The cost-cutting target is set. The answer to “What does this mean for my team?” is not.

The cost-cutting target is set. The answer to “What does this mean for my team?” is not.

Anyone who creates economic clarity must also take responsibility for the human uncertainty.

People notice very quickly when a board promises certainty that nobody can provide. Or when their manager brushes aside every question with “I can’t say anything about that yet.”

In change programmes, I therefore recommend a simple communication discipline:

What has actually been decided today?

What is still being examined, and against which criteria?

When will the next update come — even if not everything has been clarified?

That sounds unremarkable. In everyday work, it takes courage: allowing uncomfortable questions, tolerating uncertainty and keeping commitments.

A cost-cutting programme can hit people hard. Leadership cannot talk away the consequences. But it can prevent mistrust from being added to the uncertainty.

Which specific statement from a leader gave you a sense of direction during a difficult period?

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