Meet Meghan O’Neil, the Internal Communications and Engagement Manager at So Energy, a renewable energy supplier that believes in honesty, transparency, and enabling customers to make the move towards net zero.
Recently announced as a “one to watch” nominee at Communicate Magazine’s 2024 ICE awards, Meghan’s passion for engagement and employee experience is infectious.
We met over coffee to discuss engaging a multi-generational workforce, the importance of managing your own wellbeing, and the shifting role of leaders.
Tell me about So Energy, and your journey with the company.
I worked in the non-profit sector before joining So Energy, so it was a big shift for me to join a private company and the timing meant I took the role right at the peak of the energy crisis, which was fascinating and challenging at the same time!
We’re a scale-up business that focuses on renewable energy and delivering an outstanding customer experience; we’re growing quickly and have experienced a lot of change. It’s been quite a journey trying to guide and engage our people through continued disruption. I’m part of the people team and I’m the only person that focuses on engagement and internal communications for our “Energists”, so the work has been super varied but really rewarding.
You mentioned having to engage your people during a period where the energy sector was under huge scrutiny. What mattered most during that time?
Team energy was low and burnout was high, and people had been in fight or flight mode for three years. So, we had to prioritise people’s wellbeing and took the stance that we needed to be open and transparent during every interaction we had with our teams, and that included every piece of communication that we shared.
Customer perception is an ongoing challenge and we’re still facing increased scrutiny, so we encourage our people to be honest when the going gets tough and have created a culture where it’s okay to say if you’re feeling the strain.
I had to take two weeks off a few years ago, because I needed to reset, and I think it’s so important that in today’s manic world you can say when you’ve reached saturation point and need a break. Having that level of self-awareness and having the confidence to take accountability for your own wellness is important, but having an empathetic manager and the right culture that enables people to speak openly is paramount.
The So Energy team is relatively young. What advice would you give people trying to engage Gen Z today?
Don’t count them out – Just because they are doing things differently doesn’t make them entitled. Ask for their opinion to gain a well-rounded perspective on a topic. Just like you’d want to consult people from different demographics, bring someone into your conversations who can feedback how a decision will land amongst Gen Z. We can all stand to learn something from people who think differently from us!
Listen – Ask them what’s important to them, don’t assume they are monolithic. Feedback shouldn’t be a tick-box exercise. We all like to feel seen and heard, and this generation is no exception.
Avoid gaslighting – Gen Z are hyper aware of ‘corporate gaslighting’. If you say you’re going to do something, make sure to follow through in an authentic way. They will see right through surface level statements and actions, and it will erode their trust in your organisation.
Level with them – Gen Z are still new to the workforce. Help them understand that you want to be anally in learning how to navigate the working world. Help them understand what is and isn’t realistic, and how they can play a role in changing your workplace for the better. Remember that at the end of the day, they are our future leaders – let’s support them!
What do you think the biggest challenge is when it comes to engaging multiple generations in the workforce?
Honestly, I think people have the wrong perception about younger generations in the workplace today. And I think the stereotypes that exist about Gen Z are harmful, and unhelpful.
There’s a perception that they’re looking for softer perks,“fluffy” experiences, benefits, and an easy ride. What they want is a human centric approach to work and work life balance. I hate to use a buzz word in that way, but surely that’s something every single person wants? No one wants to be a number.
I think one of the challenges that exists is that everyone seems to be talking about one another, not to one another. Businesses aren’t doing enough to bring different generations together to problem solve, connect, and innovate, and people are still quite siloed in their approach, rather than looking for universal things that can unite people.
We’re a young business, so we don’t have some of the issues other companies have but we still adapt our approach to the different people in our organisation because it’s the only way to cut through and create a meaningful experience for them. We’re very honest and transparent about why things are important to our business, and to our people. And we’ve created a culture where we feel comfortable having stark conversations, whether that’s about a piece of work or about driving better gender representation in the company. We all want to make change happen.
What does flexibility and having a work life balance mean to you?
I strongly believe in the expression ‘working to live instead of living to work’. To me, a flexible work environment means empowering your people to work how they need to thrive. I know that there are always going to be boundaries and non-negotiables when it comes to working patterns, but if someone is delivering and is a strong team player, they should have the ability to work in a way that suits their lifestyle. Work-life balance is about de-centring work and remembering that we are humans first! I try really hard to set boundaries that mean my work never becomes all-consuming and I try to keep a full life outside of my 8:30-5:30 so that my worth isn’t tied to my title.
What’s your passion outside work?
I am a keen runner! My husband and I are currently training for the Stockholm half marathon, and we hope to make it into the 2025 London Marathon (fingers crossed)! I also love to travel, and a huge part of why we settled down in the UK versus the US was to take advantage of how much easier it is to travel the world from here.
And the question we try to ask all our interviewees, what excites you most about the year ahead?
Society has been through A LOT in the last half a decade, and working in the energy industry, it feels like we’ve dealt with crisis after crisis – taking a toll on the team and our customers. I’m excited to be back in a space where we can be innovative and creative and really deliver on our promise to get us all one step closer to reaching a net zero future.
There is so much at stake with our planet, and it’s exciting to work in a sector that’s contributing to progress in tangible ways every day.
