Megan Noel, Global President of Corporate Affairs, Golin - Driving Change with Clarity

WEBVTT

1
00:00:02.320 --> 00:00:24.910
Shannon Lucas - Catalyst Constellations: Hi! I'm Shannon Lucas, one of the co-ceos at Catalyst constellations which is dedicated to empowering catalyst to create bold, powerful change in the world. This is our podcast move, fast, break, shit, burn out where we speak with catalyst executives about ways to lead successful transformation in large organizations. And I'm thrilled today to have time with Megan Noel. Noel. Welcome, Megan.

2
00:00:25.140 --> 00:00:27.459
Shannon Lucas - Catalyst Constellations: Hi! It's so great to be here, Shannon

3
00:00:27.770 --> 00:00:48.649
Shannon Lucas - Catalyst Constellations: stoked to have you and let me explain why? Because people are gonna be like Holy Moly. So Megan was named a top woman in Pr. By Pr. News and is a 40 under 40 recipient by Pr week. She's a senior communications, professional with 2 decades of experience working with global companies on the evolving role of communications functions

4
00:00:48.650 --> 00:00:58.349
Shannon Lucas - Catalyst Constellations: and how to optimize it to be a central force in helping the C-suite navigate complex stakeholder demands which is our lived reality every day. Now.

5
00:00:58.350 --> 00:01:19.339
Shannon Lucas - Catalyst Constellations: she's currently the global president of corporate affairs and a member of the executive leadership team at Golan. She's charged with driving practice growth, globally expanding service offerings, and IP alongside the 150 other corporate affairs, professionals across the world to support clients, business reputation, and transformation objectives.

6
00:01:19.640 --> 00:01:34.130
Shannon Lucas - Catalyst Constellations: Previously she led communications and corporate affairs at Pwc. Us. And Mexico, and so that's the high level. But I would love to hear about your journey through the catalytic lens, maybe sharing a couple of highlights that can help us see your catalytic nature.

7
00:01:34.130 --> 00:01:49.950
megan.noel: Yeah, I love that. So you know, I've always been a builder throughout my entire career, and I have been attracted to roles where you can build and create and frankly be a bit entrepreneurial

8
00:01:50.020 --> 00:02:13.920
megan.noel: even within large organizations. Right out of school I joined Edelman, which is the largest communications agency in the world, and it was right at the time where businesses were sort of grappling with. Should they have more responsibility to give back to the communities in which they serve and where they operate. And how do they take care of the environment?

9
00:02:14.435 --> 00:02:24.739
megan.noel: And corporate social responsibility and sustainability departments didn't exist then. And so you know, Richard Edelman, to his credit, had

10
00:02:25.122 --> 00:02:44.610
megan.noel: great foresight in that there was opportunity there, and hired people like myself to work with some of the most formidable companies on the, you know, fortune 500. List to. Not only think about stakeholder management, but think about ways that they can meaningly use their business resources to support

11
00:02:44.610 --> 00:02:56.199
megan.noel: communities, workforces, etc. And so, you know, did that for a number of years, and then popped into Pwc. Where

12
00:02:56.520 --> 00:03:24.000
megan.noel: I really had the opportunity that the Comms Department was at an inflection point, and they wanted to really build it out into something different and modernize it. Think about this. This was 2014, the sort of advent of social media, and how that really changed, how people communicated in the 24, 7 news cycle, and so, you know, had the opportunity there to really build a team from the ground up

13
00:03:24.030 --> 00:03:40.399
megan.noel: and shape it into what we consider a modern day. Corporate Affairs department and, you know, be able to be responsible for 250 people's careers, which is just such an immense responsibility and privilege.

14
00:03:40.400 --> 00:04:05.190
megan.noel: And now today, I am sitting at Golan, which is another amazing global Communications agency and have the opportunity to continue to build out a team there and help companies at this intersection of such immense regulatory pressure. Another change in how information gets sourced and fact checked or not fact

15
00:04:05.190 --> 00:04:27.250
megan.noel: and navigate a new administration and new business roles for Ceos. And so I've loved the challenge of coming in and taking something that maybe is good and making it great, or something that's great, and flipping on its head to be fit for purpose for what's next.

