Stop Shielding, Start Including: A Leadership Lesson in Change

Great leaders don’t shield their teams from change. They include them. Here’s how to shift from filtering to empowering communication in times of change.

Introduction

What do you do when the feedback says you’re failing at the very thing you thought you were doing well?

Many leaders have faced that moment—the gut punch that comes when good intentions don’t land the way you hoped. You thought you were being supportive, but your team didn’t see it that way. It’s humbling, and it’s a turning point.

That was my experience when I first stepped into a larger management role. I went from leading a small, close-knit team to overseeing multiple markets and sales programs. Suddenly, the game changed.

Main Insight: The Hidden Cost of Shielding

In my earlier role, I prided myself on being the “sh*t umbrella.” My job, I thought, was to protect my team from unnecessary pressure and chaos coming from above. I filtered the noise. I spoke up for them. I made sure they could focus on performance instead of politics.

Then came the feedback.

Over 60% of my team disagreed or stayed neutral on this statement: “My manager regularly shares relevant information from senior leadership.”

That one stung.

Because I thought I was doing that—just in a way that kept them safe and focused. But to them, it felt like I was holding back. Instead of feeling supported, they felt left out.

That’s when it hit me.

Change management isn’t about shielding. It’s about sharing. It’s about bringing people into the conversation—even when the picture isn’t perfect.

Common Mistakes Leaders Make in Times of Change

When organizations evolve fast—especially with AI, restructuring, and new strategies—it’s easy for leaders to fall into patterns that disconnect teams. Here are three common traps:

Filtering too much information. Leaders try to “protect” their teams from confusion or uncertainty, but withholding context often breeds frustration and mistrust.

Assuming understanding. Leaders think they’ve communicated because they’ve mentioned something once. In reality, people need repeated, consistent reinforcement to feel truly informed.

Overestimating psychological safety. If team members don’t feel safe to ask questions or challenge decisions, they stay silent—and leaders never learn how unclear things really are.

Framework: From Shielding to Including

Here’s a simple model I now coach other leaders to use when managing through change.

1. Share the “why,” not just the “what.”

Even when decisions come from above, take time to explain the reasoning behind them. People can handle uncertainty better when they understand purpose.

2. Bring people into the mess.

Don’t wait until every answer is clear. Invite your team to help shape how new initiatives get implemented. This builds ownership and resilience.

3. Communicate early and often.

Repeat key messages across multiple channels—team meetings, one-on-ones, and informal check-ins. Clarity takes repetition.

4. Be transparent about what you don’t know.

It’s okay to say, “I don’t have full details yet, but here’s what I know so far.” It builds credibility and trust.

5. Close the loop.

Once you do get updates, circle back. Let your team see that their feedback and questions made a difference.

Practical Lessons for Leaders

Feedback is a mirror, not a verdict. It reflects how your actions land, not your intentions. Use it to learn, not to defend.

People interpret silence as exclusion. If they’re not hearing updates from you, they assume they’re being left out.

Transparency multiplies trust. Even imperfect information, shared early, is better than a polished update that comes too late.

Involving others creates energy. People are more engaged when they’re part of solving the problem, not just receiving the solution.

Leadership grows through humility. The best leaders are learners first. When feedback hurts, it’s often because it’s showing us where to grow next.

Conclusion and Call to Action

Leadership in today’s world isn’t about being the shield. It’s about being the bridge.

As change accelerates—through technology, restructuring, and shifting priorities—teams don’t need perfect information. They need honest leaders who bring them in, even when the path isn’t clear.

So the next time feedback hits hard, take it as a signal. Not that you’re failing, but that your team is ready for a deeper kind of leadership.

FAQs

Q. How do I lead a global or remote team effectively?

Clarity and consistency are key. Use structured communication rhythms, check understanding often, and build trust through transparency rather than control.

Q. What is the most common mistake new managers make?

They assume their team experiences leadership the same way they intend it. Great managers test that assumption regularly through feedback.

Q. How can I balance empathy with accountability?

Empathy doesn’t mean avoiding hard truths. It means delivering them with respect and context so people feel supported, not blindsided.