Last week, I was speaking to an internal communication colleague who said that internal comms is all about change. My natural instinct was to wonder if that’s true.
Sure, a lot of our work involves navigating change—strategy shifts, restructures, new policies, cultural transformations. The high-profile stuff with comms plans and measurable outcomes. And it’s tempting to define internal communication by those moments, because they’re visible, complex, and often urgent.
But framing internal comms as “all about change” leaves something important out: the day-to-day communication that builds trust, connection, and psychological safety. The kind that might not trend on LinkedIn but makes people feel like they belong and are part of the bigger picture.
Trust, like inclusive leadership is built in the every day
Trust isn’t built during town halls or major change campaigns. It’s built during the regular, consistent, human moments in between. Inclusive leadership is the same. It’s not a performance or a playbook for change. It’s how leaders show up on an ordinary Tuesday.
And that’s where internal communication plays a powerful role. When we do it well, we’re not just sharing information—we’re reinforcing values, signalling inclusion, and creating clarity. Every. Single. Day.
This is more than gut instinct. Research by Edmondson and Lei (2014) on psychological safety confirms that consistent communication and team-level transparency contribute significantly to trust and safety at work—key components of inclusive workplaces.
The invisible work that holds everything together
Let’s talk about the comms that rarely get celebrated:
The weekly newsletter that reliably shows up and gives people a sense of what’s happening across the organization.
The team updates that translate strategy into something meaningful and relevant.
The employee spotlight that says “you matter” without saying a word.
All of this helps people feel seen, included, and secure. It’s not flashy—but it’s foundational.
Building trust with inclusive internal communication
Consistency = psychological safety
When communication is predictable and dependable, people feel safer. As research from Dirks and Ferrin (2001) shows, trust in leadership is built through consistent, credible communication over time.Clarity = equity
Clear, jargon-free communication makes information accessible to everyone—not just those in the inner circle. Accessible communication is a core principle of inclusive leadership (Nishii, 2013).Tone = belonging
Tone matters. Messages that acknowledge effort, stress, or uncertainty humanise the organisation. When employees feel seen and heard, their sense of belonging increases—something linked to improved engagement and well-being (Baumeister & Leary, 1995).Voice = inclusion
Creating space for diverse voices in internal comms reflects inclusive leadership in action. According to Bourke and Dillon (2018), inclusive leaders actively seek out and value different perspectives—and internal comms can be the amplifier.Follow-through = integrity
Trust thrives when words align with actions. Comms that make promises without follow-up damage credibility. On the other hand, transparent and accountable communication strengthens trust (Shockley-Zalabak et al., 2000).
Change may grab the headlines but the everyday earns trust
Yes, internal comms supports change—but that’s not the full picture. It also supports stability. Continuity. Belonging.
And here’s a leadership truth: You can’t lead people through change if they don’t trust you on a normal day.
So let’s give more credit to the quiet power of everyday internal communication—not just operational but the relational. It’s not just about what’s next—it’s about who’s here, now. Building trust is where we start.#
References
- Baumeister, R. F., & Leary, M. R. (1995). The need to belong: Desire for interpersonal attachments as a fundamental human motivation. Psychological Bulletin, 117(3), 497–529.
- Bourke, J., & Dillon, B. (2018). The six signature traits of inclusive leadership. Deloitte University Press.
- Dirks, K. T., & Ferrin, D. L. (2001). The role of trust in organizational settings. Organization Science, 12(4), 450–467.
- Edmondson, A. C., & Lei, Z. (2014). Psychological safety: The history, renaissance, and future of an interpersonal construct. Annual Review of Organizational Psychology and Organizational Behavior, 1, 23–43.
- Nishii, L. H. (2013). The benefits of climate for inclusion for gender-diverse groups. Academy of Management Journal, 56(6), 1754–1774.
- Shockley-Zalabak, P., Ellis, K., & Winograd, G. (2000). Organizational trust: What it means, why it matters. Organization Development Journal, 18(4), 35–48.
