Building Trust During Organizational Change

Change is inevitable.

Every organization experiences it. New technology, evolving priorities, leadership transitions, policy updates, workforce modernization, and budget shifts all require employees to adapt. While change is often necessary, it can also create uncertainty.

One lesson has remained constant throughout my leadership journey: People can adapt to change more readily when they trust the people leading it.

Many leaders focus their communication on what is changing. Effective leaders also explain why the change is happening and how it supports the organization’s mission. Employees are more likely to support change when they understand its purpose.

Trust becomes especially important during periods of uncertainty.

When information is limited, people naturally begin filling the gaps with assumptions. Questions go unanswered. Rumors begin circulating, and anxiety increases. Productivity often declines — not because employees resist change, but because they lack clarity.

Leaders cannot always eliminate uncertainty, but they can reduce unnecessary uncertainty through honest, consistent communication.

One of the greatest lessons I learned about leading through change came during my military service. In the military, change is constant — especially during deployments. Missions can change quickly, and there are times when leaders cannot fully explain every operational detail before asking Soldiers to adapt. In those moments, one thing becomes critically important:

Trust.

That trust can have life-or-death consequences.

Military leaders understand that trust is not built during deployment; it is built long before deployment. Leaders establish credibility by being transparent whenever possible, developing rapport, setting clear expectations, and consistently demonstrating integrity. When circumstances demand rapid change, Soldiers rely on the trust that has already been established.

My experiences in civilian organizations reinforced the same lesson.

I worked with a leader who often said, “Never let the guards run the prison.” He said that supervisors should not explain decisions to their employees because they were “not equals.” His philosophy was that leadership depended on authority rather than understanding.

I respectfully disagreed.

The impact of that leadership style became evident over time. When he promoted training courses, they rarely filled to capacity, and employees often withdrew shortly after the session began. In contrast, my courses consistently reached capacity before I could fully advertise them. I believe the difference was not the subject matter — it was the relationship.

People are far more willing to engage with leaders who communicate openly, explain the purpose behind decisions, and demonstrate genuine respect for those they lead.

Leadership author John C. Maxwell wrote, “If you think you’re leading and no one is following, then you’re only taking a walk.” That statement has stayed with me throughout my career because it reminds us that titles may establish authority, but trust inspires people to follow.

While most civilian organizations are not making life-or-death decisions in the same way, the need for trust is no less important. A lack of transparency, communication, and psychological safety can erode morale, increase stress, reduce engagement, and contribute to burnout and turnover.

Research supports this connection. Gallup has consistently reported that employee engagement has declined while workplace stress remains high. The U.S. Surgeon General’s Framework for Workplace Mental Health and Well-Being also identifies trust, connection, and supportive leadership as essential elements of healthy workplaces.

Whether leading Soldiers, teaching students, or guiding employees through organizational change, the principle remains the same: People are more willing to navigate uncertainty when they trust the person leading them.

Throughout my career, I have observed that employees respond more positively to change when leaders remain visible, approachable, and transparent. Employees do not expect leaders to have every answer immediately. They do expect leaders to acknowledge concerns, communicate what they know, and provide updates as information becomes available.

Small actions can strengthen trust during times of change:

• Communicate early and often.
• Explain the purpose behind decisions.
• Acknowledge uncertainty instead of avoiding it.
• Invite questions and genuinely listen.
• Follow through on commitments.
• Demonstrate empathy while maintaining accountability.

These actions send a powerful message: “We are navigating this together.”

Leaders also influence how employees experience change. When leaders remain calm, respectful, and solution-focused, they help create stability during uncertain times. Their attitude often becomes the emotional climate of the team.

Building trust during change is not about eliminating every concern. It is about creating confidence that employees will receive honest communication, thoughtful leadership, and consistent support throughout the process.

Organizations change. Policies change. Technology and leadership change — but the need for trust does not.

The Mirror Challenge

Before leading others through change, ask yourself:

• Have I explained the “why” behind important decisions, or have I simply announced them?
• Am I communicating consistently enough to reduce uncertainty?
• Do employees trust me enough to ask difficult questions?
• How do I respond when people express fear or resistance?
• Am I leading people through change — or expecting them to navigate it alone?
• If I were on my own team, would I trust my leadership during uncertain times?

Change will always test leadership. Trust determines whether people choose to follow them.

Employees rarely expect perfection from their leaders, but they remember honesty and consistency. They remember how leaders made them feel when the future seemed uncertain.

Mirror Principle™

Leadership is tested during change, but trust determines whether people choose to follow.

The Mirror Challenge™ | Dr. Gloria Francis

Dr. Gloria Francis is a leadership educator, workforce development professional, U.S. Army Veteran, author, and founder of Francis Leadership Institute & Press (FLIP). With more than 25 years of experience spanning military service, federal government, organizational leadership, training and development, and workforce engagement, she specializes in leadership development, communication, employee engagement, workplace culture, and professional growth.

Photo Credit: Clement Nivesse, Pexels