In Times of Change, Communication is King!

Recently, one of our employees decided to leave the company. When we asked for the reason, he explained that amid the major changes in his department, communication had been insufficient, and he felt stressed and disengaged. To be honest, this feedback hit close to home. As a transformation management consultant, I help others manage change effectively, yet in this instance, I, as a leader, had made a mistake. Instead of dwelling on it, I decided to treat this as a valuable lesson and remind myself of a simple truth—communication is king during times of change!

In this article, I will outline common misconceptions that cause leaders to delay or inadequately communicate changes and sometimes fail to communicate them at all. I hope to convince you that open, timely, and honest communication is essential for successful organizational transformation.

Here are the 6 most common communication mistakes during change, along with suggestions on how to avoid them:

Mistake #1: Waiting for Tangible Results—The "Let finish this too" Principle

I’ll start with the mistake I made in the situation mentioned above. This often happens to leaders who are perfectionists or maximalists—they dislike focusing on small wins and wait for substantial, visible outcomes before communicating. In the meantime, they hold back important information.

Solution: Break large goals into smaller, achievable milestones. Share each step’s success with your team as you progress.

Mistake #2: "Why Should I Tell Them? They Already See How Much We're Doing."

Some "humble" leaders believe there’s no need to speak about what has been achieved or how much has changed for the better. The idea of "let the results speak for themselves" often fails, and here’s why:

• Change is usually painful for employees, and positive outcomes come later. Without a clear understanding of the overall strategy, employees may struggle to see the logic behind management’s decisions, leading to resistance.
• Transformations in one area may go unnoticed in another, leaving some teams feeling like "nothing is happening."

Solution: Share the strategic goals of the transformation, explaining the logic behind decisions to give employees a clear picture. Remember, communication is not self-indulgence—it’s essential for employees to accept and believe in the positive impact of change.

Mistake #3: "Why Should They Care? It's Not Their Business."

Some leaders think organizational transformation is solely the concern of management. This notion stems from outdated, industrial-era thinking, where employees were seen only as task-doers. In modern organizations, this belief doesn’t hold water. An organization where only a few are involved in strategic thinking cannot grow.

Solution: Remember, a single leader—or even a handful of insightful leaders—cannot achieve true organizational transformation alone. Genuine change demands the involvement and support of every part of the organization. Therefore, it is crucial to maintain open and transparent communication with employees regarding strategic decisions and changes.

Mistake #4: "I’m Too Busy to Talk—There’s Too Much Work to Do."

Some managers view communication with employees as a distraction from "real work." They prioritize their daily responsibilities and tasks over discussions of strategic goals and decisions with his/her team members. This approach limits employees to their routine tasks, making any change seem disruptive and unwelcome. Consequently, this can lead to ongoing resistance and pushback against organizational changes.

Solution: It’s crucial to reevaluate the role of leadership. If we recognize that communicating with team members is not just an important but a central aspect of a leader’s role, we will prioritize it accordingly and make time for it in our schedules.

Mistake #5: "Why Create Panic? Let’s Implement the Changes First and Tell Them Later."

Leaders often delay communication out of fear that employees will resist the change, won’t understand the reasoning, or might even panic. This delay creates an information vacuum, which allows rumors and conspiracy theories to spread within the organization.

Solution: If you’re hesitant to communicate, examine the root cause of your fear. Postponing a difficult conversation doesn’t solve the issue; it often worsens it. Engage in dialogue and involve others in decision-making, distributing the responsibility and easing the weight on your shoulders.

Mistake #6: "We Told Them Once—How Many Times Do We Need to Explain?"

This is perhaps the most common management misstep. A single presentation, no matter how impressive, is rarely enough. Employees interpret information through their lenses of experience, fear, and expectation, leading to multiple interpretations of the same message. Furthermore, large group presentations don’t allow space for individual questions or clarification.

Solution: Effective communication requires repetition and consistency. Following up on large group announcements with smaller group discussions or one-on-one conversations is essential. In larger organizations, middle and lower management play a key role as “ambassadors of change.” The leadership's primary responsibility is to ensure that managers at all levels are well-informed and aligned with the transformation process.

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Change is inevitable in any organization, and during these times, communication is your greatest ally. Leaders must ensure that they are not only sharing information but doing so frequently, clearly, and thoughtfully. Every employee should feel part of the journey, understand the rationale behind decisions, and trust the leadership guiding them through the transformation.

In summary, effective communication isn’t just about delivering messages—it’s about listening, sharing, and engaging every employee in the change process. I hope that by avoiding these common mistakes and embracing an open, transparent communication culture, you can drive your organization through successful transformations, building trust and cohesion along the way.