Silencing employees during periods of change doesn’t protect an organisation – it blinds it from the very insights that could drive success

CREDIT: This is an edited version of an article that originally appeared in The HR Director

When organisations enter periods of change, many senior leaders instinctively believe it’s best to pause employee feedback activities. The fear is understandable: what if the feedback is overwhelmingly negative? What if it creates more complexity in an already difficult time? But pressing pause is not protection – it’s avoidance. And avoidance has consequences.

The truth is, these are the moments when listening matters most. Uncertainty, stress, confusion and mistrust spread quickly, and if left unchecked, they quietly erode morale, engagement and performance. Instead of avoiding feedback, leaders must lean into it. Listening during change isn’t about managing perception – it’s about understanding reality.

The Human Cost of Silence

Organisations that avoid employee feedback during transformation risk missing early warning signs. A disengaged team, brewing frustration or mounting anxiety won’t always be visible on the surface. Without active listening, leadership becomes disconnected from what’s truly happening on the ground. When employees feel that their voices don’t matter, trust breaks down. The message becomes clear: this organisation doesn’t want to hear me.

Recent research shows that 28% of employees believe a lack of communication and understanding is the single biggest barrier to a strong employee experience. And they tell us that disengagement isn’t caused by too much feedback, but by not acting on it at all. Employee listening isn’t about running a survey and ticking a box. It’s a signal. It shows that the organisation values transparency and participation. It tells people that their input matters and that their experiences are shaping what comes next.

Equip Managers to Lead Through Change

Managers are not just implementers of organisational strategy; they are translators of change. They sit at the vital intersection between leadership and employees. Give managers access to timely, relevant feedback. Arm them with clear talking points and practical tools. Help them explain not just what’s happening, but what it means. When managers are empowered to have real conversations, they become trusted guides rather than reluctant messengers.

Speak Less, Listen More

The instinct to control the narrative during change is strong. But organisations that speak more than they listen quickly lose their people’s confidence. Transformation is complex and often uncomfortable – but listening makes it navigable. Repressing employee voices doesn’t protect the organisation. It isolates it. Listening creates clarity, connection and forward motion.

In times of change, the smartest strategy is also the simplest: keep listening.