Earlier in my career, I was a member of the executive team at a company that had just been acquired by a much, much larger competitor. When the suits came down from the new headquarters, the first leader we came in contact with literally said to us in a very smug, seemingly uncaring tone, “I recognize that you're going to need to marinate on this news for a bit, but you'll adjust.”

As if we were slabs of steak, a mere commodity that needed to just let the news soak in. 

I left that day thinking about my exit plan. 

The next day, we were introduced to the leader who had been selected to steer the transition. Thankfully, he was not like the suit who talked about our need to marinate. 

The very first thing he said was, “I fully recognize that where you stand on an issue depends on where you sit. And know that we're in this together.” It was clear from that moment that he was going to take a very thoughtful, inclusive approach to the change management process. 

I continued to stay with that company for another 19 years.

This story perfectly illustrates the incredible power of empathy and deliberate communication in building trust during times of change.

It’s true, change is the only constant, yet managing it within an organization often feels like navigating a white-water rapid—exhilarating, terrifying, and full of potential pitfalls. While a well-defined strategy and adequate resources are essential, the single most critical factor determining whether organizational change sinks or swims is leadership communication—followed by more detailed information from managers and supervisors. These are what translate strategic vision into actionable reality, dispel fear, build buy-in, and sustain momentum.

Let’s take a look at what successful leadership communication looks like . . .

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Why Communication is the Engine of Change

Leadership communication powers change in three fundamental ways:

It Establishes the "Why" and Builds the Vision

The most common reason change initiatives fail is that people don't understand the need for change. Leaders must articulate a compelling case by telling a story about the current state, the desired future state, and the burning platform that makes inaction a greater risk than action.

This narrative must connect the dots between the organizational goals and the daily work of every employee. For example, instead of saying, "We are implementing a new CRM system," a leader should say, "We’re implementing a new CRM system designed to simplify our workflow. By cutting manual data entry in half, it gives our sales team more time to focus on what really matters, which is building stronger customer relationships and driving future growth, which benefits us all.”

It Creates Transparency and Trust

Trust is the currency of change. When trust is high, resistance is low. Leaders build trust through relentless transparency about what is known, what is unknown, and the process for figuring things out. Hiding unpleasant truths or sugarcoating difficulties will backfire, causing employees to doubt every future message.

Effective communication embraces two-way dialogue. It provides clear channels for feedback, questions, and concerns, demonstrating that leadership is listening and willing to adapt the approach based on ground-level insights. This act of listening validates employees' feelings and makes them feel like partners, not just recipients, of the change.

It Sustains Momentum and Reinforces Success

Change fatigue is real. Initial enthusiasm often wanes as the hard work of implementation sets in. Leadership communication is vital for keeping the energy alive. This involves regular updates, celebrating small wins, and recognizing the individuals and teams who exemplify the new behaviors.

A leader's continued presence and messaging throughout the middle stages of the transformation remind everyone that the change is still a priority. By consistently reinforcing the vision and tying new successes back to the original why, leaders ensure the momentum doesn't stall before the change becomes fully embedded.

Best-Practice Action Tips for Leading Change Communication

Successful leadership communication during change is not a single event; it's a carefully orchestrated campaign built on clarity, consistency, and empathy. I love the top strategies communications consultant Beth Zampieri shared in a recent PowerSpeaking Live! panel discussion to help senior leaders manage the communication process:

Here are four more action tips for leaders:

Communicate in Cascading Layers (The "Hub-and-Spoke" Model)

Never rely on a single mass email or one town hall. Information must be delivered from a variety of sources over time to be understood, believed, and internalized.

• The Hub (the CEO/sponsor): Delivers the strategic message—the why and the vision. This provides authority and direction.
  
  
• The Spokes (mid-managers/supervisors): This layer is the most crucial. Prosci, a leading change-management research firm, found that 58% of employees prefer to receive change-related communications from their direct supervisor, especially regarding how change will affect them personally.
  
  So, managers and supervisors must immediately translate the "Hub" message into team-specific terms, addressing the how and what-does-this-mean-for-us questions. Equip managers with talking points and tools before the organization-wide announcement. They are the trusted, daily contact for employees.

In that same PowerSpeaking Live! panel discussion, consultant and panelist Donna Faria articulated the need for empowering managers and supervisors to communicate effectively with their teams . . .

Over-Communicate and Vary the Medium

When leaders think they have communicated enough, they have probably only just begun. The message must be heard multiple times, through different channels, to ensure it is understood, trusted, and inspires action.

• Use a mix of media, like town halls (virtual or in-person), internal blogs, quick video updates, Q&A sessions, and team meetings.
  
  
• Consistency is key: All leaders must be aligned on the core message. Inconsistency instantly damages credibility.

Practice Empathetic Listening and Dialogue

Communication is not a monologue. Successful change leaders dedicate significant time to listening.

• Host dedicated "Ask Me Anything" or "Feedback Forum" sessions, explicitly creating a psychologically safe space for employees to express their questions and concerns.
  
  
• Acknowledge the difficulty and the potential loss associated with the change. Simply saying, "I know this transition is disruptive to your daily routine, and I appreciate your patience," can be transformative. It validates the employee's experience.

Close the Loop and Celebrate Milestones

Acknowledge progress publicly and frequently.

• Share metrics that show the change is working (e.g., "Since launching the new process, we've reduced processing errors by 15%"). This proves the hard work is paying off.
  
  
• Publicly recognize and thank teams and individuals who are adapting well or championing the new way of working. This reinforces the desired behaviors and makes employees feel valued.
  
  

Final Thoughts

Ultimately, successful change management is less about managing processes and more about managing people through uncertainty. Leadership and management communication are the essential human element—the voice of reassurance, the narrator of the vision, and the continuous reminder that the organization is moving forward, together.