How communicators can help managers embed themselves in new teams

A look at the ways managers can establish themselves in the comms process.

Managers aren’t just team leaders — they’re also key parts of any organization’s communications structure. Comms pros can lean on managers to help spread internal news and updates and relate them in a way that meshes with an individual team. But what happens when a new manager joins an existing team?

Newly placed managers and communicators can work together to learn, adjust and apply communications processes. This collaboration can help keep the company’s values at the forefront of messaging while also tailoring communication to each new manager and their reports in a way that leverages their skills and personalities.

Debra Helwig, internal communications and event director at Pinion, told Ragan that the first thing communicators and managers should do at the outset of a new managerial assignment is to observe how the existing team communicates. She shared that this happened in her own department, when a senior associate on her team was promoted to a manager position.

“You have to go in not trying to change a lot, but really listening and observing,” Helwig said. “Ask them questions about how the team works and what the pitfalls are.”

Daviera Powell, director of strategic internal communications at The Leukemia and Lymphoma Society, recommended that new managers start out by working with the comms team to learn about what channels the team uses to communicate. After that, she suggested setting up a meeting with the new team to discuss preferences. Doing so will help embed the new manager into the team and also provide valuable feedback for the comms department.

“In addition to providing an avenue for the team members to share their thoughts on team communication, it’s also an opportunity for the new manager to share their communication preferences,” Powell said. “The comms team should also help the manager create a Q&A document for the new manager to help answer questions about how they’ll manage and interact with their reports.”

Communicators as facilitators

With work taking up a major part of most people’s waking hours, it’s only natural that they get used to the people and processes that govern their teams. A new manager can throw that into flux if they’re not onboarded properly. Internal communicators can serve as valuable conduits to forming the perception of the new manager.

“It’s our responsibility as the internal comms team to shape the narrative when a new manager comes aboard,” Helwig said.

Helwig suggested running a messaging campaign aimed at both reports to the new manager and adjacent employees that informs and humanizes the manager. This can include blogs that explore the new manager’s personal interests, Q&As about their background before ascending to the role or a video introduction posted on the intranet.

“The team often wants to know who their manager is as a human being in addition to who they are as a colleague,” she said. “It’s our job to answer any questions about why this is the right person for the job at this point in time.”

Engaging skeptics and the importance of tone 

A new manager can pose a major change for employees — and they’re not all going to be sold on the adjustment right away. Internal communicators can help smooth out that process.

Helwig proposed having new managers work with comms pros to pin down the wording and presentation of how they plan to run their teams. By going into the transition with a collaborative mindset, new managers are more likely to get their teams to open up, clearing paths for better communication.

“There’s a difference between agreement and alignment, and we need alignment,” she said. “Bring the team into the transition process by clearly inviting their opinions and support.”

Powell said that tone matters a great deal when a new manager arrives on an existing team. The comms team should ensure that they work with the new manager on emphasizing positivity in their team communications, and all introductory calls and announcements should reflect this as well.

“New managers and the comms team should work in lockstep to craft a positive tone upon their arrival,” Powell said. “It goes a long way toward making a team click.”

Sean Devlin is an editor at Ragan Communications. In his spare time he enjoys Philly sports and hosting trivia.

The post How communicators can help managers embed themselves in new teams appeared first on Ragan Communications.