucial when considering change.

There are many ways internal communications can support colleagues through change. Making sure we provide accurate information in a timely manner is critical, as is offering routes for feedback or consultation. Making sure employee voices are heard throughout the change programme can make a significant difference.

However, while these things can help, it’s important to consider how communications can foster a sense of psychological safety during moments of high stress and uncertainty.

For example, when faced with waves of change, reminding colleagues about what is not changing can be vital. Providing strong, certain foundations can help colleagues manage uncertainty elsewhere.

Likewise, making sure there is time for reflection and calm among the chaos gives colleagues time to understand the change. Knowing that managers have their back, and that change is not a personal matter, but a collective endeavour, can help prevent feelings of isolation or nervousness about putting their head above the parapet and speaking up.

Psychological safety is certainly not a ‘woke agenda’ idea. It’s fundamental to our ability to adapt to external stress and change.

Change can be as daunting for internal communicators as anyone else in a company. However, by remembering to apply the fundamentals of good communications, tailored to the specific stresses of periods of change, we can stay focused on our audiences and the outcomes.

If you would like to learn more about our approach to change communications, please get in touch.