Communicating and Managing Change

Public affairs staff are on the frontlines of organizational transitions and layoffs. Helping Leadership and staff navigate uncertainty and fears through messaging and engagements that balance empathy with clarity to maintain trust among employees, stakeholders, and the public is key to balancing people's needs with organizational goals.

When reorganization occurs, poor communication leads to poorer outcomes:

-Confusion and misinformation

-Employee disengagement and distrust

-Negative perceptions and inappropriate reactions

-Harm to organizational reputation

Why Transparency, Empathy, Mitigation and Planning Matter

Unplanned Change profoundly affects the workforce and organizational culture. Employees want honest, timely information, while external stakeholders need stability and consistent performance reassurances.

Communicators must approach the process by asking:

-What do employees and stakeholders need to know right now?

-How do we communicate to foster trust and avoid provoking fear in the workforce?

-What platforms (social media, meetings, internal networks) best serve each audience?

Reorganization can cause staff to feel isolated and unsure about their future. The changes can create a sense of being singled out, which can lead to depression, isolation and misdirected anger. The challenge is that all levels of an organization (leaders and staff) often face the same issues. Forthright candor is key to messaging change, which can elicit more feedback from staff.

For example, having leadership hold town halls or online forums and talk about their struggles with potential job loss or reassignments while defending everyone in the workforce to build unity across the organization.

Chapter 1: The Adaptive Framework

To help, below is a hybrid model between crisis communication and change-management communication, with eight actionable steps:

1. Assessment – Similar to crisis messaging.

a. Confirm what you know about what the organization can and cannot control.

b. Get updates on issues in progress.

c. Search and report emergent issues, risks, and opportunities/resources to share.

d. Begin planning for post-transition norms

2. Plan Internal Engagements First - Employees are the priority audience

a. Acknowledge the uncertainty with truth and candor.

b. Build trust through "I" statements vs "We" statements.

c. Use town halls, email updates, and social media to provide updates.

3. Craft Transparent, Compassionate Messaging – balancing clarity and empathy

a. Audiences are profoundly emotional and embedded into their career.

b. Humans react to job risk and job loss in the same way as death in the family.

c. Start with updates that both leadership and staff are in the same situation, then how leadership is trying to defend their staff from layoffs.

e. Offer additional resources and training to help.

4. Recruit Trusted Leaders & Spokespersons – Assigning credible communicators.

a. Look for spokespeople who are known and respected.

b. Ensure they balance empathy with candor.

c. Have a support system to help spokespersons balance messaging with the emotional reaction.

d. Organize a small workgroup to assess reactions and plan future outreach.

5. Provide Support Resources – Highlight tools for affected employees

a. Search and catalog formal and informal support networks

b. Pull links to federal, state, local, and congressional resources, LinkedIn, alums or retired networks, training/upskilling programs, coaching, and job placement to offer staff options.

6. Organize Feedback & Listening – Digital and in-person channels (anonymous if possible)

a. Change feels personal, but the concerns are usually consistent across the staff.

People may complain of feeling "disposable" yet are expected to give 100 percent to the organization. Recognize that messages about job shrinkages while encouraging employees to focus on the job/mission can sound callous. Understand that uncertainty creates.

b. Addressing the concerns with updates reduces misinformation and distrust. If a person or group is released, message that it is not personal. Recognize that those people are competent, skilled professionals who have contributed to the organization.

c. If your organization has counseling groups, community service groups, or counseling services, work with the groups to advertise the help and receive feedback on general issues and emerging situations.

7. Post Reorganization Stabilization – Plan for the future

a. Fight the "end of history fallacy." The situation will settle into a new version of normalcy. Planning for that new reality helps the organization avoid additional loss by speeding recovery.

b. Start conceptualizing the renewed organization after the reorganization. Plan how to rebuild the culture, mission strategy, and cohesion.

c. As you shift from change stabilization to shaping the culture, begin surveying staff and leaders about the vision and needs to initiate collaboration.

8. Monitor & Follow-Up – Spotting the right, wrong, and unknowns

a. Build connections with formal and informal networks to help spot emergent issues that could harm the organization's branding or people.

b. Develop an issue-vetting group to prioritize issues based on their level of risk to the organization, its culture and its people.

c. Report on ongoing and emergent issues and opportunities to address the challenges, provide resources, and shape sentiment.