16
00:04:27.910 --> 00:04:34.250
Shannon Lucas - Catalyst Constellations: Yes, no matter, even if we're crushing it right now, you never know what happens tomorrow, so that adaptability is super important.

17
00:04:34.410 --> 00:04:37.430
megan.noel: Absolutely. I think adaptability and agility is.

18
00:04:37.430 --> 00:04:46.040
Shannon Lucas - Catalyst Constellations: Agility. Totally. So. How do you relate to the concept of catalyst? And how has that helped you, you know, become a successful executive.

19
00:04:46.280 --> 00:05:07.970
megan.noel: You know I didn't know I was a catalyst when I started to do more research on that. You had this Aha! Moment like oh, my God! I am a catalyst, and I think really fast. I can process large amounts of information, and I am comfortable, being uncomfortable and moving things forward.

20
00:05:08.230 --> 00:05:35.780
megan.noel: I had this great CEO that I worked for at Pwc. His name was Tim Ryan, and he was formidable and influential in so many parts of my career. But I remember when he 1st gave me the opportunity to have my 1st leadership role at the firm, and I was talking to him. And you know, explaining, this is what I want to do. Here's all the things I want to do. And he said, Hold up a minute, Megan.

21
00:05:36.250 --> 00:05:41.839
megan.noel: create a B level strategy and create a level execution.

22
00:05:42.950 --> 00:05:48.590
megan.noel: And I thought about that a lot. It's got to be better than average.

23
00:05:49.210 --> 00:06:13.959
megan.noel: but good enough to execute. And then you got to execute the heck out of it flawlessly, and that mindset has taken me throughout my whole catalytic journey. Create something that is a little aspirational and a little visionary right? It should be a little bit out of your reach as you're doing it, but don't make it so far out that you're not able

24
00:06:14.420 --> 00:06:33.239
megan.noel: to execute it really, really well, because the power of success is not only coming up with great ideas, it's the follow through and the ability to execute on those, and I think that is somewhat what has shaped my philosophy around my catalytic journey.

25
00:06:34.630 --> 00:06:53.829
Shannon Lucas - Catalyst Constellations: It's so spot on, and it's such a such a differentiator for people who can show up that way, because there's a lot of. And you know, in your, in your intro, it's like talking about creating IP, and you know, having products which is important. But to your point, it's like, it's not the idea per se. It's the ability to actually bring people along so that they can execute on that journey. Yeah.

26
00:06:53.830 --> 00:07:08.279
megan.noel: Yeah, I think, especially within large organizations. There's a lot to navigate within matrix environments. So you know, you know the old saying, keep it simple, stupid like actually really applies, because even to make small changes

27
00:07:08.720 --> 00:07:31.529
megan.noel: within large organization takes immense amount of effort. And so if you're able to be surgical and clear about your strategy and execute it really well, that only not only builds confidence in yourself, but build confidence in others, that you could do it and do it really, really well, and maybe perhaps do it at a larger scale.

28
00:07:31.530 --> 00:07:40.259
megan.noel: So it's it's it's definitely something that I I use as my guidepost each and every day when I'm making decisions.

29
00:07:41.320 --> 00:08:08.529
Shannon Lucas - Catalyst Constellations: A follow up question to that. But I also might be a pivot to, you know you talked about like Edelman and Pwc. And the opportunities that you had, the change that you embraced the practices that you built out. I'm wondering if there were guessing there were challenges along the way, and how you overcame those challenges. But connected to that is what are some of the tips for excellent execution of those aspirational strategies.

