Helping You Navigate Change

And How Coaching and Communication Go Hand in Hand in the Process

Change is constant.

Whether it’s organisational restructuring, a shift in market conditions, the arrival of a new leadership team or a personal career pivot, we are all faced at some point or another with moments where the familiar gives way to the unknown.

Whether we like it or not.

For some, such changes can feel energising – a chance to explore new opportunities, etc.

For others, they can be unsettling, even overwhelming.

In either case, navigating change successfully isn’t about simply getting through it. It’s also about shaping the journey so that you, your team and/or your organisation emerge from it stronger.

That’s where the combination of coaching and communication comes in.

Over more than three decades in communications, public relations, marketing and senior leadership roles, I’ve seen firsthand how powerful clear, empathetic communication can be.

Through my work as an executive and business coach, I’ve also learned that the ability to help people reflect, reframe and take purposeful action is just as critical as managing change itself.

When we bring these two disciplines together, change doesn’t just happen to people — it happens with them.

Why Communication Matters During Changing Situations

At the heart of every change programme, whether in a multinational, a charity or a small business, lies a need for people to understand why change is happening, what it means for them, and how they can contribute to what comes next. Without this clarity, uncertainty can grow, rumours spread (whether we like it or not!), and resistance can take root.

Effective communication in such situations isn’t just about sending information. It’s also about building trust. It’s about listening as much as speaking (or about being on Send & Receive, as we used to say).

It’s about using language that is honest and human, rather than corporate jargon.

It’s also about creating an environment where people feel safe enough to share their concerns and ask the right questions (no matter how awkward they may appear).

I’ve worked on transformation programmes where the technical plan was flawless, but the lack of clear communication left employees anxious and disengaged. Conversely, I’ve also seen challenging change initiatives succeed because the leaders concerned invested their time in conversations, empathy and two-way dialogue.

The Coaching Element

Coaching can add another dimension to this process because, while communication addresses collective understanding, coaching supports individual response.

Change impacts each person differently.

Some will quickly adapt because it’s part of their emotional DNA, while others may feel stuck or uncertain when the known and established are disrupted.

As a coach, my role is to help clients (whether they’re CEOs, emerging leaders or teams) explore their reactions, clarify their goals and develop strategies to move forward.

In my view (and experience!), coaching during change isn’t about giving instructions.

It is also about asking the right questions.

Questions such as:

• What does this change mean for you?
• What possibilities does it open up?
• Where might you need to adjust your approach?
• What support will help you succeed?

This questioning process helps individuals take ownership of their change path, rather than feeling like passengers in someone else’s plan.

Or hostages, if you will.

The Power in Bringing Both Together

When organisations combine strong communication with targeted coaching, the results can be transformative.

For example, imagine an organisation introducing major restructuring.

Leaders explain the rationale behind it clearly, keep staff updated regularly and provide channels for feedback (communication).

At the same time, individuals and teams have access to coaching sessions to reflect on their own career direction, adapt to new roles and build confidence (coaching!).

This combination not only reduces uncertainty, it also empowers people to see change as an opportunity for growth.

A Person-Centred Approach

Change is rarely just about processes, systems, or structures. It’s also about people, their hopes, fears, ambitions and capabilities. That’s why I take a person-centred, strengths-based approach to my work. I listen carefully to where clients want to go, help them explore alternatives and encourage them to identify actions they can commit to.

In my experience, when people feel heard, informed and supported, they’re far more likely to engage positively with change. They then become advocates rather than bystanders.

If you are facing change today, whether in your career, team or your organisation, ask yourself these two apparently simple questions:

1. How are we communicating the change purpose, progress and the impact of this change?
2. How are we supporting people, individually, to adapt and thrive?

When you can answer both questions with confidence, you’ve moved beyond simply managing change to truly navigating it.

If you’d like to explore how coaching and communication can work together to support you or your organisation through your change, I’d be delighted to start that conversation with you.

Mary Leonard

A founder of Puffin Communications, Mary Leonard is a business and executive coach with over 30 years’ experience helping FTSE-listed companies, private enterprises, and not-for-profits navigate change and achieve their goals.