Comms as a leadership tool to navigate organisational change
Communication, Certainty, Care: The keys to successful organisational change
With a career spanning two decades and myriad public enterprises and leading private organisations, Chwayita now uses her wealth of experience to coach leaders and help organisations navigate the complexities of transformation. In our conversation, Chwayita shares first-hand insights into the human side of change and the importance of treating people with dignity during change.
CHWAYITA’S KEY INSIGHTS
Communication is vital: Successful transformation depends on clear, transparent communication that explains the business case and its personal impact on employees.
Address psychological needs: Human beings crave certainty, fairness, and autonomy during change. Tailoring communication to address these needs will help build trust.
Empathetic leadership matters: Leaders must own the change process with humility, involve employees actively, and inspire through an emotional vision of success.
Claire: In your vast experience, what is the hardest part of guiding employees through change in large-scale transformation initiatives?
Chwayita: As probably you would know as a communication specialist, the hardest part of transformation is communication. Transformation rises or falls based on how well communication has been established by the organisation. I've been through many business transformations – from those necessitated by a strategy direction change to those necessitated by cost saving. And how you communicate in all instances is key.
Claire: What do leaders need to keep in mind about the psychological experience people have of big changes in the workplace?
Chwayita: Psychologically people love certainty. If you consider the SCARF model, there are several things that people worry about when businesses go through change. Those are: Status, Certainty, Autonomy, Relatedness and Fairness. These are the key things that are in people's mind when any change takes place - especially if it's an organisational context. They may get what happens at an organisational level, but then the core questions centre around “what's happening to me?”. A good communication strategy is that which addresses both the element of the organisational change I've been through and organisational change in Engen where think it was executed beautifully.
Claire: This is a powerful point – that change happens on a deeply human level too. Can you share an example of a successful organisational transformation you've been involved in?
Chwayita: During my time at Engen, we shifted from being a fuel-focused business to a convenience-oriented one. This transformation was underpinned by extensive data collection which involved both employees and customers. What this helped us do was share the “business case for change” in a way that was clear, back up by data and irrefutable. We communicated transparently, built consensus around the need for change, and supported employees throughout the process. This included retraining where possible and offering fair severance packages when roles became redundant. The emphasis was always on treating people with dignity, which means sharing hard truths as honestly and as early on as possible.
Claire: Can you share more about the importance of articulating the business case underpinning the change?
Chwayita: As HR people would say, the business case must be very clear. We spent a lot of time on building the business case to the extent that nobody could have a different view in terms of the reasons for change. So the business case script is very clear, it is understandable; the data is there, it shows that our customers and employees have spoken and that change really is the only viable route. That piece should be very solid and communicated properly.
Claire: Besides being able to build a strong business case, what else do leaders need to hardness during periods of change?
Chwayita: You're not looking for heroic leadership. You're looking for leadership that has a good sense of empathy and a good sense of responsibility. Because the organisation didn't get itself where it is, right? The people do. Leaders must acknowledge past mistakes, take responsibility, and connect with employees on a human level. For example, helping employees visualise the benefits of the transformation, both for the business and their individual roles, can help inspire collective effort and involvement.
Claire: Absolutely. Any thoughts on how leaders can sustain morale during long or difficult periods of transformation?
Chwayita: Involving employees in the process is key. At Walmart, where I observed best practices, leaders held regular "listening sessions" to gather feedback and address concerns. It's not just about setting significant business goals; it's about making people feel part of the vision. Leadership must be relatable and empathetic to foster trust and buy-in. Leaders often communicate at a logical level - facts, figures, timelines. But people don’t buy into logic alone. To motivate employees, you need to paint a picture of what success looks like and help them emotionally connect to it. For example, don’t just say, 'We’ll double profitability by X date.' Explain what that success means for them personally or for the organisation’s broader purpose. Emotional connection is what drives true engagement.
Claire: What are the core components of communicating business change?
Chwayita: The first component is sharing the business case. This is the easier part because the data backs it up. Once people have engaged with the business case, the next questions are: what's going to happen to me? Or what's in it for me? That’s the crux of managing change because now it's not about numbers, it's about me, it's about my family, it's about my welfare, it's about my status – all of which are now threatened. It's about how is this going to fair, and it's about my certainty. Will I still enjoy what I used to enjoy? What matters during this second component is maintaining fairness and transparency.
Claire: Lastly, when it comes to younger members of workforces going through change, what’s important to keep in mind?
Chwayita: While the principles of respect, dignity, and transparency are universal, younger generations often want faster and more frequent communication. They are "information junkies" and expect real-time updates. Tailoring the communication modalities, like leveraging technology like WhatsApp, can meet their expectations while adhering to the same foundational principles of good communication.
WRITTEN BY CLAIRE KEET