In our work with organisations, we often notice that change is communicated with care and good intent. Leaders take time to explain what is happening, why decisions have been made, and what the future direction looks like. On the surface, communication appears clear and well considered.
And yet, some time later, the change has not quite landed. People understand the message, but day-to-day behaviour remains largely the same. Teams continue working as they did before, unsure where they are expected to adjust or what is now most important.
What we see here is rarely resistance. More often, it is uncertainty. People are left to work out for themselves what the change means in practice. This is where communication needs to move beyond explanation and become something more conversational, reflective, and connected to everyday work.
When Information Is Shared but Meaning Is Missing
One of the most common patterns we observe is that information is communicated clearly, but meaning is left implicit. Leaders describe the change, outline the timeline, and explain the rationale. What often goes unsaid is how this connects to people’s roles, priorities, and decisions.
CIPD’s research on change management highlights that communication plays a central role in how people experience organisational change, particularly when it helps individuals understand what is expected of them in practical terms.
When this connection is missing, people begin filling in the gaps themselves. They watch what others do, look for informal signals, and delay action while they try to make sense of the situation.
Why People Need Help Interpreting Change
During periods of change, people are rarely short of information. What they are short of is clarity about how to act.
We often hear leaders say that a message has already been communicated several times. In most cases, this is true. The explanation has been shared. What is missing is interpretation. People want to understand how priorities shift, what matters more than before, and what they may need to let go of.
Harvard Business Review has written about how messages during change often fail not because they lack clarity, but because they are not translated into everyday behaviour.
When leaders help people interpret change, confidence increases, and hesitation reduces.
The Importance of Ongoing Conversation
Change rarely settles through a single announcement. It unfolds as people begin to work differently, encounter challenges, and question assumptions. Communication needs to reflect this reality.
What makes the biggest difference is not more updates, but more opportunities for conversation. Smaller discussions, informal check-ins, and space to reflect, to help people voice concerns and test their understanding. These moments allow leaders to see where messages are landing well and where further clarity is needed.
When communication becomes a dialogue rather than a broadcast, change feels more manageable.
How Pace Influences How Change Is Received
Another factor we often see overlooked is pace. Leaders are under pressure to move quickly, particularly when change feels urgent. Communication can then feel rushed, even when intentions are good.
When people feel they have no time to process what is happening, uncertainty increases. Slowing communication slightly, checking understanding, and allowing space for questions often leads to stronger commitment in the long run. Progress becomes more sustainable when people feel considered rather than hurried.
What Happens When Questions Are Welcomed
In organisations where communication supports change well, questions are treated as part of the process rather than a challenge to authority. Leaders signal that it is acceptable to seek clarification and explore concerns.
This does not mean every issue can be resolved immediately. It does mean people feel listened to and taken seriously. When questions surface early, confusion is addressed before it turns into disengagement.
Better communication keeps change grounded in reality.
Small Shifts That Make a Big Difference
Often, it is small changes in how leaders communicate that have the greatest impact. Taking time to explain how a decision affects priorities. Acknowledging that something may feel uncomfortable at first. Returning to the message after a few weeks to see what is working and what is not.
These shifts require attention rather than a complex strategy. They show people that communication is ongoing, not something that ends once an announcement has been made.
Communication as a Continuing Responsibility
Change communication is not something that can be completed and moved on from. It evolves as people adapt, learn, and adjust their way of working.
Leaders who stay attentive to how messages are being interpreted, rather than simply delivered, build greater confidence and alignment over time. This reduces the need for repeated explanations because people understand how to respond as situations change.
Change is rarely held back by a lack of communication. More often, it slows when people are left unsure how to respond, adjust, or move forward. When leaders stay connected to how messages are being interpreted and create space for ongoing conversation, change becomes more achievable and less disruptive.
This is the focus of our work at NUA Training. Through our leadership development and communication programmes, we support leaders to communicate change in a way that helps people understand what is expected and how to move forward.
If you would like to explore how we could support your organisation, we would love to chat.