Chapter 2: Preparation

Crafting a Transparent, Compassionate Message – Balancing Clarity & Empathy

Messages about downsizing must be both direct and emotionally intelligent. A robotic,

corporate tone erodes trust.

Best Practices:

Lead with empathy – Acknowledge the human impact before discussing logistics.

Avoid vague corporate jargon – Persistent updates with candor. Speak plainly without overusing broad phrases like "restructuring for strategic growth" or "This will be a good thing" to avoid an emotive retaliation.

Offer resources within the message. Employees should see where to get immediate help.

Preparing Trusted Leaders & Spokespersons

Assigning Credible Communicators.

Employees and stakeholders need reliable messengers—not just formal emails.

Best Practices:

Train designated communicators with talking points, questions, and emotional responses and describe the next steps.

Utilize different voices for different audiences. The CEO may deliver a formal statement, HR leaders hold employee town halls and Q&A sessions, and public Affairs run internal messaging updates.

Providing Support Resources – Highlighting Employee Assistance Programs

Employees should not be left searching for help after receiving difficult news. Support resources should be easy to find and actively promoted. Promoting support will reinforce the idea that there is no stigma because folks seek help.

Best Practices:

Centralize support options – Provide a single portal, FAQ document, or HR contact employees can go to for help.

Offer personal assistance options—Beyond emails, ensure impacted employees can meet privately with HR, leadership, or support networks.

Communicate about the impact on benefits. Employees need specific details on severance, career counseling, mental health support, health benefits, and the next steps.

Real-Time Feedback & Listening – Engaging Employees & External Stakeholders.

Layoffs create high emotions and uncertainty—communicators must actively listen and engage.

Best Practices:

Create Q&A spaces for employees – Anonymous feedback forms, open forums,

and live town halls can help address concerns.

Monitor online sentiment – Track how employees and the public react online to shape responses accordingly.

Be proactive, not reactive – Address misconceptions before they spread rather than correcting them in damage control.

Next Steps & Stabilization – Reassuring Employees & Stakeholders

Communicating what happens after reorganization helps employees and stakeholders focus on what's next instead of dwelling on the loss. Also, please don't discuss the organization's future near staff pending layoffs.

Best Practices:

-Explain how roles/team structures will change – Remaining employees should understand their future responsibilities.

-Clarify stakeholder impact – External partners need assurances that operations will continue smoothly.

-Show a forward-looking plan – Leaders should reinforce long-term stability while honoring those affected.

-Monitoring & Follow-Up – Strengthening Communication Post-Layoffs

Continuous engagement after layoffs ensures that employees feel valued and informed.

Best Practices:

Follow up with impacted employees – Provide ongoing career transition resources, networking opportunities, and exit surveys.

Host morale-building discussions – Leadership should check in with remaining employees, addressing concerns about workload or culture shifts.

Monitor digital and direct engagement – Track sentiment and refine future communications based on feedback.

Chapter 3: Navigating Communication & Stakeholder Engagement

Below are some simple guides to help build narratives and engagements.

1. Managing Social Media Conversations During Reorganization

Social media creates real-time discussions around reorganization, and communicators must actively shape the narrative rather than allowing speculation to spread.

Monitor sentiment before posting

Correct false narratives quickly

Prepare responsive FAQs

2. Engaging Stakeholders Directly

Host town halls and private stakeholder forums

Balance digital and direct engagement strategies

3. Messaging Templates

Internal Announcement to Employees (Email or Memo)

Subject: Reorganization Update #

Dear [Team/Employees],

This is a challenging time, and I want to ensure you are informed as we navigate the future.

Here is what we know so far:

[Summary of confirmed changes—e.g., timeline, affected teams, or next steps.]

[Summary of issues still being worked on - e.g., timeline, affected teams, or next steps.]

We are all facing the same transition, but my staff and I are committed to fighting for everyone and helping deliver answers and resources as soon as they are available.

Uncertainty can be frightening and frustrating, and my team and I will continue to work with everyone to find solutions and provide updates as soon as possible. I am proud of everyone here and of your work, and I will fight to protect everyone during this transition. If you have any questions or need help, please contact [contact person or department].

