Internal Communications During Turmoil: Key Reminders for Executives
By: Lisa Chensvold
It’s summertime, but the livin’ is anything but easy. We’ve got chronic change fatigue, punctuated by fits of whiplash. We’re all feeling it, which means your employees feel it, too.
If turbulence is rocking your organization, you need to lean into internal communications. During the pandemic, executives came to realize that internal communication is more than an HR function, more than a nice-to-have, and certainly more than posters in the break room. Internal communications is a leadership discipline.
Based on what I’ve been hearing from clients and colleagues, we’ve already lost a bit of that discipline.
As PR professionals, we know steady communication can help stabilize even the most topsy-turvy moments. No one can predict the future – in this environment, we can’t even predict what will happen later today – and executives do not need to have all the answers. They just need presence, clarity, and humanity. Here are a few reminders for executives in turbulent times.
1. Speak, even if you don’t have news
Contrary to the common wisdom, you should speak even when you don’t have something to say. In unstable moments, silence breeds speculation. People will fill in gaps with worst-case scenarios if you don’t give them something better, or at least more measured. That doesn’t mean you need all the answers; it just means you need to show up.
Get comfortable giving updates that don’t say much. For better or worse, PR folks do this well. Try something like, “We’re still working through details, but here’s what we know and what happens next.” Presence is powerful, even when certainty is scarce.
2. Lead with empathy, not empty corporate speak
Empathy isn’t optional here. Create space for feelings and acknowledge them. Whatever you do, don’t try to talk people out of what they are experiencing. Your job is to name the moment and point to the path ahead.
Think: “We know this is hard. Here’s how we’ll move forward together.”
3. Take a page from Voltaire
An executive client recently paraphrased Voltaire: “Everything you say must be true, but not everything true must be said.” Transparency is essential. So is discipline.
The goal is to build trust and protect the organization’s ability to lead with confidence. Employees don’t need a front-row seat to leadership tensions or half-formed plans. They need clear, consistent information that helps them do their jobs and understand the path ahead.
4. Don’t overplay the mission
If you’re a nonprofit leader, be careful here. Yes, people join mission-driven organizations to do meaningful work. But when things are chaotic, leaning too hard on the mission can feel dismissive.
If people are worried about layoffs, telling them they’re part of something bigger may not land. Acknowledge the stakes, be honest about challenges, and don’t use the mission as a Band-Aid for every operational, financial, or legal concern.
5. Treat it like a crisis
Maybe it is and maybe it isn’t, but the principles of crisis communication are your friend here. Create one reliable source of truth. Whether that’s a weekly update by email, Slack channel, intranet hub, or a standing meeting (with a written follow-up), make it consistent and accessible. If your staff hears five versions of the same story, they won’t believe any of them.
6.Pulse check and course correct
As you navigate tough times, invite two-way communication. Use formal or informal focus groups to understand how messages are landing. If you’re getting blank stares or side-eye, it’s time to pivot. Even during turmoil, you can listen better and lead stronger.
Internal comms during disruption isn’t about polish or perfection. It’s about being there, being human, and earning your team’s trust, in real time, again and again.
Turbulence will come and go. Maintain your internal comms discipline, and you will be a leader worth following