When change is underway, silence from leaders doesn’t feel neutral, it feels like uncertainty. People don’t interpret it as a sign that everything’s fine; they read into it, fill the gaps with speculation, and brace themselves for the unknown. The old saying “no news is good news” simply doesn’t apply here. In the context of organizational change, no news usually indicates something is wrong, or that leaders are withholding information. Even well-meaning leaders who stay quiet to avoid miscommunication can unintentionally increase anxiety.
Change naturally creates questions. Some are practical; what’s the timeline, how will this affect my team, what decisions have already been made? Others are emotional; does leadership understand what this means for us, are we part of the plan, are we going to be okay? When those questions aren’t acknowledged, employees often assume the answers aren’t favorable.
Silence, especially during transition, can cause the most committed teams to pull back. People pause instead of acting, they become cautious with ideas, and spend time having side conversations, trying to piece together what’s really happening. Productivity might stay steady for a while, but energy drops and initiative fades.
Leaders don’t need to have every answer to communicate effectively during change. What matters more is presence; a simple message that names what’s known, what’s not yet clear, and what will guide the path forward can do more than a polished announcement. It’s a sign of stability and reinforces trust.
Consistent communication doesn’t solve the challenges of change, but it gives people a way to stay grounded while they navigate it. Even small messages, shared regularly and with sincerity, can create a rhythm that steadies a team. When people feel informed, they don’t have to rely on rumors, they can stay focused on what they control and stay connected to the larger purpose behind the change.