Uncertainty in the workplace has become a constant presence in recent years, shaped by economic swings, digital misinformation, political unrest, global conflict, and rapid social change. That uncertainty doesn’t stay outside the office. For employees, the unknown shows up in day-to-day decisions, business priorities, and their sense of security in their roles. In this environment, internal communication becomes more than a nice-to-have; it becomes a vital tool for building trust, creating stability, and helping people focus on what they can control.
The last few years have demonstrated just how crucial communication is when the path ahead isn’t clear. During the height of the pandemic, many companies found their voice in ways they hadn’t before. Leaders communicated more often, showed vulnerability, and listened with intent. They implemented digital tools and spent time communicating the why behind what was impacting the business and decision-making. Employees responded in kind, with patience, flexibility, and renewed engagement.
But as time passed, some of those internal communication priorities and practices faded, and so did the sense of mutual trust. A clear example of this is the wave of companies that committed to permanent remote work in 2020, only to walk those promises back just a few years later. While business needs evolve, the way those changes are communicated makes all the difference. Sudden shifts delivered without context or empathy can erode employee confidence and deepen cynicism. A well-executed internal communications plan can serve as a vital bridge, connecting the company’s need for change with employees’ need to understand how any change could impact them.
So, how can companies communicate effectively in today’s uncertain times in ways that strengthen trust rather than erode it? It’s not just what you say that matters. It’s how, when, and how often you say it.
Here are a few core principles for communicating through ambiguity or change and today’s ongoing uncertainty:
Communicate internally before communicating externally.
The timing and planning of both internal and external communications teams messaging and channels are challenging, but are a key component in shaping a positive employee experience and company culture. Communicating internally ahead of external communication maintains employee morale and activates employees as brand ambassadors to help the company deliver consistent messages and further control the company narrative. Employees feel respected and engaged when they are trusted with information about their company before it is public.
Keep it steady.
When everything feels up in the air, employees look for something reliable. Even if you don’t have all the answers, a regular cadence of communication through newsletters, town halls, or team updates helps people feel informed and included. It gives them a rhythm to hold onto.
Speak to what’s happening, but anchor in what you can control.
Acknowledging the broader landscape builds credibility, but employees also want to know where the company stands and what it’s doing. Center your message around the decisions being made, the support provided to employees, and the goals that continue to be prioritized.
Make leadership accessible.
Employees respond well to leaders who speak plainly and show up consistently, either through a video message, a live Q&A, or a coffee chat. The key is for leadership to be visible, honest, and present. That kind of presence builds connection.
Encourage conversation, not just updates.
People want to be heard, especially during uncertain times. Create space for feedback and listen with intention. A pulse survey, manager-led discussion, or suggestion channels can provide employees opportunities to voice concerns and ask questions. After these are in place, follow up with what you’re hearing and how you’re responding. Let employees know you’re listening and want to help.
Don’t wait for certainty to communicate.
One of the biggest mistakes companies make is going silent while waiting for perfect clarity. Employees tend to fill that silence with their own assumptions, often leaning toward worst-case scenarios. Rather than saying nothing at all, it’s better to say: “Here’s what we know and here’s what we’re still working on.”
Employees don’t expect their companies to control the world around them. But they do expect clarity, care, and honesty in how the organization responds. When internal communication delivers on this, it becomes one of the strongest tools for building trust, regardless of the challenges that lie ahead.