30
00:08:08.530 --> 00:08:34.600
megan.noel: Yeah, of course. Right? Who doesn't? They'd be lying to you if you don't have resistance, or there are challenges along the way. I think a big part of what being a catalyst is that you have strong resilience, and you're able to then sort of get back up again and keep going. That strong stomach really is going to be necessary when you're driving any sort of change, especially transformational change. So

31
00:08:34.600 --> 00:08:56.400
megan.noel: to have a little bit of it's okay, there's going to be resistance and making sure that you're thinking about the entire change management process. During my time at Pwc. I was lucky to oversee a team of change management professionals as part of my role. I had no change management, formal change, management experience before that job, and

32
00:08:56.610 --> 00:09:14.090
megan.noel: those individuals that I manage ended up teaching me the most about effective change, management, and what it takes, and how communications and clarity of vision and clarity of that communications is really important and bringing people along.

33
00:09:14.090 --> 00:09:34.060
megan.noel: And so I have taken some of those change management principles, and really applied that to each and every single thing that I do every day, because I think they are relevant when you're trying to turn left or turn right when you were going straight and helping people understand the why, what's in it for them?

34
00:09:34.330 --> 00:09:54.110
megan.noel: What? What's the benefit and what I need from them in order to make it work, and and that clarity and that consistency. And so there's some of that that I think is is so critical to anybody's journey and and being able to understand good change is is a gift.

35
00:09:56.330 --> 00:10:20.360
Shannon Lucas - Catalyst Constellations: Oh, I have so many questions for you. It's interesting to think about the role that communications plays in change management. So sort of a 2 part question. I'd love for you to speak about that. But also we have this mastermind called the Catalyst Leadership Trust, and people can bring burning issues. And one of the execs brought us the question of

36
00:10:20.550 --> 00:10:32.709
Shannon Lucas - Catalyst Constellations: How is change management changing today? And I know you're not a change management professional that maybe you got certified after. I don't know but I would love your thoughts about both of those things, and I'm guessing that there's like a connection a thread between them.

37
00:10:32.710 --> 00:10:59.660
megan.noel: Yeah. So I now consider myself a change management professional after having done it for so long and and helping an organization of 75,000 help drive, change in each and every day. I think the 1st part of your question, I think comps and change are inherently connected. And why, whether they're organizationally, they sit side by side, or many organizations are starting to come together under a corporate affairs. Banner.

38
00:10:59.670 --> 00:11:22.849
megan.noel: I think that you can't really have good change without good comms. The Comms is where the rubber meets the road, but the change management principles are critical for communicators when they're trying to help drive action, especially around operational changes, that they need to be done. So I think that they should go hand in glove together.

39
00:11:23.363 --> 00:11:52.389
megan.noel: And you know, I think, for anyone that is trying to drive change today. It's no secret that the only constant in organizations is change, right? No business is standing still. There's this amazing stat that I keep referencing that came out of Davos a couple of years ago from Pwc. By the way, and it said 50% of the companies that exist today don't think they'll exist in 10 years.

40
00:11:52.480 --> 00:12:07.769
megan.noel: That's staggering, staggering one in 2. Don't think they're going to be here. So what does that mean? In order for them to be here? They need to invest in new products and innovations. They need to invest in new markets. They need to change their entire

41
00:12:07.770 --> 00:12:30.210
megan.noel: business models in order to exist, they need to change ways of working. All of that is rooted in transformation. Right? And so, whether you have change management in your title or not, you need to understand the concepts in order to move forward and do it at a pace

42
00:12:30.210 --> 00:12:49.669
megan.noel: that not only can keep up with the competition and make sure that your business is viable, but equally as important is bringing your organizations along. So they understand the why and are bought into it and will help you achieve that goal, especially as we look at organizations

43
00:12:49.670 --> 00:13:02.149
megan.noel: like, look at Amazon, for example, that started as a retail book online bookseller. And now today, Amazon is frankly in every industry. Effective change management enabled that company

44
00:13:02.250 --> 00:13:10.860
megan.noel: to be able to continue to reinvent itself continuously and stay not only relevant but super competitive in today's market.

45
00:13:14.280 --> 00:13:15.210
Shannon Lucas - Catalyst Constellations: Yes.

