What to communicate when there’s no change to communicate

Think about the business you’re in, or any organisation you’ve been part of over the last few years. How much change has it gone through? How much more is still on the horizon?

The reality is: change is no longer a phase. It’s the default setting.

We’re navigating constant transformation through restructures, technology shifts, new operating models, customer demands, regulatory pressure, global trends… you name it. Meaning: behind every one of these changes is a project team working (often heroically) to bring them to life.

However… If you've ever worked on one of these projects, or supported them from the sidelines as a communicator, you’ll know that very few changes unfold exactly as planned. Budgets blow out, timelines stretch, priorities shift, and progress can crawl at the pace of a sleepy sloth. Which is exactly where it gets tricky for us communicators.

You’re expected to keep people informed, engaged, and confident in the change, even when everything has slowed to a glacial pace. So, what do you actually say? How do you stay visible without resorting to fluff?

1. Do a quick check in

Silence creates space and people will find a way to fill that space with assumptions. Usually negative ones. Which is why, even if there’s no major news, a simple check-in can go a long way to reassure people that the project is still ticking along. Let them know what’s happening (or why it’s not happening), what’s next, and when they can expect more.

That said, resist the urge to broadcast a standalone update. Instead, slot your message into an existing channel: a regular team meeting, a line manager email, or a short item in a staff newsletter. Keep it tight and purposeful with no overhyping or corporate spin. Just respectful, honest, and brief.

2. Get specific

One of the fastest ways to lose trust is to send a vague update to everyone that says nothing to anyone. Rather than defaulting to a “one-size-fits-all” approach, ask yourself:

“Who actually needs to know something right now?”

If one stream of work is progressing or a decision has been made that impacts a specific group, focus your communication there. Be clear about what’s relevant, what’s expected, and why it matters to that audience. This also creates a brilliant opportunity to bring people into the process.

If you're still designing part of the change or testing ideas, ask for feedback. Invite collaboration. People are far more likely to support a change they feel involved in.

3. Give them a peek!

Let’s be real for a second: most people have no idea what actually goes into a change project. They don’t see the multiple stakeholder meetings, scenario testing, budget revisions, or governance gatekeeping that happens behind the scenes. So, tell them!

Pull back the curtain and share some insight into what the team is working on, even if the outcome hasn’t been finalised yet. It could be as simple as:

• “The team has been engaging with department heads to resolve process overlaps.”

• “We’re currently testing three technology options to support the rollout.”

• “Our change leads are preparing training scenarios for different employee groups.”

These glimpses help demystify the work, showcase progress (even if it’s not flashy), and validate the effort going on behind closed doors. They also build empathy and trust, especially if things take longer than expected.

4. Remind people of how far you’ve come

Long projects suffer from memory loss, especially in large, shifting organisations. Staff come and go, priorities change, and pretty soon, no one remembers what the project was for in the first place. If progress has stalled, use the moment to recap the journey so far. Revisit the origin story:

• Why was this change initiated?

• What have we achieved so far?

• What’s still to come?

This isn’t just a history lesson, it’s a way to reinforce the “why” behind the change. You can even present it as a timeline graphic, or include team shoutouts to highlight contributions and wins along the way. A well-timed reminder can also help reset the narrative. When people see how far they’ve already come, it builds confidence and motivation to keep going.

5. Be open and transparent

This one’s simple, but powerful: don’t BS people.

If your project has hit a wall, be honest about it. Explain the reasons without overcomplicating things, no matter if its budget approvals, shifting priorities, or unexpected roadblocks. People are far more understanding when you treat them like adults.

In fact, open communication during delays often builds trust. It signals that you respect your audience enough to keep them in the loop, even when the news isn’t perfect. If possible, let them know what the team is doing to get things back on track. 

Great communication isn’t just about delivering polished updates when everything’s going smoothly. It’s also about how we show up during the lulls, the delays, and the tough patches. Those moments, when there’s “nothing to say”, are often when people need clarity, reassurance, and trust the most.

So if you find yourself stuck between a demanding sponsor and an impatient audience, take a breath. You do have something to say and if you say it with purpose, relevance, and honesty, your communication can keep the project, and your people, moving forward, even when the project itself slows down.