As businesses begin to deal with the aftereffects of Britain’s decision to leave the European Union, the IoIC asked internal communicators for their advice, tips and thoughts about how to help an organisation through Brexit. Suzanne Peck writes

“It’s been three months since 23 June and ‘uncertainty’ is still the most used word when you hear the term ‘Brexit.’ The internal communication world is no different to any other industry: there’s no crystal ball, no time machine to give us insight into what may happen when Article 50 is finally triggered.

Hearing businesses and organisations say, “It’s business as usual,” is not actually helpful or realistic. Yes, the overall message is right, but many employees can’t help but be concerned about job security and the potential impact on the economic and financial climate.

Over the last few months, the IoIC has asked communicators and IC experts to contribute to an ongoing discussion, sharing thoughts on how Brexit is impacting internal communication. What’s clear is that internal communication activity looks set to increase significantly – strategically and tactically – as we help organisations big and small to steer through choppy water.

David MacLeod – the man who led the government task force on employee engagement and co-authored the 2009 report which bears his name – says there’s no doubt that things are going to get tough for the UK. He says we need the most engaged employees in Europe if Britain is to succeed in the post-Brexit business landscape. Jane Sparrow, author and founder of the Culture Builders says, “The role of internal communicators is to keep steady and calm and be involved in the scenario planning conversations so they can be ready to communicate and influence. Our job is to deflate the balloon of anxiety and panic.”

Cathy Brown, executive director at Engage for Success says we should allow employees to voice how they feel or offer ideas.

Former IoIC CEO, Steve Doswell adds, “We should ensure we’re listening carefully to employees around the organisation. They may be feeling uncertain or insecure, especially if the organisation’s day-to-day business or growth strategy depends on all or any of the EU’s four freedoms: free access to the internal market (trade), free movement (people), capital and services. Assumptions may have to change concerning a wide range of business factors, from trading volumes, pricing and marketing to jobs and recruitment. We should find out what specific concerns employees have, tell them what we know already and acknowledge where we don’t have the answers.”

Gatehouse’s ‘State of the Sector: Brexit Special’ survey indicates some positives ahead for IC with 28% of respondents thinking that Brexit will give them increased access to senior leaders and 43% say it will increase internal demand for change communication expertise. Nearly one in five believe this represents a great opportunity to raise the profile of the function internally and to beef-up their standing as trusted advisors. Furthermore, a third think it provides a golden opportunity to influence the direction of the business.

What are the key bits of advice for internal communicators? Approach this like any other change project – keep a steady course, be honest, open and realistic. Equip managers so that they can communicate. Make sure leaders are visible. Keep up the dial on messages like, “This is where we’re going, this is what we stand for, this is what we are, this is what we’re proud of.” Reach for your inner activist. Continue to make the case for communication with a renewed passion and vigour. IC needs to provide that constant drumbeat of communication and consistency and to be the glue that keeps us all together. Deflate the balloon of anxiety. Be involved in the scenario planning conversations so we are ready to communicate and influence.

Suzanne Peck is president of the IoIC