Internal Comms: Staying Ahead of Big Changes

by Shalini Gupta:

Look around – political instability and social unrest are bubbling just below the surface. Polarisation is growing, and businesses are increasingly caught in the crossfire.

The old idea that business and politics don’t mix? That ship has sailed.

COVID-19, war, erratic government policies, employee expectations have compelled leaders and businesses to take a stand on social and political issues. And with that shift, the role of internal communications has shifted. Employees want transparency. They want to know where their business stands. They want clarity amid uncertainty. And they’re increasingly looking to internal communications to provide it.

But here’s the tricky part: how do we balance certainty and uncertainty while inspiring employees with a clear vision for the future? Leaders want to project stability, but employees crave for clarity amidst the unpredictability. This is where we, as communicators, have to shape narratives that acknowledge both realities. It’s not about having all the answers. It’s about helping employees make sense of change, feeling informed and grounded without feeling lost in it.

The One where we pivot

Let’s talk about scenario planning. If you’ve ever watched a chess grandmaster play, you’ll notice they’re not thinking one move ahead. They’re thinking five moves ahead. They anticipate different scenarios and adjust accordingly. That’s what internal communicators must do now.

Instead of pushing fixed messages, we need to create space for discussion, adaptability, and ongoing storytelling. It’s not about crafting a perfect message. It’s about helping employees and leaders navigate multiple possible futures.

For example, if there’s an impending regulatory change, don’t wait until it happens to communicate. Start shaping the narrative now: “We’re aware of potential shifts in our industry, and here’s how we’re thinking about them.” This approach builds trust and prevents employees from feeling blindsided.

And agility? That’s non-negotiable. We can no longer rely on annual comms plans that assume a predictable world. Instead, we need flexible comms frameworks that allow us to pivot as new challenges arise.

Becoming Business Leaders

Let’s be honest: internal comms has long been seen as a ‘support function’. But that perception is changing. The most influential communication leaders today aren’t just crafting compelling messages; they’re sitting at the strategy table, influencing decision-making, and driving business outcomes.

Understanding how your business makes money, where its vulnerabilities lie, and how external forces impact it isn’t just a nice-to-have – it’s essential. Leaders don’t need comms professionals who just ‘make things sound good.’ They need business-savvy advisors who can translate complex challenges into action.

Throughout my career, I’ve worked in varied sectors across global organisations in India, Middle East and the UK partnering with leaders from fields such as banking, engineering, insurance, and architecture – professions where data, precision, and analytical thinking are at the core of decision.

Becoming a trusted advisor to leaders in these volatile times requires a unique set of skills. We often assume communicators will naturally acquire these abilities, but it’s crucial for our discipline to address this gap.  Communicators need to actively think about their own development and how they can evolve into credible business leaders.

Here are My Big 5 focus areas to help you make that shift:

Master the business DNA

Understanding the core operations, familiarise yourself with financial statements, key performance indicators (KPIs), and industry-specific metrics. Learn about your company’s geopolitical risks. This knowledge enables you to engage in meaningful discussions with leaders, contribute to strategic decision-making, and equips you to craft a clearer, more transparent narrative for employees – helping them understand the bigger picture and feel more connected to the overall purpose and objectives of the business.

Flex your strategic thinking muscles

Develop the ability to think long-term and anticipate potential challenges and opportunities. Engage in scenario planning and risk assessment exercises to sharpen your strategic insights.  While business partnering with the Risk and Controls leader at a previous organisation, I worked closely with their team to understand potential regulatory shifts. Through scenario planning and risk assessments, I was able to adapt my communications approach and advise the team early on ensuring clear messaging to employees about upcoming changes. This proactive approach strengthened trust with the stakeholders and aligned our messaging with the evolving business landscape.

Build Connections across the business

Engage with colleagues from various departments to gain diverse perspectives and learn their language. This collaboration will give you a holistic view of the business and your ability to advise effectively. During my time in banking, I worked closely with the finance team on a major restructuring project. Initially, I found their financial models and metrics overwhelming at first, but by regularly sitting down with them and asking questions, I learned how those numbers told a story about the company’s future. This helped me align my communications with business objectives, ensuring messages resonated with employees and supported business goals more strategically.

Tap into continuous feedback and mentorship

Regularly solicit feedback from peers. Establish mentorship relationships with senior leaders and key influencers to gain insights into decision-making processes and leadership styles. A mentor once told me that it’s all about “getting a backstage pass” – a way to observe and understand the inner workings of the key influencers in the business. Be curious, ask questions, and seek out opportunities to learn from those who have been in the trenches. This guidance can accelerate your development into a trusted advisor role.

Ground your ideas in data

Creative ideas are important, but data is what makes them stick. Recently, I shaped an internal comms campaign for a business strategy launch, supported by data from similar campaigns and drawing on my experience from previous organisations. The launch was memorable, generating high employee engagement and contributing positively to the bottom line, as highlighted in the year-end board report. This reinforced how data-backed internal comms advice can deliver real business value and strengthen our credibility.

The businesses that thrive in today’s world will be the ones that can make sharp, informed decisions in an increasingly complex landscape. And the most proactive communicators will be the ones shaping those conversations.

So ask yourself: Are you just relaying messages, or are you helping to shape your business narrative in an ever changing world?

Because the future of internal communication isn’t just about engagement—it’s about leadership. And that starts with us.

+++

Based in the UK, Shalini Gupta is a strategic internal communications leader with 20 years of experience across banking, insurance, telecoms, and professional services in India, the Middle East, and the UK. A Board Director at the Institute of Internal Communication (IOIC) and the Asian Comms Network, she is a well known voice, passionate about mentoring the next generation of communicators and frequently speaking at industry events. She is a #WeLeadComms honoree, a Chartered CIPR professional, and a Fellow of the IOIC.

Written by: Editor