46
00:13:16.060 --> 00:13:23.210
Shannon Lucas - Catalyst Constellations: and I'm wondering if you have advice, because just listening to that as a person who has a positive relationship with change.

47
00:13:23.648 --> 00:13:31.971
Shannon Lucas - Catalyst Constellations: It's like the change. Fatigue is so real right now, and if you think of a standard distribution, you know, change curve.

48
00:13:32.350 --> 00:13:56.500
Shannon Lucas - Catalyst Constellations: you know the even when the catalysts are getting change fatigue. It's a lot. And people are, you know, last year we heard a lot of companies talking about having to do more with less which we don't might not be talked about at the top line as much, but it's still the reality for how you know how organizations are operating. And so I'm wondering if you have advice for how to navigate. Because you're like, yeah, we need to invest in

49
00:13:56.500 --> 00:14:11.039
Shannon Lucas - Catalyst Constellations: sort of, you know, new products and new innovations, new business models, new ways of working like that. It's a lot of change at the same time. So maybe what's the role of a comps person in this or just, you know, from your perspective as a catalyst executive. What advice do you have for people.

50
00:14:11.770 --> 00:14:40.970
megan.noel: Both from a catalyst executive. And as a change in Comms professional, it's all about ruthless prioritization. You can't be all things to all people, and you can't do all things that you know at once. Really? Well, it goes back to Tim Ryan's advice, do a B level strategy and a level execution. You can only do a level execution, maybe one or 2 things. So it's about picking and choosing what changes you want to bring now today.

51
00:14:41.070 --> 00:15:00.840
megan.noel: and and why explaining that executing on it and then continuing to move, people can always change. It's when you're trying to throw change here, here, here, here and here that people start to say, that's too much. I can't be all things to all people but this and this and this and this and this

52
00:15:00.840 --> 00:15:07.099
megan.noel: feels better, right? And and also, frankly, the transparency in communications around.

53
00:15:07.100 --> 00:15:31.490
megan.noel: especially from a business strategy standpoint. I spend a lot of time talking to our clients today about how much do you think your employees understand your business strategy, the business of the business, how you make money, how you go through your supply chain what it means for them, and there's a lot of opportunity to still do that internal education, especially with employees about the business of the business

54
00:15:31.490 --> 00:15:50.469
megan.noel: and the strategy behind that and the why, so that you can bring them along of when you need to make a change or a pivot, it becomes much easier to comprehend, because they've been brought along the entire way versus just coming to them and saying, Well, now, we got to be in this new market, or now we got to be in this new area, but not

55
00:15:50.480 --> 00:16:06.089
megan.noel: having them be brought along for the entire story and strategy just being brought in 50% of the time. So to me, communications goes hand in glove with the good strategy in order to drive the change.

56
00:16:08.100 --> 00:16:22.860
Shannon Lucas - Catalyst Constellations: I love the recognition that pro I mean. My guess is that the majority of employees don't actually understand the business of the business, and how crucial that is before you even, I mean, there's partly a strategy in there. But then, what's this supporting strategy?

57
00:16:23.246 --> 00:16:47.570
Shannon Lucas - Catalyst Constellations: One of the things we often talk about, and you and I got to talk about a little bit before we hit. Record is in order to create change. You have to be able and bring people along, which is what you're talking about. There's a little, not a little bit. There's a lot of the contextualization of what's in it for them. What's their worldview? How are you connecting with you know what is going to be meaningful for them around the why and all of that.

58
00:16:47.880 --> 00:17:02.700
Shannon Lucas - Catalyst Constellations: And so I'm as I'm listening to you. I'm thinking about this tension between the high level transparency and strategy, but also understanding, like almost the hyper personalization that you need to bring to engage people to reduce the friction. Can you speak a little bit about that?

59
00:17:02.940 --> 00:17:13.769
megan.noel: Yeah, I think the great thing about today's world. Especially with the integration and adoption of AI, is that personalization.

