A mini guide for line managers
Change doesn’t just affect processes - it affects people. This is especially true in the workplace, where change can feel personal and immediate. When uncertainty isn’t handled well, it can affect focus, confidence and overall productivity.
During periods of organisational change, employees often experience uncertainty, worry or frustration before they’re ready to think about solutions. These reactions are often linked to increased stress during periods of change. This is a natural response during any workplace transition process.
In these moments, how a manager responds can make all the difference. Understanding this human response is a core part of effective change management. How managers respond during change plays a key role in shaping culture. These conversations are an important part of developing everyday leadership skills during change.
This practical guide helps line managers have empathetic conversations during change, even when answers aren’t clear yet.
These conversations are a practical part of managing change day-to-day. It focuses on listening well, validating emotions, and offering steady support - so you can build trust, reduce anxiety, and lead change conversations with confidence as part of change management. This is a core part of effective communication during organisational change.
Designed for line managers supporting teams through change, this guide complements wider change management and wellbeing support by focusing on the human side of change. It can also be used as ongoing training or for part of a training session or manager development discussion focused on empathetic leadership.
It’s especially useful for line managers navigating change conversations in 1:1s, team check-ins, and moments of uncertainty, where how leaders communicate has a direct impact on how employees experience change.
When change happens, emotions often show up before solutions.
This guide helps you lead conversations with empathy, clarity and confidence - even when you don’t have all the answers during the change process.
Change often brings uncertainty, loss of control and fear of the unknown. For many employees, these feelings surface before they’re ready to think about practical next steps.
This is especially true when change is linked to a wider growth strategy. These feelings are common in the modern workplace, particularly during periods of transition.
In any change management approach, emotional responses are a normal part of how people process what’s happening. Empathy helps people adapt to change at their own pace. At the same time, recognising the positive aspects of change can help people regain perspective over time.
As a line manager, how you listen and respond can either increase anxiety - or reduce it. Empathy is a key part of effective leadership, helping employees feel supported rather than overwhelmed.
Remember:
You don’t need to fix everything. Often, being heard is what helps people move forward and begin to embrace change.
Best practice
Go in curious, not defensive
Expect emotion - and allow space for it
Remind yourself: this isn’t personal, it’s human
This mindset helps managers respond thoughtfully in everyday workplace conversations.
Approaching conversations this way strengthens your communication skills and supports consistent, people-centred change management. Remember, a positive mindset helps create calm and openness, even when emotions run high. These are simple key steps that help managers show up calmly and consistently.
Quick check
Am I ready to listen without interrupting?
Can I sit with uncertainty if I don’t have an answer?
Start by inviting openness, not agreement. This creates space for people to talk honestly about how they’re feeling and helps create psychological safety, so people feel able to speak honestly.
It also sets the tone for open communication and open discussions, rather than defensivness or debate. This approach builds trust in workplace conversations where emotions may already be high. The goal is to create space where employees feel safe to share what’s really on their mind.
Try these opening prompts
Use these prompts as flexible talking points, not a script.
“How are you feeling about the changes right now?”
“What’s been on your mind since we shared the update?”
“What feels most uncertain for you at the moment?”
Tip
Ask one question - then pause. Silence often gives people permission to speak honestly and helps employees feel heard.
People rarely lead with the real issue. In a changing workplace, worries often sit beneath the surface. Your role is to gently uncover it, especially during periods of organisational change where employees feel unsettled.
Use these prompts
“Can you tell me a bit more about what’s worrying you?”
“What impact do you feel this change might have on you?”
“What part of this feels hardest right now?”
Best practice
Listen to tone and body language, not just words
Avoid jumping in with reassurance too early
This approach helps line managers understand how employees feel beneath the surface and respond with empathy rather than assumptions. It also creates space for honest feedback that can guide future conversations.
Validation isn’t agreement - it’s acknowledgement. It recognises the reality of how the situation feels for someone in that moment. It signals respect and understanding in the workplace, even when answers are limited. This approach supports trust and relationship building, especially when people feel uncertain. It shows employees feel seen and respected during change.
Helpful phrases
“That makes sense given the uncertainty.”
“I can see why that feels frustrating.”
“It’s completely normal to feel unsettled by this.”
Avoid
“Don’t worry, it’ll be fine.”
“At least it’s not as bad as…”
“There’s no reason to feel like that.”
Once someone feels heard, they’re more open to next steps. That openness makes it easier to talk about support without rushing to solutions. Support doesn’t mean having all the answers - it means helping employees feel steadier as change unfolds. This can include explaining where decision-making sits and what input is still possible.
Support-focused questions
“What support would help you most right now?”
“Is there anything we could adjust to make this transition easier?”
“Would it help to check in again next week?”
Best practice
Agree one small, practical next step
Keep support realistic and within your control
This style of support is a practical expression of empathetic change management.
Change conversations shouldn’t end in uncertainty. They should help people feel supported as they move through the change journey. This support makes it easier for individuals to adapt without feeling rushed or pressured.
Ending with clear communication helps reduce anxiety and reinforce stability. Part of strong change management is helping people regain a sense of stability. Being clear about timelines and decisions helps reduce uncertainty and speculation.
Helpful closing prompts
“Let’s focus on what we can control this week.”
“Here’s what stays the same for now.”
“I’ll update you as soon as I know more.”
Tip
End with clarity on:
What happens next
When you’ll reconnect
Clarity helps employees feel more grounded during ongoing change.
Empathy builds trust - consistency keeps it. Following through is a key part of successful change management. This consistency supports trust and helps teams maintain productivity during periods of change.
Good practice
Follow up on anything you said you’d do
Share updates, even if nothing has changed
Keep regular check-ins going
This consistency matters in the workplace and reinforces trust and helps employees feel supported over time, helping to create a positive work environment, even during ongoing change.
Your behaviour sets the tone. Providing a clear vision helps people understand what the change means for them, even when details are still evolving.
The example leaders set influences how safe and supported people feel during change. Your leadership style shapes how safe and supported people feel during change. Calm, consistent leadership helps people feel grounded - even when change is ongoing.
Strong change management relies on everyday actions, not just plans. This is where effective leadership shows up in practice. These behaviours are often reinforced through practical training rather than theory alone.
Before or during a tough conversation, ask yourself:
Am I listening to understand, not reply?
Have I acknowledged how this feels?
Have I offered support or clarity, not just information?
These small checks reinforce effective communication, even in difficult moments. That’s empathy in action - and a core capability for line managers navigating change.
Turn empathetic conversations into ongoing support with Breathe.
Record 1:1s, track actions, and keep check-ins consistent - even as change continues.