The last five years — and with no end in sight — have tested even the most agile and adaptable organizations and executive leaders. The amount and pace of change has been intense and challenging for employees, especially when C-suite leaders are part of what’s continuously changing. 

The median CEO tenure among S&P 500 companies decreased 20 percent between 2013 and 2022, according to research from Equilar. A Korn Ferry study of the top 1,000 U.S. companies indicates the average tenure across C-suite roles sits at 4.9 years with some variation by title and industry. CHRO and CMO roles average 3.7 and 3.5 years, respectively. Most organizations likely experience at least one C-suite leader change every year, and more when mergers and acquisitions are at play. 

Whether executive leadership changes are planned or unexpected, this amount of turnover takes a toll on people and the organization. Strong, consistent executive leaders are critical to organizational stability. Continuity at the top contributes to employee retention and engagement, process and productivity improvement and better results. 

Departing, remaining and new executive leaders and boards are responsible for ensuring smooth and transparent transitions that will maintain stability and build trust. This can be achieved through a clear, credible and consistent communication strategy. 

Be clear 

• Start by developing a detailed communication plan related to the change. Determine who will be on the implementation team and be clear about the level of sensitivity required. 

• Develop and manage a tight timeline to ensure the right people will receive the right information at the right time. Leaks, rumors and speculation can derail the best plan and may result in a breach of confidential information.  

• Work with the implementation team to develop solid key messages and an FAQ. Messages must be clear, true and authentic. Do not lie, hedge or dodge the facts. Treat the departing executive fairly and respectfully, depending on specific circumstances. Then focus on addressing the what, why and so what of the change. What’s the change? Why the change and why now? What does this change mean — to the organization, to the team and to “me,” the employee? Internal and external messages must be in sync. Be human in your messages. People changes are never “just business.” Leaders and employees are human beings with relationships and emotions.

Be credible 

• Executive leaders and managers play an important role in implementing the communication plan and ensuring smooth transitions. They help internal teams understand the change and feel confident in the future of the organization. 

• Your communication plan should identify which leaders and managers will be part of the announcement team and what their respective roles will be. 

• These leaders must be equipped with key messages and FAQ resources, as well as a solid understanding of the change: the what, why and so what. 

• The organization must empower leaders and managers to be credible and consistent when sharing information with their teams and direct reports and with customers and partners. All front-line leaders and managers can benefit from communication training and coaching. If your organization doesn’t have communication training in place, it’s time to think how to support leaders to develop these critical skills. 

• Leaders and managers supporting change communication need to demonstrate support for and confidence in the transition and future of the organization. Be self-aware. Be honest. Pay attention to others. Be empathetic and stay present in conversations.  

 Be consistent 

• Too many organizations treat the announcement of key leader transitions as “one and done.” New and remaining executive leaders likely have had knowledge of the change for weeks (or longer) before the announcement, operating with the belief that once the news has been shared, the organization will move on. This is not how humans are wired. 

• The communication plan should include specific, consistent touchpoints for leaders and managers to connect with teams, direct reports and external audiences immediately following the announcement. There should be a “feedback loop” to the implementation team to ensure concerns and questions are consolidated and addressed, accurately and quickly. 

• Leaders and managers should build in consistent check-ins in the weeks that follow to ensure understanding, acceptance and confidence in the leadership transition and how it’s unfolding in the organization. 

Clear, credible and consistent communication is a stabilizing force and builds trust for organizations in times of transition. Trust is fragile, and in the face of change or uncertainty, it’s crucial leaders have the tools and skills they need to move the organization and its people forward for success. More information on change management, and how to make change stick is available at this link.  

Are you preparing for organizational change? Download Beehive’s change management communication plan.  

About Lisa Hannum, CEO 

Lisa Hannum is founder and CEO of Beehive Strategic Communication, a Certified B Corporation. She is a purpose-driven leader who believes in the power of communication to build better businesses for a better world. Lisa has more than 30 years of experience in brand positioning, change management, culture transformation, crisis and issues management, marketing and public relations. Her clients have included Verizon, 3M, Cargill, University of Minnesota Health and Beaumont Health. Lisa frequently speaks and writes on the business value of communication and workplace culture.