When things are uncertain.
WHAT CHANGE PRODUCES
Anxiety, regardless of whether it is good.
WHY
People imagine consequences for themselves.
WHAT THEY WANT TO KNOW
What is changing What it means for them When What is not changing
WHY THAT LAST POINT
Reassurance about what stays is more valuable than people expect.
WHAT TO DO ABOUT UNCERTAINTY
Acknowledge it, rather than pretending confidence.
WHAT TO SAY
What you know, what you do not, and when you will know more.
WHY HONESTY WORKS BETTER
False reassurance is discovered, and then nothing you say is believed.
WHAT TO AVOID
Hearing about it from elsewhere first Framing unpopular change as an opportunity Repeating corporate language you do not believe
WHY THAT LAST POINT
People can tell, and it costs your credibility rather than the company's.
WHAT TO DO IF YOU DISAGREE WITH THE CHANGE
Argue upward, then support it.
WHAT NOT TO DO
Signal your disagreement to the team.
WHAT TO REPEAT
The message, more than feels necessary.
WHY
People absorb little on first hearing of something affecting them.
WHAT TO PROVIDE
A route for questions, answered honestly.
WHAT TO WATCH FOR
People disengaging Rumours filling gaps
WHAT FILLS GAPS
Speculation, always worse than the truth.
WHAT TO DO
Communicate more often, even with no news.