60
00:17:13.770 --> 00:17:14.650
Shannon Lucas - Catalyst Constellations: Hmm.

61
00:17:14.650 --> 00:17:27.879
megan.noel: Can happen much more easily where it used to be able to happen. Probably a super manual process or not at all. We could start to do personalization of what what this means for you.

62
00:17:27.880 --> 00:17:51.449
megan.noel: Megan versus what this means for you, Shannon, very differently to sort of meet people where they are with the help of technology. And as a communicator, I've used AI and other Tech enabled tools a lot to drive that personalization. To really get down to. This is what this business strategy means for you and your role and and your career.

63
00:17:51.450 --> 00:18:05.970
megan.noel: and that has been helpful in facilitating change. You certainly can't do that all the time right? But it's also really helpful in thinking about changes, all your different audiences, and

64
00:18:05.970 --> 00:18:31.539
megan.noel: what buckets they're in, and what spaces of the change curve that they'll be at, and starting to think about it through their lens, so that when you are communicating different things that you can take it through their eyes, even if it can't be hyper personalized, but doing that exercise right from the start, not only as a leader, but just like a good

65
00:18:31.540 --> 00:18:56.799
megan.noel: boss, that's gonna be helpful to people that you really understand and empathize with where they're at. And you know, I think empathy has been a big leadership principle that we're now talking about, and it's great, I think, as catalysts. We are so hard charging that sometimes we forget that, or I'll speak for myself.

66
00:18:56.800 --> 00:18:57.790
Shannon Lucas - Catalyst Constellations: No, I'm out. You can.

67
00:18:59.860 --> 00:19:25.439
megan.noel: So. We need to take a pause and be empathetic that not everybody is as excited or energized by change. And so that has, I think, not only thinking through the the lens of the different audiences, and what the change means for them, but equally having that empathy that they may not see it as the way I see it, and trying to meet them where they are, has been super helpful.

68
00:19:25.880 --> 00:19:42.459
Shannon Lucas - Catalyst Constellations: Spot on. It's really interesting. There was, I think it was a New York Times article about how AI is actually more empathic or empathetic. And and I love this specific call to action for catalysts. I mean so many catalysts for obvious reasons, that I know use AI in lots of different ways.

69
00:19:42.540 --> 00:19:59.940
Shannon Lucas - Catalyst Constellations: but I love it, for I honestly hadn't connected the dots about, you know, doing taking some of the work and the emotional labor that we have to do about trying to contextualize and understand some of the, you know, user personas or groups that we might be working with and just sort of outsourcing that a little bit with intentionality to reduce the friction.

70
00:20:00.250 --> 00:20:29.589
megan.noel: Yeah, yeah, I think AI could be a powerful tool in so many different ways. And you know it can help being your literal, you know, co-pilot in doing some of the work I've seen, you know. Some CEO. Say that I'm now. They're now using it to help develop the next stage of strategy. And and that's amazing, right? I certainly think that the burden falls on us as professionals to do that execution and do it well. But it can be another tool in our toolbox along the way.

71
00:20:30.550 --> 00:20:40.960
Shannon Lucas - Catalyst Constellations: Okay? So I had sort of nudged the conversation. Going back to the biggest challenges that you've had driving change in large large organizations. Is there another challenge that you've dealt with and overcome, that you'd like to share.

72
00:20:41.410 --> 00:20:59.359
megan.noel: Yeah, I think with, you know, with any organization and any new opportunity you're gonna create, you know, create friction or or have some resistance. And you know, one of the things that I always think about in my experience is, did you?

73
00:20:59.360 --> 00:21:24.610
megan.noel: Did you leave it better than it started? And what is the impact that you're driving there? What will you be remembered as? And you know, I think that right now I'm in a place at Golden, where I am helping the organization really take advantage of its amazing reputation across the world as a fabulous agency. And how do we build upon that

74
00:21:24.660 --> 00:21:25.900
megan.noel: to

75
00:21:26.980 --> 00:21:51.593
megan.noel: create new opportunities for our clients and for our talent. And so, as I'm going through the change right now, it's been so fun to hear about what has worked, what hasn't? Why, and what is the other pathway that we need to get there? And so, you know, as I'm now 4 months into my new job and being able to

76
00:21:51.990 --> 00:21:58.020
megan.noel: break down some of the perceived or real barriers has been exciting.

