Remember that frustrated feeling that overcomes you when your boss tries to explain why organizational changes are coming (including budget cuts)? So now you’re left wondering how to tell your team members that their priorities and workload have shifted and there’s more juggling ahead. For many leaders, this is a reality that plays out very frequently. With various influences outside your control, such as an economic downturn, leadership restructure, price hikes and customers looking elsewhere, it’s necessary to figure out a pragmatic way to handle this.

As you contend with what this means for you, you’re immediately wondering how to impart the message to your team. 

My first piece of advice is to take a pause and acknowledge that change is in the air and it’s best to deal with it versus fighting something you cannot ignore. So, lean into what helps you center yourself, because being impulsive or overreacting will simply create more disruption (for yourself and others). 

Just as important is your approach towards informing your team and any other stakeholders. The message needs to be timely, helpful, empathetic and yet forward thinking. Remember, you still need them to be engaged and optimistic, so that this wave of uncertainty can be dealt with effectively.

Get the facts

Source the information that you need to update your team. Speak to you manager and ask if there are other communications to help you. Access them as soon as possible, as news of any change – big or small – can travel fast. It’s important that your team hears it from you.

Share the message; don’t procrastinate

This needs to come from you, their leader. It’s not something to delegate, despite your super busy schedule. It’s critical that they get to ask you their questions. Think clearly about what you need to say by drafting your speaking points beforehand. If the communication is about changes to roles, the team’s structure or layoffs, share the speaking points with your manager and HR – so you can get proper guidance before communicating anything.

Be specific about what it means for them

At the very least, plan to speak about the following – What does the change mean? Why is it happening? When will it take affect? You will want to share why the change is important. Where you can, provide clear examples of what will change. Also, saying that you don’t know and will find out more – is perfectly OK. Explain what your role will be in this process and what they can expect from you.

Don’t play the victim

Don’t blame others for what’s happening or for the additional workload. As a leader, you need to set the scene to encourage engagement and exemplify accountability. It might be difficult, however focusing on a positive approach gives you and others a platform that encourages open communication and strengthens trust. Remember that your team will be watching how you behave and what you say. So, if your message is: ‘Here we go again! Another round of uncertainties while the executives figure out what to do!’ Your team hears ‘I’m simply the messenger and I hope you don’t blame me for this’.

A routine helps

Schedule regular calls or meetings to check-in and to keep the team on track. It allows you to share key messages and also be a visible leader. Your role as a coach kicks in here as well. Be honest about what this means for the organization and your own team. It beneficial to set up one-on-one discussions with  those who are not coping well. By being empathetic yet encouraging, you’re shaping an optimistic mindset throughout your team.

Manage your talent

Depending on the change, there’s always the possibility that you could lose employees. Be proactive and pinpoint your critical roles. Do you have successors? Are these jobs easy to fill? How will these vacant positions impact the team and business? Who can step in immediately?

Above all, be empathetic. It’s very natural for people (including you) to feel anxious, overwhelmed, stressed or unhappy. You can’t manage all their emotions. However being present and showing that you’re genuinely concerned will give others comfort; which in turn opens the door to engagement. Practice listening and don’t feel that you need to have all the answers. 

As change happens, we’ve all encountered ups and downs. Never mind the uncertainties and rebalancing we try to do as leaders; being poised and in control for the team can be extremely taxing. Finally, if you need an advisor, reach out to someone you trust who can coach you. It’s extremely valuable to have someone to talk to. Helping others starts with helping yourself.