How to cope with organisational change AND lead Communications for it (without losing your sanity…)

25 April 2025 Reading Time: 5 minutes

by Louise Thompson:

Tell me if you’ve ever been in this position? As a comms leader, you are asked to lead the development of a strategy and a narrative for some upcoming organisational change.

Perhaps as a communications manager, you are tasked with designing a town hall event, and creating a feedback channel for employees as part of this plan.

The problem?

You may be impacted / affected by this organisational change yourself.

This has happened to me so many times throughout my communications career and it never fails to amaze me (sorry), just how tone deaf so many executive teams and CEOs can be when it comes to this type of change communications.

We’re all professionals and yes, of course, we’re prepared and well able to deliver on organisational change comms effectively. However…

We’re human beings too. This is the bit that often gets missed, am I wrong?

As a Communications leader, you sit at a complex crossroads during times of change.

* You’re expected to be the voice of clarity, even if you feel uncertain.

* You’re trusted to keep employees engaged, even if you have questions yourself.

* You’re relied upon to shape the messaging, even when that messaging may impact your own role or future.

It’s a tough balancing act. One that most people outside our profession don’t fully understand.

And with more turbulence and change on the horizon across organisations globally, we need to think carefully about our own resilience (and our own career journeys).

So as a former Director of Communications (that has gone through restructures and mergers in the NHS and the private sector, leading comms and being directly affected by change too), I want to offer some coaching advice and perspective if you’re going through this in your own world right now.

It’s not a panacea, but I hope it helps.

1: Separate what you can control from what you can’t

The most used coaching tool in my toolkit at the moment?

Stephen Covey’s Circle of Concern and Control, a simple but powerful tool if you’re feeling anxious about what’s happening in your world. You can find my blank template of it here to fill in if you want to give it a go.

Simply put, it’s a way of reconciling with the things in your life that you cannot control or directly change (e.g. the actions of other people, company profits, leadership changes, political decisions etc) It’s a LOT.

But, rather than get dispirited or frustrated by this, take it as an opportunity for liberation and empowerment and instead, focus your energy and time on what you CAN control.

This includes your values, your behaviours and actions, and the way you choose to respond.

Focusing on your Circle of Control shifts your energy towards action, rather than frustration over things you can’t change.

2: Acknowledge your own emotions (with those you trust)

Being a Director of Communications doesn’t mean you have to suppress your own reactions. We’re human beings, not robots. (Yet!)

It’s okay and completely normal to feel uncertainty about your role, frustration with leadership’s approach and anxiety about what comes next.

But what matters is where and how you process these emotions.

Find a trusted sounding board (mentor, coach, or peer outside your organisation)

Keep a private journal to process your thoughts

Don’t vent in employee spaces – separate professional and personal reactions (hard to do but essential)

Your job is to provide consistent, cohesive messaging for others, but that doesn’t mean neglecting your own need for clarity and support!

3: Advocate for better communications from the inside

One of the hardest things about being a Communications leader is knowing how change should be communicated, yet watching senior leaders still get it wrong. For example, employees finding out AFTER the general public does.

The truth is too many execs don’t think about how change communications impact the very team delivering them. So if you’re leading comms, here’s where your own influence and values come in (remembering your own circle of control!)

If you know the messaging isn’t clear or leaves more questions than it answers, challenge this with leaders. They may not have all the answers yet, but acknowledging this is a step in being transparent that too many orgs miss.

If leadership is ignoring employee concerns, advocate for a better listening strategy and feedback loop, with a clear articulation of the comms impact and consequence if this is neglected.

If your team is being sidelined in key decisions, remind leadership why comms is critical, even if they still don’t take your advice. This may be an unpopular opinion, but it is grounded in my own extensive experience as a Director of Comms. You have to stand your ground and advocate, however, you may still be over-ruled. That’s life and it’s impractical to pretend it isn’t! Focus your energy on making the case in the most compelling, outcomes-focused way you can.

You may not be able to change leadership’s entire approach, but you CAN be a central voice for better, more human-centred communications.

4: Plan your next move (when you’re ready)

When major organisational changes happen, it’s always a good time to reflect on your own career direction and career clarity, regardless of whether you are directly affected by the change or not.

Start with these questions (there are many more and I’m always happy to share some coaching cues if you want some) and some honest reflection:

Am I happy with where I am, or is this a sign I should explore new opportunities?

Have the values of the organisation changed? And do they still align with mine?

Is there still scope for my ongoing professional and career development here?

If I had to reposition myself tomorrow for the job market, how prepared would I be?

What skills or connections should I be strengthening now? (Answer – you always need your network BEFORE you need it…)

Practically speaking, what do I need? (Consider your own financial circumstances and planning, family circumstances etc) This is not advice about whether you should stay or leave, as everyone’s situation is different, but consider your own roadmap and timing.

5: Support your team (but not at the expense of your own health and sanity)

Another potentially unpopular opinion, but remember, there’s a reason why airlines have parents put their life masks on before they attach them to their children.

Supporting your team going through this change is paramount. Of course it is.

BUT.

Consider, protect and reinforce your own boundaries where you need to.

Only you will know what this needs to look and feel like for you and your team, but remember, there’s no value in your team having a leader that feels unable to lead or support them, as they are drowning under the weight of everyone else’s emotions.

(Having gone through this personally and self-sacrificed during a huge organisational change), I can attest to the toll it takes, through burn out and more.)

Remember, you’re not alone in this

Communicating change while navigating it yourself is one of the hardest things you’ll do as a Communications leader. I empathise, but I promise you, you can do this.

Remember:

* Focus on what you CAN control

* Create space to process your own emotions privately with those you trust

* Use your voice to advocate for better communications

* Always keep your own career strategy in mind

* Support your team, but not at the expense of your own health and sanity

If you’re going through this process right now, I hope this article helps.

And if you’re experiencing challenges as a result and feel like you need some career clarity or leadership support through coaching, then you can book a free call with me here to explore your options. I have a listening ear and I’ve been where you are as a Director of Communications. Now, as a qualified leadership and careers coach for communications professionals, I’m here to transform your confidence, impact and help you gain clarity.

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Louise Thompson coaches senior communications leaders to help them lead with confidence, credibility and purpose. With a 20 year career in Corporate Communications, and multiple Director of Communications roles under her belt, Louise is a trained and qualified leadership coach with the Institute of Leadership & Management, enabling communications professionals to overcome any self-limiting beliefs and take ownership of their leadership journey. She is a Strategic Columnist and a #WeLeadComms honoree.

Written by: Editor