77
00:21:58.160 --> 00:22:01.369
megan.noel: I've learned that you have to ask a lot of questions.

78
00:22:01.590 --> 00:22:27.119
megan.noel: I am immediately a go to action type person, right? There's a problem I want to solve it. It's linear, very linear to me, A to B. And what I've learned as I've been trying to build this team right now is to be a little bit more intentional to slow down to ask a bunch of questions. Why is that perceived wall, or that real wall up there?

79
00:22:27.770 --> 00:22:34.490
megan.noel: How was it created? What's keeping it up there? What's creating the environment that it is. Now.

80
00:22:34.650 --> 00:23:00.029
megan.noel: what do we think can change about it? What do we think can't right? What will be the impacts if we change it intended or unintended right, and by slowing down and asking more questions. And you hear that a lot from leaders, and especially Ceos, as they get to the top that they're spending a lot more time asking really poignant questions of their teams than just solving the problems.

81
00:23:00.570 --> 00:23:08.540
megan.noel: It really helps you not only understand. When you press go. It's the right answer. And why?

82
00:23:08.670 --> 00:23:11.739
megan.noel: But all of the

83
00:23:12.180 --> 00:23:28.850
megan.noel: impacts that you'll have along the way, positive and or negative, and being able to help do that. And and you know it's such a blessing and a privilege to build teams, you know, and and to be able to do that now and and have another shot at that is is really special.

84
00:23:30.170 --> 00:23:55.159
Shannon Lucas - Catalyst Constellations: It's such an important reminder. I made a comment earlier today to someone who, like I shared my bias because I was like, are all companies. If we have the change Curve and the catalysts are on the left. Are all companies culturally going to have to move a little bit to the left, and we just like can. My my sort of inference was, we can just ignore, like the back end of the change curve. And it's like, no, actually, there can be some really interesting wisdom in the people who are like as you're coming in with the change.

85
00:23:55.160 --> 00:24:09.119
Shannon Lucas - Catalyst Constellations: sitting there going. Now, we've done this before we failed, and the intention to sit down and at least listen to the minefield, or the things that have happened, or the things that help might help you mitigate risk can feel really painful and slow, I'll say for myself, but

86
00:24:09.120 --> 00:24:13.670
Shannon Lucas - Catalyst Constellations: can be so illuminating and important. So thank you. Thank you for sharing that.

87
00:24:13.810 --> 00:24:40.030
megan.noel: I will also say that for catalysts, who are always there on the like far, you know, left dead ready to go with the change curve and going back to building teams I have in the process of building my leadership team. And it's been so fun to just be able to pick out people who will be complements to myself and diversity in so many different forms that

88
00:24:40.080 --> 00:25:09.210
megan.noel: perhaps you're, you know, as I look at different individuals, people that will complement me, and maybe not be so much of a catalyst, but will be great conveners, or will be super empathetic, or will be great executors. And so how do we, as catalysts, recognize our strengths, harness them, but surround ourselves with people that will perhaps complement our weaknesses, and

89
00:25:09.460 --> 00:25:20.449
megan.noel: say the extra 4 sentences, or spend the extra 3 h with somebody where we're impatient, and we're like, I've already moved on. That person will say, I got you, Megan, and

90
00:25:20.800 --> 00:25:49.710
megan.noel: so then spend the you know, so and so amount of time to support the individuals who may or may not be quite there. But I'll get them there so that we can all move fast. But you continue to break down those barriers over here while I take care of those folks over here so that we're we're all riding in this together, and I'll have a role. But I have found that in rebuilding teams so important because you can't have all catalysts. You all run away

91
00:25:49.710 --> 00:25:50.360
megan.noel: totally.

