Wolf&Grayson EditorialMergers, restructures and growth all bring significant change to organizations, shifts most people accept as part and parcel of progress. Yet change in these moments can fail if employees feel left in the dark. When this happens, the impact isn’t always immediate or dramatic. Instead, a quieter form of resistance takes hold. “Transparency and communication are critical here,” says Jamie Durling, a strategic operating and HR executive. “Whether it’s positive or negative information, leaders need to be very honest, open and clear.”
Trust, in Durling’s view, isn’t a soft concept or a cultural afterthought. It’s a practical operating requirement. Without it, even well-designed transformations struggle to land. With it, organizations can move faster, adapt more confidently and sustain performance through disruption.
“Employees may not like the answer,” Durling says, “but they’ll ultimately respect and appreciate transparency. You can’t just let things slip by without explaining what’s changed and why.”
Trust as the Foundation of Change
Trust becomes most visible when organizations are under pressure. During periods of change, employees are watching closely for signals about what is happening, why it is happening and how it will affect them. Durling has seen that trust erodes not because change is difficult, but because leaders underestimate how destabilizing silence or ambiguity can be.
Trust also requires leaders to be present. Physical visibility, particularly in organizations with large frontline or location-based workforces, reinforces accountability. “It’s very important for leaders to be seen physically in those locations,” Durling says. Visibility reassures employees that leadership is engaged rather than removed from the realities of change.
Stabilizers That Create Confidence
Trust is further reinforced through structure. Change becomes more manageable when people understand where they stand and what is expected of them. “Being clear in stating what is expected of the employee during the change is incredibly impactful,” he says. That includes new responsibilities, decision boundaries and how success will be measured during the transition.
That same clarity needs to apply upward as well. Transparency about leadership’s own role signals accountability and shared ownership. When leaders articulate how they will show up, what they will prioritize and where they will be accountable, uncertainty gives way to confidence. “This is what I’m going to be doing,” Durling says. “This is the role I’m going to be playing during this period of change.”
Involvement, Courage and the Human Side of Change
Involvement is another critical lever. While not every decision can be open for debate, involving employees in the execution of change significantly reduces uncertainty. “You involve the employees in the actual transformation from day one,” Durling says. Participation gives people agency and helps them see themselves as contributors rather than recipients of change.
“If leaders are afraid to have open and honest conversations, then frankly they’re not very good leaders,” he says. Leading through change requires the courage to address what feels uncomfortable rather than avoid it.
When Credibility Is Tested
Even strong leaders misstep, particularly during complex transformations. “Trust is usually broken when commitments are not delivered,” he says. Plans change, timelines shift and strategies evolve, but silence is what causes lasting damage.
Repairing broken trust in these moments begins with proactive communication. Leaders must acknowledge when commitments cannot be met, explain why circumstances have changed and outline what will happen next. “Employees may not like the answer,” Durling says, “but they will ultimately respect and appreciate the transparency.”
Trust Shows Up in Performance and Culture
Over time, the impact of trust becomes visible in how people behave and perform. Rather than relying on surveys or sentiment scores alone, Durling looks at what employees actually do. Reduced absenteeism is one signal. “When sick days go down, it typically means employees are engaged,” he says, and engagement is closely tied to trust.
Strong performance reinforces the same point. When employees consistently meet or exceed targets, earn incentives and push beyond baseline expectations, it reflects an environment where they feel enabled rather than constrained. Psychological safety is the clearest marker of all. “When employees are willing to admit mistakes,” Durling explains, “that tells you there is trust.”
Trust isn’t a communications exercise or a cultural slogan. It’s the outcome of leaders being visible, setting clear expectations, following through on commitments and involving people honestly in change. Organizations that get this right don’t just manage transformation more smoothly. They create the conditions for sustained performance long after the change itself is complete.
To follow Jamie Durling, connect with him on LinkedIn or visit his website.
