At some point in every transformation journey, there’s a moment where the leader looks out at the team and thinks: “Wait. Why aren’t they getting it?”

I’ve been there myself! In the middle of a tough business turnaround, I laid out a clear and confident strategy, at least that’s how it felt in my head. But the reaction? Confusion, hesitation, even disengagement. It was a wake-up call: what’s obvious to me as a leader is not always obvious to the team. And more importantly, it’s my job to make sure it becomes obvious.

Communication Matters

Change, especially when driven by pressure — market downturns, declining performance, new strategies — puts stress on every part of the business. And in that stress, teams start to lose clarity and trust. According to a recent Gallagher 2025 report, organizations that invest in open, two-way communication and build strong internal relationships are significantly more successful in navigating uncertainty.

It’s not just about sharing decisions. It’s about building context. Helping people understand why a decision was made, what it means for them, and how they can contribute. That’s when real alignment happens — and where motivation kicks in, even during hard times.

Direct, charismatic… and still not enough

I’ve always leaned into a direct and confident communication style. I believe in being clear, decisive, and fast — especially when a business is burning cash and time is not on our side. And in many situations, this has helped me push through resistance and energize teams.

But here’s the lesson I had to learn the hard way: clarity doesn’t equal connection.

You can be charismatic and still leave people behind. You can be right — and still lose the room. What I’ve learned (sometimes the painful way) is that communication is also about patience, empathy, and listening. People need time. They need space to react, ask questions, and sometimes even grieve the loss of “how things used to be.”

And let’s be honest: as leaders, we don’t always have all the answers. Saying “I don’t know yet” doesn’t make us weak — it makes us human. Teams appreciate authenticity far more than perfection.

Adapting communication to the company’s stage

Leadership is not one-size-fits-all. Communication styles should evolve as the company evolves. Understanding where your company is — and adjusting your leadership voice to that stage — is a strategic decision:

• In early-stage startups, leaders often inspire by painting a bold vision. The tone is passionate, energetic, and informal. You’re rallying a small, committed crew around a dream.
• In a growth phase, structure and clarity matter more. Teams are larger, coordination is trickier, and your message needs to scale.
• During transformation or turnaround, communication must become more frequent, transparent, and context-heavy. People are watching closely, and trust is fragile.
• In mature organizations, the challenge is avoiding complacency. Communication here becomes about reigniting purpose and challenging the status quo.

Global teams, global Messages.

Let’s not forget the cultural dimension. Leading cross-border teams means your words land differently depending on who’s listening.

In Northern Europe, directness is often appreciated. In other cultures, it may be perceived as too blunt. Some cultures value consensus and group harmony; others reward assertiveness. If you’re leading a multicultural team, contextual intelligence becomes essential. What motivates one team may confuse another.

Harvard Business Review recently published an excellent reminder: don’t assume your team sees the world like you do. Take the time to learn the communication norms of the cultures you’re managing. It pays off.

You can’t lead what you don’t talk about!

In times of change, people don’t just want a plan. They want to know where they stand in that plan. They want to understand your thinking, even your doubts. They want to be seen and heard.

So here’s my commitment and my advice to fellow leaders:

• Communicate early. And often.
• Build context before asking for action.
• Be direct, but also patient.
• Ask questions, not just deliver answers.
• Say “I don’t know” when that’s the truth.