92
00:25:50.360 --> 00:25:52.640
megan.noel: There'll be no one left.

93
00:25:52.640 --> 00:25:53.210
Shannon Lucas - Catalyst Constellations: Thank you.

94
00:25:53.210 --> 00:26:00.800
megan.noel: Do the things, and so recognizing your strengths and other people that will complement you, I think, is another place that I've

95
00:26:00.930 --> 00:26:03.490
megan.noel: learned more about myself in this journey.

96
00:26:03.710 --> 00:26:29.779
Shannon Lucas - Catalyst Constellations: I I totally agree. I had this like massive spreadsheet. And I lost big corporate role because it was exactly that it was like, I need some translators. I need some Bridgers. I need people who straddle the Ops and people thing and spot on. All right. I wanna ask you a question, because, like, when we work with large organizations to help them identify their catalysts and sort of activate whatever the biggest areas of opportunity. Or you talked earlier about like whatever the key top prior strategic priorities are.

97
00:26:29.880 --> 00:26:42.489
Shannon Lucas - Catalyst Constellations: do you? We usually also try and curate for diversity. But it doesn't mean that we always have someone from a Comms background or the Comms team as part of these, you know. These teams, these functional teams.

98
00:26:42.700 --> 00:26:52.860
Shannon Lucas - Catalyst Constellations: Do you have advice for catalysts who are trying to drive, change and need to work with the Comms teams internally to help with reducing the resistance.

99
00:26:53.320 --> 00:27:08.130
megan.noel: Yeah, I think the beauty of the communications functions over the past couple of years, and I think the pandemic accelerated. This is that more and more communications. Teams are having a bird's eye view across the organization.

100
00:27:08.520 --> 00:27:28.340
megan.noel: you know, it's really the Comms team and the CEO that are seeing all the different audiences and stakeholders inside and out, and then helping the CEO and the broader C-suite make those choices. If we do this, it's gonna serve this community, but not that community, or this is the trade off. And

101
00:27:28.340 --> 00:27:34.119
megan.noel: you know good Comms teams and professionals can help you tread spot

102
00:27:34.120 --> 00:27:44.749
megan.noel: where your potential wins could be very early and maybe create those change champions that you want to lead into equally. They're going to help you.

103
00:27:45.303 --> 00:27:50.459
megan.noel: Maybe transport some of the detractors or the types of communities and concerns that you can expect

104
00:27:50.570 --> 00:27:52.770
megan.noel: or and or

105
00:27:53.330 --> 00:28:11.980
megan.noel: help. Say, Gosh! If we do this, this goes back to Ruth's prioritization. We have this going on, this going on, this going on. So even if this is the best laid plan, there's these 3 other things that we need to do as a business. And is this really the right time to be doing that? I used to spend a lot of time

106
00:28:11.980 --> 00:28:29.439
megan.noel: in a large organization as the Comms leader, talking to business leaders that wanted to drive, change and then talking to them about timing of that? And is that the right change to do now, because we have these other things. Can this wait a little bit, or can we speed this up? And and

107
00:28:30.080 --> 00:28:57.700
megan.noel: good change is right? Go back to B level strategy. A level execution is not just what's the great idea? But how will you execute it? And then what are the possible distractions, and so we would spend a lot of time pacing the cadence of change in order to make sure that the business was successful, because ultimately we wanted to move forward. You know we wanted it to be great, but knowing that there were these 3 other things that were going at the same time, that would distract people.

108
00:28:58.410 --> 00:29:06.839
megan.noel: it could create a higher potential for failure. So goods Comms organizations will help you navigate some of those complexities.

109
00:29:07.020 --> 00:29:23.030
Shannon Lucas - Catalyst Constellations: You're blowing my mind again, and it also is I like, I hate like admitting some of these biases, or you know, preconceptions that I have, but it's like I was thinking about it much more in a like, how can the communications team help the catalyst teams.

