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See the AgendaBy Denise Cox
— January 5th, 2015
I invited Andy Blacknell, who has been a guest on a number of our webinars, to write about whether internal communication and change management are the same thing. Andrew Blacknell is a Change & Communication Consultant with over twenty years experience in internal communication and change management – both in-house and as a consultant based in Europe and North America. His expertise includes employee research, employee engagement, change management, employee value propositions and leadership development. Andrew formerly led the UK Communication & Change Management practice at Towers Watson and now runs his own consulting business.
Internal Communication and change management are not the same things. Change management includes communication, but the effective leadership of change involves a lot more than communication. Communicators have to be change leaders even though that might mean they get involved in and do things that are outside of their strict job description
My client, let’s call him Matthew, is head of Internal Communications at a law firm. His firm recently merged with another law firm. The merger almost doubled the size of the business, the number of partners and added significantly to their global reach. The new leadership team is very different. Matthew knew something was up but he was not brought inside the camp until a few days before the announcement. Is that typical? Why do some communicators find out very late about major organizational changes?
In my experience, the answer lies in how you define your job. Matthew’s role is seen as tactical and implementation focused. When he does have a seat at the table, he asks good questions about messaging, channels and audiences, but doesn’t broaden the discussion to change leadership. Implementers and tactical communicators do not need to be involved in the earlier phases of planning, risk identification, and mitigation.
Towers Watson’s change management methodology (shown in the diagram below) includes “change drivers“ or “change enablers“.
1. Leading
2. Measuring
3. Communicating
4. Involving
5. Learning
6. Sustaining
These are all underpinned by project management and they align closely with John Kotter’s “Eight Steps to Successful Change“. Kotter talks about leading (inspiring people to move and building the guiding coalition), involving (empowering action) and communicating.
If you define your job narrowly around just the communications change driver, then you won’t be seen as strategic and it won’t be essential to involve you early in organizational change. This is what I’d define as tactical communications. It's primarily about targeting, informing and using the right channels. It's a great skill and essential for any communicator. However, a strategic communicator will be more focused on the other five (six if you include project management) change drivers. When they are involved early, they ask questions like this:
If your Head of Internal Communications asks you these questions, you will start to include them very early in the process. You will start to think of them as a trusted adviser rather than an implementer and supporter.
Is there a downside? Your role and responsibilities will start to expand and it will take time for your resources to catch up. You will be asked to play a role in every change initiative in the organization! But there again, I’ve always thought we were happier when busy.