Change initiatives don’t just fail because of poor strategies – they often fail because of how they’re communicated. Not too late, not too little, but too flat. Too safe. Too functional.
This blog doesn’t repeat the usual advice like “be transparent” or “use multiple channels.” Instead, we share what we’ve learned from working with over a hundred organizations about communication that truly carries people through change.
1. Stop sending final messages: share work-in-progress
Many organizations wait until every detail is finalized before sending out one polished message. Neat and complete, but also clinical and distant.
What surprisingly works better:
Bring people into the process before everything is decided. By sharing interim updates (“we’re thinking out loud with you”), you create ownership and psychological safety.
🔧 Communicate like a construction site, not a museum. Imperfection = human.
2. Use uncertainty as a boundary, not a weakness
Organizations often avoid the word “uncertainty.” But employees are perfectly aware that the world isn’t fully predictable. Naming (and framing) uncertainty builds credibility.
What this does:
It takes away the pressure to “know everything” and prevents rumors and assumptions from filling the silence.
Example:
“We already know the structure will change, but how teams will be formed is something we’ll define together in the coming weeks.”
🎯 Honesty about uncertainty is the shortest route to trust.
3. If your message feels comfortable, it’s probably too vague
Sanitized communication may feel safe, but it often creates emotional distance.
The real questions people ask – “Will I lose my job?” “Can I still work from home?” – disappear beneath vague statements.
What works better:
Dare to name real concerns, even if you can’t fully answer them yet. True engagement only happens when people feel you understand what they’re really worried about.
💬 If a sentence feels too comfortable for leadership, it’s probably too vague for your employees.
4. Top-down alone? You’ll reinforce distance
Leaders are often informed, but not activated as communicators. Yet they are often the first point of trust for employees during change.
What works surprisingly well:
Let managers rephrase the message for their own team. Not copy-paste – translate it: what does this mean for us?
🔄 Communication that starts top-down must land locally. Otherwise, it floats.
5. If there’s no space for emotion, it goes underground
Change may be rational for management, but it’s emotional for employees. Yet very few organizations make space for frustration, concern or even grief.
What you can do:
Create formats or safe spaces where emotions can be expressed – without needing to “solve” them immediately. Think storytelling formats, anonymous dialogue sessions or even a physical wall of post-it notes.
🧠 Resistance doesn’t disappear with facts, but it does with recognition.
Conclusion
Strong communication in times of change isn’t about controlling everything.
It’s about showing that you’re listening, adapting, building and moving forward together.
📌 Dare to communicate as a person, not as a brand.
📣 Let the story evolve – in full view.
🤝 And give people something to hold on to, even if not everything is figured out yet.
Want to strengthen how your organization communicates through change? Book a short meeting – we’re happy to help.