110
00:29:23.060 --> 00:29:34.700
Shannon Lucas - Catalyst Constellations: you know, accelerate through leveraging their communications. But really it the inverse is the more powerful one which is like you, as the communications are literally seeing, because

111
00:29:34.710 --> 00:29:59.030
Shannon Lucas - Catalyst Constellations: the the sometimes the organization will be like, here's our 6 strategic things. It's probably too many. And you guys are like. But here's the ones that we're doing this quarter. Here's the 2 that we're doing this quarter, or whatever it is. So the insight and guidance for a good communications team. I'm guessing that has a good relationship with the C-suite, so that they're they are also ruthlessly prioritizing. It's sort of like the magic decoder ring or like. Here's the secrets of what you guys should be aligning on.

112
00:29:59.300 --> 00:30:29.239
megan.noel: Yeah, I see the Comms function really helping translate great strategy into execution. And it, if done properly, you're helping drive awareness and understanding, but then moving them to action. So even if you don't consider yourself a change management expert, I think all of us in Comms, especially for large corporations, are trying to do communications to drive some action. Either you're protect, you know, driving a reputation.

113
00:30:29.758 --> 00:30:33.389
megan.noel: Raising awareness of something changing perceptions or

114
00:30:33.630 --> 00:30:46.829
megan.noel: asking employees to to do something that you want them to do that will serve the business well or protect the business. And so we are not just doing Comms for com sake, we're doing comms to support

115
00:30:46.940 --> 00:30:50.440
megan.noel: business objectives that move people to act.

116
00:30:51.410 --> 00:30:55.259
Shannon Lucas - Catalyst Constellations: Amazing. I hope everyone listens to that, and will action on it

117
00:30:55.820 --> 00:31:04.270
Shannon Lucas - Catalyst Constellations: all right as we wrap up. I would love to hear about your favorite catalyst, who inspires you, and past or present. And why do they stand out to you.

118
00:31:04.590 --> 00:31:25.847
megan.noel: Yeah, I'll I'll continue to use tim Ryan, who was one of my Ceos and he is he he is definitely a catalyst. He is inspirational in so many different ways. Always 2 steps ahead, thinking about what's next?

119
00:31:26.320 --> 00:31:49.661
megan.noel: absorbs a ton of information really quickly, and then can translate that but also has the ability to take that complex information and make it really simple. He is a man that doesn't use big words, despite being a CEO and sitting with Ceos, is is always using plain spoken and

120
00:31:50.430 --> 00:31:54.280
megan.noel: and has deep empathy for

121
00:31:54.870 --> 00:32:24.560
megan.noel: many, many people across organizations, and I think that's you know, something so special as you look at leaders who can sort of somewhat be detached as they sit in the proverbial ivory tower, and to always remember that you're there to serve your organization. And I think that's been so inspiring, working with Ceos and individuals that are selfless in that way, and use their gifts to support others.

122
00:32:25.540 --> 00:32:33.639
Shannon Lucas - Catalyst Constellations: Yeah, he sounds like a great mentor like he saw you and the value, and was invested in your success as well, which is always so inspiring.

123
00:32:33.640 --> 00:32:35.100
megan.noel: Yes, definitely.

124
00:32:35.790 --> 00:32:44.350
Shannon Lucas - Catalyst Constellations: Megan. Thanks so much for this conversation. I got a lot of insights. I would love to continue the conversation at some point. Thank you for joining us.

125
00:32:44.350 --> 00:32:46.550
megan.noel: Thanks, Shannon. It was great to be on.

126
00:32:47.100 --> 00:33:15.550
Shannon Lucas - Catalyst Constellations: To our listening audience again. Thank you to joining for joining us today. If you'd like to learn more about how to create bold, powerful change in the world. Be sure to check out our book, move fast, break, shit, burnout, or go to the website at catalystconstellations.com. And if you enjoyed this conversation as much as I did. Please take 10 seconds to read it on itunes, spotify stitcher, or wherever you listen to your podcasts and of course, if you have other catalysts in your life, hit the share button and send a link their way. Thanks again.