Thank you for your patience and understanding.

Sincerely,

[Leader's Name]

[Organization Name]

External Announcement for Stakeholders (Social Media or Website)

Dear team,

These changes impact everyone, and my priority is ensuring support for affected employees while maintaining continuity with stakeholders. We will continue to share updates as they become available. Thank you for your understanding and partnership during this time.

Town Hall Opening Statement

Good [morning/afternoon], everyone,

Thank you for joining. Today, we're here to give updates and discuss the ongoing confusion and changes.

Before we get started, here are some updates and ground rules:

So far, this is what's going on,

[Summary of confirmed changes—e.g., timeline, affected teams, or next steps.]

[Summary of issues still being worked on - e.g., timeline, affected teams, or next steps.]

Focus on solution-oriented dialogue

Combine social media + live forums for transparent Q&A

Let's get started...

Epilogue:

Below is my prep from when I presented the hybrid model

Introduction (5 min).

Ask if their department or agency is facing reorganization.

Explain how downsizing feels personal, is stressful, and sometimes seems arbitrary.

Emphasize the critical role of public affairs during government reorganization and the profound impact of communication on employees, stakeholders, and organizational outcomes.

Stress the importance of balancing empathy with clarity to foster trust and unity.

Introduce the hybrid model and how it combines crisis communication and change management to help respond to unplanned announcements and reorganizations.

Key Points from the Framework (5 Min)

Describe the eight actionable steps to guide communicators in managing reorganization.

Discuss how the list is a hybrid of crisis communication, which involves responding to unplanned events and risks, and change management communication models.

(Begin quote) "I decided to talk it through verse slides because I suspect you work these steps daily, so I wanted to talk through them. So, let's get started." (End quote)

1. Assessment - Similar to crisis messaging, this is just figuring out what is fact and what is unknown, but people are figuring it out and expecting new, unknown issues to emerge.

2. Plan Internal Engagement First - Employees are the priority audience, then the public

and stakeholders

3. Craft Transparent, Compassionate Messages – Balance clarity and empathy. Avoid jargon, euphemisms, and passive language – it will intensify reactions. Speak about common challenges (leadership layoffs, the spokesperson's potential layoffs), but work on the process to protect everyone as much as possible.

4. Recruit Trusted Leaders & Spokespersons – Assigning credible communicators who can balance empathy and candor and organize support for them.

5. Provide Support Resources – Highlight tools and resources for affected employees

6. Organize Feedback & Listening – Digital and in-person channels (some anonymous if possible)

7. Post-Reorganization Stabilization – Plan for the future

8. Monitor & Follow-Up – Spotting the right, wrong, and unknowns

Navigating Social Media and Stakeholder Engagement (5 min)

Demonstrate how active engagement across social media and direct channels builds transparency and trust.

Highlight strategies for managing real-time social media sentiment, promptly correcting false narratives, and utilizing FAQs to address recurring concerns.

Discuss hosting town halls and forums as essential tools for fostering collaboration and reinforcing stakeholder confidence.

Real-world Applications (5 min)

Illustrate how the Adaptive Framework principles translate to real scenarios by providing examples of crafting empathetic messages, promoting engagement, and maintaining clear communication during transitions.

Reinforce the practicality of these strategies in addressing employees' and stakeholders' needs, mitigating misinformation, and preserving organizational stability.

Discussion and Close (10 min)

Reaffirm the commitment to transparent, empathetic communication as the cornerstone of successful reorganization.

Encourage audience feedback and open dialogue to shape the ongoing communication strategy, ensuring shared understanding and collaboration.

Post-Script:

To help communicators with the current conditions, I combined crisis and Change management communication into a hybrid model. To build the model, I used MS Co-Pilot to help craft the structure, then did a market sample with groups of people with direct experience with the downsizing to provide feedback (which helped emphasize emotional reaction and need for clarity), and used Co-Pilot to help define the structure, did a final review, then worked with Grammarly to help with language and tone.

LinkedIn has this post in article style: https://www.linkedin.com/.../communicating-change-46x-xl9we?

Networking and Influence