Introduction
When do we share which information? It is a question we increasingly face in the context of organisational change. Acting too quickly can cause unrest, but waiting too long feeds rumours and breaks trust. Communication in change is not an exact science, but there are a number of underlying principles you would do well to respect. This article offers a practical framework to strike the right balance and steer your team effectively through change.
The guiding principle: openness as the default
Your aim is to be as transparent as possible, as quickly as possible, without causing unnecessary harm. This means openness should be the default, and confidentiality a specific, temporary exception with a clear reason. Trust is essential in change journeys and every communication decision either builds it or breaks it down.
A practical traffic-light model for communication
Instead of one rule for all information, it is more effective to categorise information. A traffic-light model helps determine what you share immediately, what you share with context, and what you keep (temporarily) confidential.
🟢 Green light: Communicate early, widely and repeatedly
This is information that provides context and stability. It addresses the fundamental human need for understanding and control. Share this as soon as the change is being seriously considered.
- The 'Why': This is the most important thing of all. Why is this change needed? What is the risk if we do not change? People will accept a difficult 'what' if they believe in the 'why'.
- The vision: Paint a clear, engaging and honest picture of the future. Be ambitious but realistic.
- The decision-making process: Even without all the answers, you can be transparent about the process for finding the answers. This builds trust in the fairness of the journey.
- The commitment to people: Repeat your commitment to your values and to supporting employees. Acknowledge that change is difficult and promise the necessary resources.
🟡 Amber light: Communicate with careful timing and context
This is information that is still developing or can easily be misinterpreted. It requires more thought about who needs to know and when.
- Possible options and scenarios: It is often better to say: "We are currently considering two options..." than to stay silent. Just be clear that no decision has been made yet.
- General timelines: Share timelines with the necessary caveats. "Our goal is to complete this in Q3, but this may shift." A target is better than silence.
- Structural changes (without names): You can announce that departments are being merged before you know who will get which role. This gives context to the coming steps.
🔴 Red light: Keep confidential (for now) and explain why
This is sensitive information that would cause harm if released prematurely. The key is not only to keep it secret, but to be transparent about the fact that you are keeping it secret and why.
- Specific individual consequences: Never discuss an individual's employment status or role before you have spoken with that person directly and personally. This is a matter of basic dignity.
- Legally or market-sensitive information: Information about mergers, acquisitions or financial results must remain confidential until the legally required moment.
- Unverified rumours: Do not share information you have not verified. Your job as a leader is to be a signal, not noise.
Communicate about 'red light' information by saying: "I know there are questions about new roles. We cannot share those details now because we are committed to having those conversations individually first. We expect to start those conversations in the week of the 15th."
The psychology behind transparency: procedural justice
This approach is supported by the concept of procedural justice. Research shows that acceptance of a decision is influenced less by the outcome and more by the perception of the fairness of the process. By being open about the 'why', the process and the timelines, you signal that the process is fair and unbiased. This builds the psychological safety needed to cope with the uncertainty of change.
Your immediate action points for effective communication
Always start with the 'why'. Employees who understand the reason behind a change are more engaged, even if they disagree with the decision.
Use the traffic-light model to categorise information and determine what you communicate and when.
Silence is your enemy. If you have to wait before sharing details, at least communicate a timeline for when you will communicate.
Be transparent about what you cannot (yet) share and explain why. This builds more trust than evasion.
The power of "I don't know, but this is how we are going to find out" is enormous. It shows honesty and vulnerability, which cultivates trust.
Remember that the perception of a fair process is more important to your employees than the outcome itself.
We excel at guiding organisations through change. Feel free to get in touch whenever you'd like to exchange ideas.
