In my recent post, “Keeping Your Battery Charged,” I shared thoughts on William Bridges’ model of transition and the challenges we face when we find ourselves in the “neutral zone,” which is the uncertain, uncomfortable space between an ending and a new beginning.

When you are a leader you aren’t just managing our own journey through that neutral zone. You are also responsible for helping your team and your often your colleagues find their footing when the ground feels unsteady. I have found the dual role of stewarding both my own emotions and my team’s well-being can be one of the toughest parts of managing change.

So what can you do to lead people through these transitions with integrity, empathy, and effectiveness? Here’s some guidance that has helped me:

1. Communicate Early, Often, and Honestly

In times of uncertainty, silence can be more damaging than bad news. Share information as soon as you can and as often as you can. Even when you don’t have all the answers, communicate the process:

• If you can’t yet tell them what is happening, explain how decisions are being made and when updates will come.
• Tell them what you wish you could tell them. Letting people know you understand the gaps in their information shows respect.
• If things get delayed, explain why. People can handle setbacks better when they aren’t left guessing.

Honesty builds trust. It’s okay — even powerful — to say, “I don’t know yet, but I’ll find out.”

2. Acknowledge and Validate Feelings

Change often stirs up a mix of emotions including grief, anxiety, anger, and even excitement. As leaders, it’s not our job to tell people how they should feel. It’s our job to create space for real emotions to surface. Say, “I know this is a difficult time,” and mean it. When people feel seen, they are more willing to stay engaged — even through discomfort.

3. Model Accountability and Follow-Through

In uncertain times, trust is fragile. Small actions matter.

• Write down concerns or questions that come up during conversations to increase confidence that you will follow up on them.
• Follow up diligently on anything you promise to look into or resolve.

Taking concerns seriously and acting on them speaks louder than any reassurance you can give.

4. Stay Curious and Open

During transitions, it’s easy to slip into cynicism: “That will never work,” “We’ve tried that before,” “This is going to fail.”
Guard against these self-fulfilling prophecies in yourself and your team.

Instead, encourage exploration. None of us knows exactly what will work. Be the leader who says, “Let’s test it,” or “Let’s see what we can learn.” Hope and curiosity are contagious.

5. Avoid Empty Demands for Trust or Loyalty

It can be tempting to ask people to “just trust” leadership or to “stay positive.” Resist that urge.

Trust is earned, not commanded. Loyalty grows when people feel respected, informed, and involved — not when they’re told to suppress valid concerns. Instead of asking for trust, focus on behaving in ways that build it.

Leading through change isn’t about having all the answers. It’s about walking alongside your people — staying open, honest, and human — even when the path is unclear.

As I continue to reflect on how to “keep my battery charged” during transitions, I’m reminded that leadership is not about appearing invulnerable. It’s about showing up — consistently and authentically — for yourself and for others.

If you are leading an organization that is going through change know this: You are not alone. And your steady presence matters more than you know.