Why communication is key to successful change

How do you keep people on board during change?  

Change can bring uncertainty and how it’s communicated shapes whether people feel motivated or left behind. In this blog we look at four key reasons communication makes the difference, from keeping conversations going to addressing concerns before they grow into resistance and making sure everyone sees where they fit in. You’ll also hear from leadership and change specialist  Zu Hui Yap on what organisations can do to keep momentum and morale strong from start to finish.

Reading time: 5 minutes 

‘When organisations undertake a large-scale transformation, research shows that their efforts fail about 70% of the time.’ -McKinsey & Company 

Organisational change is rarely simple. Whether it’s restructuring, cost-cutting, implementing new systems or adapting to shifting workforce expectations, transformation affects people at every level. It can raise questions, create uncertainty and bring both challenges and opportunities. 

As Zu Hui Yap, ex-Director, Strategy & Consulting, Talent & Organisation, Accenture, explains, ‘We’re asking people to be more nimble and adaptable. But at the same time, we need to show them how the change helps them stay productive and feel valued.’ 

So, what does effective communication during change really look like? 

It is when everyone, from leaders to team members, can explain the reasons behind the change, talk openly about its impact and keep each other updated so the whole organisation moves forward together. 

Read on for advice on what organisations, leaders and L&D teams can do to support people throughout change in practical, people-focused ways.  

1. It builds understanding and trust

Change naturally brings uncertainty, and with it, a ripple effect on how safe and connected people feel at work. Often, it’s these emotions, more than the change itself, that shape how people respond. The right communication can make all the difference, helping people feel secure, valued, and ready to get involved. 

Zu Hui advises, ‘during transformation the first thing is to address three hygiene issues. Then people will be able to be more open to the changes.’ These core needs shape how individuals show up at work and include a sense of belonging, knowing their contribution matters, and having opportunities to grow personally and professionally. 

Most people want to know three things when change happens: what’s changing, why it matters, and how it will affect them. But it’s not enough to simply send out the facts. For communication to land, people need to be able to see themselves in it - to link it to their own work, priorities, and experiences. When they’re left out of the conversation, trust can quickly fade. 

Clear, timely, and inclusive messages help people see how change affects them and why it’s relevant. When people feel heard and respected, their anxiety drops, and their openness to change grows. Over time, regular and honest updates build trust, not just in the process, but in the people leading it. 

How L&D can support: 

• Strengthen active listening skills across teams so everyone can contribute meaningfully to conversations 
• Equip people to ask and answer tough questions with empathy and clarity 
• Provide tools and practice for holding open, constructive discussions about change 

2. It encourages engagement and motivation 

Effective communication also invites people to take part in change, rather than simply follow instructions. When there’s space for dialogue and contribution, it creates a sense of ownership, encouraging people to invest in making change work. This involvement builds purpose and connection, motivating people to share ideas, identify challenges, and work together on solutions. 

As Zu Hui explains, ‘people generally listen to the people they engage with on a daily basis. Managers need to be the ones leading change from the middle and from the bottom.’ In practice, this means giving people opportunities to influence decisions and see their input reflected in outcomes. When this happens, motivation grows and open conversations often reveal practical improvements and fresh ideas that make the change more effective. 

How L&D can support: 

• Provide frameworks that help teams and managers co-create solutions and ideas 
• Equip them to invite and facilitate input from others 
• Build skills for turning feedback into practical next steps 

3. It helps understand and work with resistance 

What happens when people aren’t engaged early? Resistance builds quietly and becomes harder to address.  

Resistance is a natural part of change. It often stems from uncertainty, fear, or concern, and while it can feel like a setback, it’s actually an important signal. Rather than trying to sweep it aside, effective communication creates space to acknowledge resistance openly and explore what’s behind it. 

As Zu Hui points out, ‘sometimes we underestimate why people push back. They might understand the change, but if their own challenges are not acknowledged, they’re less likely to support it.’ When leaders listen with empathy, they not only build respect but also uncover valuable insights about what might need more attention. 

Open, honest conversations help surface concerns early, so they can be addressed constructively. This reduces frustration and makes people feel their voices count. Clear messaging helps remove the uncertainty that can fuel resistance, while a safe environment for dialogue encourages people to share their perspectives and contribute to solutions. 

How L&D can support: 

• Equip people with tools to anticipate common sources of resistance 
• Provide coaching or peer learning to practise handling pushback 
• Support emotional intelligence development to navigate difficult reactions calmly 

4. It keeps momentum 

Sustaining change isn’t just about a strong start, it’s about keeping people connected to the journey long after the initial announcement. As Zu Hui puts it, ‘too often, we launch a change with a big announcement and then there’s silence. People need to keep hearing about how things are going and what’s expected of them.’ 

Ongoing communication plays a big part in maintaining energy and focus. Regular updates help people see how their daily work contributes to the bigger picture, while recognising progress shows that their efforts matter. Adapting messages as circumstances evolve keeps communication relevant and meaningful, avoiding the feeling that change has drifted off the radar. 

 Zu Hui also reminds us that ‘people watch how their leaders behave during change. It’s not just what they say, it’s how they stay present and involved.” Leaders who stay visible, celebrate milestones, and invite feedback, create a sense of shared purpose that keeps motivation high. 

How L&D can support: 

• Equip managers with tools to share regular updates with their teams 
• Encourage habits that celebrate progress and small wins together 
• Provide ways for everyone to reflect on progress and suggest adjustments as change unfolds 

Final thoughts 

Real change happens through people and how well they understand, trust and stay connected throughout the process. 

That’s why communication deserves more than a supporting role. When it’s clear, honest and inclusive, it helps people make sense of what’s happening and feel ready to take part in what comes next. 

But these skills don’t always come naturally. They need to be built, supported and practised over time. This is where learning and development can make a real difference, not only in helping people manage change but also in helping them lead it.