The Misunderstood Assumption

Most communication breakdowns don’t start with conflict. They start earlier, when employees sense that something is changing and don’t yet understand what it means for them.

Leaders are often deep into a decision long before it’s communicated. They’ve spent weeks working through data, constraints, and tradeoffs. They’ve debated options, ruled some out, and landed on a direction that feels necessary. By the time the message is shared, they feel settled in the decision because the work behind it is already complete.

Employees experience that same period very differently.

They notice shifts. Meetings change. Conversations move behind closed doors. Decisions start happening without explanation. People know something is coming, but they don’t know what it is or how it will affect them. They are missing the context leaders have, and they are aware of that gap.

That difference is where the assumption begins.

The Assumption Leaders Make

Leaders assume that once the decision is explained, the reasoning will be clear. It feels logical to them because they remember everything that led up to it. The constraints, the risks, the alternatives that were considered and rejected. All of that context is active when they communicate.

Employees don’t have access to any of that.

They weren’t in the room, they didn’t see the numbers, hear the debates or understand what was at stake. So when a decision is announced, they don't have the same background as leadership.

Leaders expect people to connect the dots. Employees don’t even know which dots exist.

The Assumption Teams Carry

While leaders are working through scenarios and financials, teams are sitting with uncertainty.

People want to understand what is happening so they can prepare. They want to know how this affects their role, their workload, their stability, their future and their family. When they don’t have enough information, fear fills the space.

People start making assumptions to protect themselves. They look for patterns, interpret silence, and give small changes meaning. This is what helps them brace for what might come next, even if they’re completely wrong.

By the time the message arrives, it’s already being filtered through those assumptions.

Where Assumptions Collide

This is where communication breaks down.

Leaders are communicating from a place of clarity. Teams are trying to understand what is going on and what it means for them. They are listening for answers to very real questions about security, expectations, and trust.

If the message doesn’t acknowledge that reality, people struggle to hear it. They’re not focused on the decision itself yet. They’re still trying to understand their place in it.

Making the Assumption Visible

A more effective approach starts with recognizing what employees are likely experiencing before delivering the message.

What information have they had so far?

What gaps have they been living with?

What questions are they probably trying to answer on their own?

When leaders show that they understand how people are feeling, it changes how the message is received. People become more open because they feel taken into account. That sense of being seen lowers fear and creates space for understanding.

Only then does the decision itself have a chance to land.

Team Communicating After Change

Why This Changes How Leaders Communicate

When assumptions are acknowledged, communication becomes more honest.

People need to feel that leaders understand their experience before they are ready to move forward. Understanding has to come before alignment.

I’ve seen this most clearly during periods of organizational change. Leaders believed they were being clear, while teams were stuck trying to understand what the change meant for them personally. Once leaders named that gap and addressed it directly, the conversation shifted. Questions became more constructive. Trust stabilized.

Most people can live with uncertainty when it’s recognized.

A Place for Reflection

Think about a time when communication didn’t land the way you expected.

What context did you have that others didn’t?

What were people likely experiencing before they heard the message?

Those assumptions rarely align on their own which is where things start to break.

Looking Ahead

Employee assumptions shape how future communication is received. When those assumptions are fearful or negative, alignment moves further away with every message.

Addressing them early changes that trajectory.

Before you talk to your team, don't just decide what to say and what slide to use, understand their concerns entering the conversation. That determines whether your message will build trust or make the gap wider.

If you’re navigating a moment where understanding feels fragile, I’m here to talk through it with you. Success lies in your ability to move forward as a team.