TITLE: Managing Director, HAVAS Red
YEARS IN THE ROLE: 6 years
YEARS IN THE INDUSTRY: 17 years
YEARS IN THE MIDDLE EAST REGION: 18 years
POWER ESSAY: LAYING THE GROUNDWORK FOR LASTING CHANGE
As we experience big market shifts globally, leaders are more than ever emphasising the importance of embracing change in business. The Middle East’s rapid adoption of megatrends, such as disruptive technology, means regional agencies are faced with the inevitability of disruption and change management. From generative AI and even shifts toward sustainability, the region is undergoing a profound evolution that requires strategic communication to manage.
In this era of constant transformation, we all talk about our efforts to deliver successful business change … but are we really changing? Too often, companies are consumed by the rush to adapt and innovate, forgetting that stability is just as crucial. Change without stability can lead to confusion, fear, and resistance – both within our teams and with our clients too, if we’re not careful how we show up. In the rush to perfect change and transformation communications, the vital task of fostering stability and reducing anxiety is often neglected.
Now more than ever, communicators must internally prioritise ‘stabilising’ messages that promote calm and consistency – all while balancing a business and being in the pursuit of meeting targets. So, how do we set the groundwork for adopting such practices?
Firstly, the need for a balanced approach should make us focus on what’s working on a given day, instead of what constantly needs to change. While managing change is essential, fostering stability is equally critical to maintain trust and morale. Stability is not about resisting change; it’s about creating a sense of continuity that allows employees to navigate new directions with confidence.
Secondly, transparency and supportive communications are now more than ever critical for securing buy-in. Leaders must help their teams understand the external forces driving change within their organisations, clarifying both opportunities and challenges. Helping employees understand the reasons for change, and encouraging them to embrace it, calls for honest, consistent and repeated messaging. A transparent narrative outlining why change is necessary, what it entails, and how it benefits both the organisation and its people is fundamental in building trust and commitment.
Lastly, prioritising consistent communications is another critical element, requiring a two-way flow of information across a flow of multiple channels. This should not be limited to a top-down approach; it also involves actively listening to feedback from all levels of the organisation.
Furthermore, people also tend to adopt policies they’ve helped create, and involving them directly helps make change stick.
Employee experience is key to navigating massive change. At HAVAS Red, we introduced a strategy of identifying trusted employees who have the trust of their colleagues, to act as communication ambassadors – a powerful new communications tool. This approach underlines the importance of leveraging employee ambassadors and other methods to manage change, boost team morale and minimise disruption. Another evergreen strategy to increase buy-in is to use inclusive language – employing ‘we’ instead of ‘you’, creating a collective sense of purpose and responsibility.
In today’s polarised world, putting clear policies in place, prioritising transparent, consistent and supportive communications is more than a strategy — it’s a necessity. Balancing disruption with messages that reassure and unite can help organisations ensure resilience and cohesion within their team. When people are meaningfully engaged, they become an accelerant for successful transformation.
The implications for the PR industry in the Middle East are significant as we strive to grow our business and surpass client expectations. Regional players have the opportunity to develop empowered, confident communicators who are eager to seize opportunities that will catalyse growth for their business. To navigate challenges successfully, we must focus on what works well and stakeholder engagement, to mitigate risks and challenges that will come our way.
As Heraclitus once said, “the only constant in life is change.” None of this diminishes the fact that embracing change is crucial – in fact, change lies at the heart of our ‘why’. At the end of the day, why do we drive change? To better serve our clients and to drive productivity and innovation.
Embracing this mindset, while fostering stability and clarity, will be key to navigating the road ahead, ensuring that PR professionals in the Middle East remain vital players in an ever-changing global landscape.
CAREER HIGHLIGHT
Building HAVAS Red ME into one of the top five offices in our Global HAVAS Red network, recognised for the exceptional quality of our work, our strong revenue contributions and one of the best places to work at.
Rapid fire
Focus for the next 12 months?
Regional footprint.
Buzzword we need to kill?
Very demure, very mindful.
Marketing needs to prioritise?
Work-life balance.
Marketing needs to change?
Pitching process.
Top lesson learnt in 2024?
Pick your battles.
What worries you the most?
Losing loved ones.
Biggest blessing in your life?
My family.
Value/principle that matters the most?
Integrity.
Next travel destination?
Japan (hopefully).
What is your pet peeve?
Unpunctual people.
Who do you look up to?
My father.
Favourite restaurant in the Middle East?
Mythos.
What are you reading?
‘The Neuroscience of Leadership Coaching’.
Favourite hobby?
Weight training.
Top tip?
Communicate more.
