In rapidly changing climates like the one we’re experiencing with COVID-19, many employees feel off-balance as a result of the ambiguity around them. The best leaders know how to quell this uncertainty, show comradery and build confidence through what and how they communicate with their people. As we continue to navigate the realities of the new normal and reflect on how the lessons of COVID-19 can be applied to future periods of change, here are five key messages your employees need to hear:

1. You are safe and seen.

Communicating during periods of change begins with making employees feel understood and assured that the organisation is looking out for their best interests.

People need to know their worries are valid, that their concerns are being listened to and that they will always have their questions answered. At the same time, it’s important for you to reassure them that the situation is under control and you are doing everything in your power to look after them.

2. Here’s what we know.

When everything around us is uncertain, sometimes we need something to hold onto. Solid facts give us that. Amid rapid change, employees need to hear updates on the current state of the business as soon as is practical – a lack of information soon leads to guesswork, hearsay and suspicion. By maintaining frequent, transparent communication, you can allay the fear of the unknown, increase trust and build loyalty in your team.

3. This is the plan.

Whilst facts are useful, people also want to know what you’re going to do with them, so make it a priority to translate the organisation’s response for all employees. Creating a step-by-step plan can be difficult when everything is still in a state of flux, but even explaining where you’re going to get more information, the immediate steps you intend to take and who will be affected can provide reassurance and a sense of stability.

4. This is what I need from you.

When a business is facing significant change, leaders must return to the basics of clarifying expectations, reviewing priorities and readjusting roles so that people can continue to leverage their strengths. Crucially, every individual also needs to have a sense of purpose and understand how they fit into the bigger picture. Once you have a rough plan in place, lay out the actionable steps for your team or, at the very least, an end-goal for people to work towards – this will help motivate them and provide a sense of agency in challenging circumstances.

5. We are in this together.

Community is one of the most powerful tools a leader has when guiding a team through change. Regardless of the situation, people can find solidarity and the strength to move forward in one another. As the change unfolds, take steps to ensure that no one feels left behind or out of the loop, and remind them that you will get through it – just like everything else – as a team.

Navigating change is never easy, but the messages you convey to your people can influence how they respond to the uncertainty and how effectively they band together to overcome challenges. Keep in mind that the most important thing when you’re communicating with your employees is authenticity, so make sure you’re only conveying these messages where you can do so truthfully – this is what gives them their power.

How have you been communicating with your team during this time? We’d love to hear about your experience