This one is written for managers / leads, but it’s useful for everyone because it gives you language to expect — and to ask for.
Poor communication during change (“We can’t talk about that yet”) is one of the fastest ways to destroy trust and spike anxiety. Good communication lowers perceived threat, even if the reality is still bumpy.
What good looks like
1. Clarity of purpose
“We’re changing X because of Y. The risk if we don’t is Z.”
People cope better with “hard but honest” than with silence. Silence makes people invent scarier stories.
2. Time horizon
“This is what we know for the next 30 days. After that, some things are still being decided.”
Even partial time-boxing (“next 30 days”) helps people switch off panic mode.
3. Decision ownership
“Final sign-off on A now sits with [name]. Your escalation path is [name].”
Defined decision-makers reduce chaos and duplicated effort.
CIPD guidance on change management calls out transparent communication, clarity on who decides what, and early involvement as critical to preserving trust and reducing stress load in restructures. https://www.cipd.org/en/topics/change-management/
4. Acknowledging impact
“I know this is unsettling. Feeling unsure or stretched right now is normal. You’re not doing anything wrong.”
This is not “therapy at work.” This is basic psychological safety. When you normalise the emotional response, people stop wasting extra energy pretending they’re fine.
5. Realistic workload talk
“Here’s what can pause while we transition.”
If leaders announce change but keep all previous priorities live, employees experience overload and role conflict — both are known psychosocial risks. The WHO/ILO policy brief tells organisations to adjust workload and provide supervisor support during change instead of expecting quiet heroics. https://www.who.int/publications/i/item/9789240057944
Red flags (what bad looks like)
- “Business as usual.” (It’s not, and everyone knows.)
- “Just stay positive.” (Shuts down legitimate concern.)
- No clarity on decision-makers (“Just keep doing what you’re doing until we tell you otherwise.”)
- Punishing people for asking, “Where does that leave me?”
If you’re hearing those, that’s not on you. That’s poor change management.
For employees
You are allowed to ask leaders for:
- Your top priorities for the next 30 days
- Who you now escalate to
- What can pause
- When you’ll next get an update
Those are reasonable, professional questions. They’re not drama.
Further reading & resources
- CIPD. Change Management. Transparent communication, defined decision-makers, early involvement, and trust during restructuring.
- WHO & ILO (2022). Mental Health at Work: Policy Brief. Workload clarity, supportive supervision, and psychologically safe escalation during change.
- Safe Work Australia. Managing the risk of psychosocial hazards at work. Lists “poorly managed change,” “low role clarity,” and “job insecurity” as psychosocial hazards employers must manage.
Quick take-away:
Good leadership during uncertainty sounds like: “Here’s why we’re changing, here’s your lane, here’s who decides, here’s when we’ll talk again.” Anything less leaves people carrying preventable stress.