The compelling communicator: An interview with McKinsey’s Diana Peltier
This interview is part of a series called “The compelling communicator,” which is devoted to hearing from McKinsey leaders about the latest trends, insights, and thinking in strategic and change communications. Following are lightly edited excerpts from Diana’s interview with Ahmed Khan, a knowledge specialist in McKinsey’s Chicago office.
Ahmed Khan: Diana, can you share a bit about your background and your journey to McKinsey?
Diana Peltier: Thank you for having me, Ahmed! I have been in communications for more than 30 years and spent the first part of my career in the nonprofit sector. After this, I transitioned to the private sector and spent over 20 years at a global professional services firm, leading both internal and external communications for different business units and then serving as the internal communications leader at the enterprise level.
During the pandemic, I had this unique opportunity to start my own firm focused on diversity, equity, and inclusion to help support businesses on their DEI journey, especially during periods of change and transformation. It was during this time when I crossed paths with many McKinsey consultants and found my way into the Strategic & Change Communications Practice.
I should tell you none of this was part of the original plan! I studied political science and planned on being a lawyer. But it’s been a fantastic ride, and in many ways, the journey is just beginning.
Ahmed Khan: You have experience leading teams in-house, and now you’re serving those people as clients. What are the biggest changes you’ve seen in the communications world in the last ten years?
Diana Peltier: There is a lot to unpack in this question, and so many directions to take. To start, I believe there are three main changes I’ve seen over the last ten years.
First, communications is even more connected to the “people” part of change. Communications and employee engagement are inextricably linked, and we’re seeing this each day with our clients as we help them drive large-scale change programs. These areas used to be more bifurcated, with communications teams focused more on push communications rather than driving two-way engagement.
Second, we’re increasingly seeing the lines blur between internal and external communications. This breakdown makes it even more essential for communications teams to have a cohesive, consistent narrative to engage their different audiences.
Lastly, we’re increasingly seeing communications leaders have a voice at the leadership table. Great organizations realize that change communications is a muscle that needs to be developed, and when utilized the right way, it can be a superpower for organizations.
Ahmed Khan: Building on this point, how can organizations harness the power of communications to drive sustainable growth?
Diana Peltier: This goes back to my last point. I would encourage organizations to amplify the voice of communications at the leadership table and to think very carefully about how they’re driving change and engaging their teams. This is especially true when we think about change communications, which is a different muscle than corporate communications.
Ahmed Khan: You have extensive experience in driving large-scale transformations. What role does communications play in the overall success of a transformation? And any best practices and pitfalls that you can share?
Diana Peltier: When we see best-in-class communications, we’re seeing a communications team that is actively partnering with enterprise and BU [business unit] leadership to co-create plans and solutions that engage the right audiences at the right times in the changes under way. This involves creating a clear narrative about why the change is happening and bringing that story to life for people in a relevant way. It also includes fostering two-way dialogue and capturing feedback so plans can be adjusted along the way.
Common pitfalls we see are when communications teams operate in a vacuum, executing broad-based, broadcast, or one-way communications and playing a more reactive, passive role in the transformation.
There is no one-size-fits-all approach, but I always encourage communications and transformation leaders to think about how they’re enabling managers to effectively communicate and bring their teams along on the transformation journey. Capability building plays such an important role in helping them build meaningful relationships with their teams during times of ambiguity and drive lasting change.
Ahmed Khan: What advice would you share with aspiring communications leaders as they embark on this path?
Diana Peltier: My number-one piece of advice for aspiring communications leaders is this: engage the broader communications community and actively get involved to learn from others. The communications world is filled with vibrant, smart, and curious people, the majority of whom would be eager to share their lessons, problem-solve common challenges, and pay it forward to the next generation. Tap into this network as you embark on your career to meet new people, get a holistic view of the communications landscape, and build your communications ecosystem.