Change creates uncertainty - and uncertainty fuels stress. How managers approach change communication and broader management communication can either build trust and psychological safety, or increase anxiety, resistance and disengagement.
This practical change communication checklist supports managers with communicating change at work in a clear, honest and consistent way. It’s designed to help with change management communication, reduce confusion caused by poor communication, and support employees throughout the change process - especially during complex or overlapping change initiatives. Clear communication is essential for keeping change efforts on track and reducing unnecessary disruption.
Use this checklist before sending an email, leading a team meeting, or having a 1:1, to strengthen your communication efforts during change. It helps managers improve their communication skills, deliver key messages clearly, and apply effective communication strategies as part of a wider communications plan.
Designed for line managers, people managers and senior leaders involved in organisational change, this resource also supports organisations developing a change management communication plan that aligns managers, teams and leadership around consistent, people-first messaging.
It can also be reinforced through internal training sessions, workshops or manager briefings focused on effective change communicatio
In times of uncertainty, employees want clear information, honesty, and reassurance about what’s happening next.
Clear change communication doesn’t require having all the answers - but it does require preparation. Preparation helps managers focus on communicating effectively, even when details are still evolving. When change management communication is rushed or unclear, uncertainty grows and trust can quickly erode.
Use this checklist before communicating change to build clarity, trust and psychological safety. It’s designed to help managers feel confident about what to say when communicating change, while supporting broader change management efforts, reinforcing consistent messages, and strengthening day-to-day communication efforts.
This checklist is particularly useful when managers are communicating multiple change initiatives at the same time.
Best practice
Be specific and concrete - avoid vague language
Focus on what will be different from today
If only part of the picture applies to this team, say so
Clear change communication starts with clarity about the change itself. Vague explanations are a common breakdown point in management communication during the change process.
Helpful prompts
What exactly will change in day-to-day work?
What will stay the same?
Example
“From next month, our reporting process will move to the new system. Team structure and roles will stay the same.”
Best practice
Link the change to a clear reason (business need, customer impact, compliance, growth)
Avoid over-justifying - clarity is more effective than defensiveness
Be honest, even if the reason is uncomfortable
Explaining the “why” is a core part of effective change management communication, particularly when teams are navigating uncertainty during change initiatives. This helps create strategic alignment between the change and wider organisational priorities.
Helpful prompts
What problem is this change trying to solve?
Why is this happening now?
Example
“This change is happening because our current process isn’t scaling as we grow, and it’s creating delays for customers.”
Best practice
It’s okay not to have all the answers
Transparency builds more trust than pretending certainty
Share when updates are likely to come
Open, honest change communication strengthens trust in management communication, especially when decisions are still evolving.
Helpful prompts
What do I genuinely know right now?
What decisions are still being worked through?
Example
“We don’t yet know what the final timeline will look like, but we expect more detail in the next two weeks.”
Best practice
Don’t guess, promise, or soften the message if you don’t have facts
Avoid phrases like “Everything will be fine” unless you’re certain
Calm comes from clarity, not optimism
Speculation can quickly undermine change management communication, even when intentions are good.
Helpful prompts
Am I sharing facts or assumptions?
Could this statement backfire later?
Better alternative
“I understand this may feel worrying. I’ll share updates as soon as they’re confirmed.”
Best practice
Make it clear when and where people can ask questions
Offer multiple options - not everyone speaks up in groups
Encourage ongoing questions, not just one-off discussion
This creates opportunities to gather feedback and understand how messages are landing and helps managers proactively address employee concerns before uncertainty or speculation grows. It also turns change updates into two-way communication, rather than one-direction messaging.
Strong communication strategies make space for dialogue, not just delivery. This is particularly important when senior leaders and managers are cascading key messages across teams.
Helpful prompts
Will people feel safe asking questions here?
Have I allowed time for follow-ups?
Examples
“We’ll leave time for questions at the end of this meeting.”
“You can also book time with me 1:1 if you’d rather talk privately.”
Best practice
Important messages shouldn’t rely on one format
Pair verbal updates with clear written communication so people can revisit information
Reinforcement reduces misunderstanding
Different people absorb information differently
Effective change communication relies on layered communication strategies and a clear communications plan, not one-off announcements.
Using multiple channels also helps ensure messages land effectively with different groups across the organisation.
Helpful prompts
Have I followed up verbal messages in writing?
Have I checked understanding in 1:1s?
Good practice mix
Team meeting → shared context
Email or written summary → clarity
1:1s → emotional check-in
Best practice
Change is emotional, not just operational
Different people will react differently - all reactions are valid
While reactions vary, employees want to feel informed, listened to and respected
Listening is a cornerstone of effective management communication and a key part of strong change management communication.
Helpful prompts
What might feel unsettling about this change?
Who might need extra support or time?
Example
“I know this may feel unsettling, and it’s okay if you need time to process it.”
You don’t need to have all the answers to lead change well.
Your role - alongside senior leaders - is to:
Communicate clearly
Listen actively
Provide stability
…even when things are still evolving. It's your role to provide a clear vision of what the change means for your team, even when details are still evolving. Thoughtful, ongoing communication efforts are what build trust over time. This consistency is a key ingredient in successful change, even when progress feels uncertain.
Before communicating change, write down:
What’s changing
Why it’s happening
What’s still unknown
If you can explain those three things simply, your change management communication is on solid ground.
While senior leaders and senior managers often set the direction for change, line managers play a critical role in day-to-day change management communication. Employees are far more likely to trust and engage with messages when they hear them from their direct manager.
Strong management communication ensures that high-level decisions are translated into clear, relevant information for teams. When managers understand the key messages and reinforce them consistently, change communication becomes more human, more credible, and more effective.
This checklist works best when it’s embedded into a broader communications plan that supports ongoing change initiatives. This helps ensure change efforts are supported consistently across teams and over time.
It can also sit alongside other internal communications resources, such as FAQs, intranet updates or manager toolkits.
Many organisations also use pulse surveys, employee feedback, or focus groups to sense-check understanding and refine their change management communication approach.
This helps create an ongoing feedback loop that improves change management communication over time.
When managers and senior leaders use shared communication strategies as part of a consistent communications plan it becomes easier to engage employees and maintain trust throughout the change process. Teams receive clearer signals, fewer mixed messages, and more confidence throughout the change process.
Strong change communication supports employee engagement by helping people feel informed, involved and confident during periods of change
Logging your catch-ups in Breathe means you’ve always got a clear view of what was discussed, what’s changed, and what’s next.
Used alongside your wider comms plan, it helps people stay informed, supports learning through change, and gives managers the confidence to communicate clearly and consistently – every step of the way.