Leading through change; The impact on people

This article was written when the announcement of the Omnicom-IPG merger happened. I observed that in the reviews the most important assets were being ignored; talent. So I chose to write something to help shift the conversation.

Most of the comments and opinion pieces so far on the Omnicom-IPG merger have focused on the technical aspects, products & platforms, the value and operational efficiencies—but what about the people?  

One word stood out to me in the press release and that word was Synergies.  It’s subtle but an important distinction from savings.  To me it is signalling a focus on bringing strengths together rather than cutting away.  Let’s hope this influences the whole approach to the merger and it’s not just good copywriting!  

In a service business like Advertising and Media, people are the core of the offering – every pitch I have been part of over the last 30 years has focused on having the best talent and the best team at the centre.  Talent generates ideas, matches ideas to clients’ business needs, develops and refines them, activates and delivers campaigns, and—most importantly—celebrates the work. Without the talent and creativity of the people, the proposed synergies will never leave the page. 

In mergers and business transformations, the race to integrate, streamline, synergise and deliver on promises to stakeholders can often result in the people aspect being overlooked. The consequences can be high from a people perspective: high workload, feeling of lack of control, poor support and uncertainty of what the future holds.  All of which are highlighted in the UK's Health and Safety Executive (HSE) as major contributors to WRS (Work-Related Stress).   In contrast, when people are engaged throughout, and not overlooked then business can accelerate through changes and evolve stronger with more loyal and engaged staff than before. 

So, what advice would I share with leaders and teams in these organisations now? 

Here are just five initial thoughts from me:

1. Communicate, Communicate, Communicate and then communicate again 

Transparency is everything in a time of change. Be open about what’s changing, what isn’t, and crucially why the change is happening. Acknowledge that not all answers will be available immediately but commit to regular updates and be accountable.  The more you involve people the better. 

2. Acknowledge Endings 

Mergers inevitably bring a sense of loss. Teams, systems, and even ways of working that people were comfortable with may be left behind. Take time to acknowledge these and recognise that letting go of the past is part of moving toward the new.  Create an environment that shifts thinking from ‘what am I losing?’ to ‘what’s the opportunity?’ 

3. Engage in the Messy Middle 

The period between the old and the new is where the real work happens—and it’s often where people feel most unsettled and can get lost. This is the time to invest in support. Provide training, coaching, and other relevant resources to help people navigate the changes. Encourage teams to collaborate and experiment with new ways of working. It won’t be perfect, but it will be creative, rewarding and you will likely knit key talent into your organisation. 

4. Empower Leaders to Lead with TQ 

Middle managers and team leaders are key points of communication and connection in any organisation.  These people are key talent and vital to achieve a successful transition. Equip them with the TQ skills and tools they need to coach their teams effectively through the process. Help them recognise the emotional and psychological impact of change so they can lead with empathy and clarity. 

5.      Seeing Employees as Stakeholders 

One of the most effective ways to ensure successful change is to explicitly recognise and treat employees as stakeholders. When employees are engaged as active participants rather than passive recipients, they feel valued, empowered, and invested in the outcome. This positive approach creates alignment and builds trust. Key benefits include increased buy-in, diverse perspectives, and stronger relationships. This approach transforms change from something done to employees into something achieved with them. 

And what should they keep a watch out for? 

1.      Failure to understand the emotional transitions. 

Its easy to focus on the operational side of change and neglect the human experience. Whilst change is external and applied across teams, departments and organisations alike – the transition (internal psychological process) is individual.  People don’t react to the change itself; they react to the loss that change creates.  Thus, it is always personal. Not understanding the losses can quickly result in misinterpretations by leaders as resistance to change or low morale. 

2.      Lack of communication and clarity. 

Organisations often underestimate the importance of transparent and consistent messaging. Employees left in the dark can feel anxious and disengaged, which can create a loss of security and then a perceived resistance to change and potential increased Work-Related Stress.   To ensure your message is remembered and believed, consistency and repetition are essential. Studies suggest people need to hear a message seven times on average before it resonates and prompts a shift.  It’s a concept known as the "Rule of 7" often applied in communication and marketing strategies. 

3. Leaders with low TQ (Transitional Intelligence) leading people through change. 

Leaders and middle managers often are not equipped with the tools or training to lead through change can have far reaching and long lasting impact. Without the right mindset, skills or support they can struggle to adapt, which often impacts the overall success of the transition.  When there is lack of leadership and connection, people look for other people to follow – sometimes following those people leaving the organisation or being disruptive.  

Final thoughts

The coming together for OMG and IPG presents an incredible opportunity to build something greater than the sum of its parts. But that can only happen if the people at the heart of the business feel valued, supported, and equipped to make the next stage of this organisation a success. 

Leader with high TQ (transitional intelligence) will understand the process of change, and transition, and they will acknowledge and have empathy with the impact the changes create.  A high TQ leader will ensure they take their talent on the journey with them, involving teams to co-create and build the new organisation together.  People generally can take a lot of change as long as it means something to them, it makes sense and has clear purpose and vision. 

By focusing on synergies rather than savings, Omnicom and IPG have signalled their intent to create value in this merger. Now it’s time to follow through on this intent by putting people first. In a service business like Advertising and Media, they are, and always will be, your greatest asset.