How Leaders Can and Should Prioritize Messaging During Change

Periods of growth and transformation introduce uncertainty—new expectations, evolving offerings, shifting internal dynamics. I’ve experienced more than a few re-orgs and acquisitions in my career and have learned that in these moments, messaging isn’t something to refine after decisions are made. It is one of the primary tools leaders have to maintain alignment, build trust, and guide momentum.

The most effective leaders are intentional about how messaging is prioritized during change. They understand that clarity doesn’t come from saying more—it comes from saying the right things, in the right order, with purpose.

1. Don’t Start with a Surface-Level Refresh

Do anchor messaging in real strategic decisions.

Don’t:
Lead with a cosmetic update—new language, new positioning, or a refreshed website—before strategic direction is clear. Without clarity on what’s changing, what’s staying the same, and why, messaging quickly becomes disconnected from reality.

Do:
Treat messaging as an expression of strategy. Clarify priorities, tradeoffs, and intent first, then ensure messaging reflects those choices consistently across the organization.

2. Don’t Assume Your Customer Hasn’t Changed

Do revisit customer personas as part of the change process.

Don’t:
Rely on outdated personas or institutional memory. Growth often introduces new buyers, different decision-makers, and evolving customer expectations—even when the core mission remains intact.

Do:
Revalidate customer personas and adjust messaging to reflect current needs, motivations, and constraints. This doesn’t require starting from scratch, but it does require intentional review so messaging stays relevant as the organization evolves.

3. Don’t Roll Out External Messaging Before Internal Alignment

Do use messaging as an internal alignment tool.

Don’t:
Let customers hear the new story before your teams do. When internal understanding lags behind external messaging, inconsistency and confusion follow.

Do:
Ensure teams understand the core narrative alongside external rollout. Create space for questions, discussion, and practical application so messaging is used confidently and consistently.

4. Don’t Rely on Volume to Create Clarity

Do build a messaging structure that scales.

Don’t:
Respond to change by producing more content—more decks, more FAQs, more talking points—without a clear organizing framework. Volume without structure overwhelms teams.

Do:
Create a clear messaging spine: core ideas that remain steady across channels, teams, and tools. Supporting materials should reinforce that structure, not compete with it.

5. Don’t Design Messaging Only for Campaigns

Do design it for real conversations.

Don’t:
Write messaging solely for websites, presentations, or formal campaigns. During change, teams are having live, nuanced conversations with customers who are asking harder questions.

Do:
Develop messaging that works in sales discussions, service interactions, and business development outreach—language that’s adaptable, human, and grounded in reality.

6. Don’t Layer AI on Top of Fragmented Messaging

Do prepare messaging to support both people and systems.

Don’t:
Deploy AI-assisted outreach or service tools without first establishing clear, consistent messaging. AI amplifies what exists—misalignment included.

Do:
Ensure messaging is structured, customer-centered, and consistent so it can support both human-led conversations and AI-assisted communication effectively.

7. Don’t Treat Messaging as a Marketing Task Alone

Do steward it as leadership infrastructure.

Don’t:
Delegate messaging entirely to marketing. While execution may live there, ownership belongs with leadership—especially during periods of change.

Do:
Approach messaging as leadership infrastructure: a tool for orientation, alignment, and stability. When stewarded with intention, messaging helps teams navigate uncertainty with confidence.

Messaging as a Leadership Practice

When leaders prioritize messaging thoughtfully during change, it becomes more than communication—it becomes a stabilizing force. Clear, customer-aware messaging helps organizations move forward with cohesion rather than friction.

Don’t hesitate to work with a communications specialist that has experience with this type of messaging, like me.