Why leaders can make or break your communications

When it comes to communicating change inside an organisation, nothing matters more than the people delivering the message. Research consistently shows that employees trust their leaders above all other sources of information.

According to the 2025 International Employee Communication Impact Study, 57% of employees say they trust their immediate supervisor the most for company news. Similarly, the IC 2023 Index found that 65% of employees trusted communications from their direct managers, compared with just 54% for CEOs.

That statistic should give every communicator pause for thought. Because when we think about rolling out a new strategy, launching a transformation programme, or introducing a new share plan or reward framework, success doesn’t just hinge on what we say centrally. It depends on whether leaders and line managers are equipped and confident to carry the story forward.

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The missing link in change comms

All too often, organisations focus on the ‘what’ of change: the new operating model, the strategy refresh, the relaunched share plan. Slick decks are produced, FAQs are drafted, and emails are sent. But if leaders don’t own the message – if they can’t explain it in their own words, in the moments that matter with their teams – the message risks falling flat.

Employees look to their managers not just for information, but for interpretation: What does this mean for me? How will it affect my work? Why should I care? Central comms can set the direction, but leaders are the ones who bring it to life.

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Storytelling matters

This is where storytelling comes in. Storytelling isn’t about spin or gloss – it’s about framing the change in human terms. Why now? What’s the problem we’re solving? How will this make work simpler, more rewarding, or more sustainable?

For leaders, it’s not enough to repeat a set of bullet points. They need to tell a story that resonates with their team’s context – linking the big picture to everyday reality. When managers can do this confidently, trust grows, uncertainty reduces, and colleagues feel part of the journey rather than passengers on it.

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Equipping leaders for the role

Of course, this doesn’t happen by chance. Leaders need the right support to step into this role as communicators-in-chief. The most effective change comms programmes build in leader enablement from the start. That means:

• Clear, simple narratives that leaders can make their own.
• Practical resources – such as FAQs or conversation guides – that anticipate the tough questions.
• Space to practice and align before they’re asked to cascade messages.
• Permission to say “I don’t know” – with reassurance that honesty builds trust more than bluffing does.

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Done well, this creates consistency in the enterprise-wide messages while still giving space for local adaptation.

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A practical example: share plans

We’ve seen this play out powerfully in share plan communications. Central teams can explain the mechanics – how the plan works, what the deadlines are, what tax implications might apply. But uptake tends to be strongest where leaders have personally advocated for the plan, and where line managers have had the tools to discuss it meaningfully with their teams.

When leaders explain why participating in the plan matters – linking it to shared success, to being part of the company’s future – the message lands with far greater impact. Likewise, when employees hear the opportunity explained in a team meeting, where they can ask questions in a trusted environment, engagement can increase dramatically.

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The call to action for communicators

As communicators, our job isn’t only to craft the narrative. It’s to make sure leaders are confident carriers of it. That means investing as much effort in leader preparation as in the glossy launch campaign. It means equipping managers to have the conversations that count – sometimes tough ones – with care, clarity, and conviction.

Because when employees trust their leaders more than any other source of information, those leaders hold the key to whether change feels imposed, or inspiring.

If you’d like support in equipping your managers and leaders to communicate change with confidence, we'd love to chat. We’ve helped organisations of all shapes and sizes prepare their leaders to engage teams on everything from strategy shifts to share plans and reward initiatives. With the right tools and guidance, leaders can become your most powerful channel for building trust and driving engagement.

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