What does this group need to hear right now?
The same message can land very differently depending on where a group is. An announcement about new processes feels helpful to a brand-new team. To a team that already runs smoothly, it can feel like a disruption.
Groups go through stages, a bit like a friendship or a household does. They start out unsure, go through some friction, settle down, and sometimes have to say goodbye. What people are thinking, and what they need from you, changes at each stage.
This tool helps Internal Communications teams work out which stage a group is in, then suggests how to talk to them. It can also help managers, HR teams, and leaders.
How to use it
- Think of one group: a team, a department, a whole company, or a group of new hires.
- Tap the stage that sounds most like how they are acting today.
- Tap what you need to communicate.
Guidance appears as you choose. Not sure which stage fits? Read the signs in the result, or see the full list further down.
Groups don't always move in order. A new leader, a reorganization, or a wave of new hires can send them back a step.
Explain why, say what stays the same, and give people time to react before you ask them to act.
Say it early and plainly, then say what happens next. Leaders should be the ones to deliver it.
Name the people and what they did. Be specific, because generic praise reads as filler. Match the mood: a group under strain can find big celebrations out of touch.
Say how their input will be used and by when. Then report back on what you heard, or people stop giving it.
Keep it simple: what's changing, why, and who to ask. New groups look to you for cues, so don't pile on detail.
Deliver it early, and in person if you can. People are still deciding whether they trust the company, and how you handle this sets the tone.
Use it to show what good looks like here. Name the people and what they did, so newer people learn what's valued.
Explain why you're asking and what happens next. Newer people may hold back until they see it's safe and that it counts.
Expect pushback and plan for it. Share the reasons, say what you heard from them, and be clear about what's still open.
Be direct and don't spin it. A group already questioning leaders will notice anything polished or evasive.
Keep it modest and specific. A big celebration can feel out of touch when people are frustrated, so credit real work and acknowledge the tension.
This is where it matters most. Ask, then show what changed because of what you heard, or the group will stop answering.
Lead with what stays the same, then the one thing that changes. Settled groups protect their routines.
Tell them plainly and connect it to what they've built together. Expect a sense of loss for the way things were.
Tie it to shared habits and stories. Recognition that names the group's way of working lands well here.
Use the channels they already trust. A familiar format gets better answers than a brand-new survey.
Give the context and the goal, then leave the how to them. Skip step-by-step instructions and approval requests.
Be brief and honest, and share what you know so they can decide for themselves. Inform them, don't manage them.
Keep it short and let the work speak. They know they did well, so a quick, specific thanks is enough.
Ask focused questions and treat the answers as expertise. These groups give sharp feedback if you use it.
Say what is known, what isn't, and when you'll update them next. Then keep to that schedule.
Tell people in person or live first, then in writing. Be honest and give them time to react before asking about next steps.
Celebrate what the group built and mark the ending. It gives people credit and closure.
Be clear about what input can still change. If it's decided, say so, because asking for a say you can't honor costs trust.
The group is new, or has just been shuffled. People are polite and quiet in meetings, and they check with leaders before deciding things.
Am I welcome here? What's expected of me? Who's in charge?
Clear basics: who does what, what matters, and where to find answers. A friendly welcome and the same simple information, repeated.
Warm, clear, and consistent. Explain the why in plain words.
Live welcomes, a simple FAQ page, and short regular updates.
Insider jargon, assuming people know the history, and burying key facts in long updates.
“Here's what's happening, why it matters to you, and where to ask questions.”
Disagreements and complaints come out. People question decisions, split into camps, or say "they don't get it." It's uncomfortable, but it's a normal stage.
Do I get a say? Are leaders being straight with us? Whose way wins?
To be heard, and to see that what they said made a difference. Honest reasons behind decisions, even ones they dislike.
Direct, calm, and open. Admit what's still unresolved.
Open Q&A, leader-led conversations, and follow-ups posted where everyone can see them.
Spin, defensive replies, going quiet, and announcing decisions with no reasoning.
“Here's what we heard from you, what we're changing, and what we're not, and why.”
Habits are forming. People share inside jokes, agree on how they work, and handle disagreements more calmly.
This is how we do things. Let's protect what works.
Consistency and shared language. Change explained by what stays the same, not only what's new.
Steady and familiar. Reinforce shared habits and stories.
Regular recurring updates, team rituals, and familiar formats.
Surprises, too many changes at once, and dropping routines people rely on without warning.
“Most of how we work stays the same. Here's the one thing that changes, and how it fits.”
The group runs itself. People trust each other, solve problems without waiting for permission, and give honest feedback.
We know what we're doing. Don't slow us down.
Light, useful updates and trust. Information that helps them decide, not instructions on what to do.
Brief, respectful, and well-informed. Treat them as experts.
Short written updates, self-serve information, and as few meetings as possible.
Over-explaining, adding approval steps, and anything that feels like checking up.
“Here's the context and the goal. You know best how to get there, and here's how to reach us.”
A project is wrapping up, teams are merging or splitting, a leader is leaving, or layoffs are coming. People feel loss or worry, and some pull away.
What happens to us? Was what we built worth it? Where do I fit next?
Honest answers, even "we don't know yet." Time to say goodbye, credit for what was done, and clear next steps.
Honest, human, and unhurried. Say what's known, what isn't, and when you'll know more.
In person or live from a leader first, then in writing, then on a dated schedule of updates.
Vague reassurance, positive spin, and leaving people guessing.
“Here's what's changing, what we know and don't know yet, and when we'll update you next.”
What the stages mean
From a brand-new group to one that's winding down or changing shape:
- Getting to know each other
- The group is new, or has just been shuffled. People are polite and quiet in meetings, and they check with leaders before deciding things.
- Pushing back and sorting things out
- Disagreements and complaints come out. People question decisions, split into camps, or say "they don't get it." It's uncomfortable, but it's a normal stage.
- Settling into a rhythm
- Habits are forming. People share inside jokes, agree on how they work, and handle disagreements more calmly.
- Working smoothly together
- The group runs itself. People trust each other, solve problems without waiting for permission, and give honest feedback.
- Coming apart or changing shape
- A project is wrapping up, teams are merging or splitting, a leader is leaving, or layoffs are coming. People feel loss or worry, and some pull away.
Good to know
- Most companies have several groups at once, each at a different stage. A long-standing team and a new one need different messages, even about the same news.
- A group is more than the sum of its people. Even when every person is capable, a group that's new or under strain will hear things differently.
- Listening comes first. Comments, questions, and what people say in the hallway will tell you more about the stage than any label will.
- This is a guide, not a rulebook. Use it to shape your judgment, not to replace it.
What the stages mean
From a brand-new group to one that's winding down or changing shape:
- Getting to know each other
- The group is new, or has just been shuffled. People are polite and quiet in meetings, and they check with leaders before deciding things.
- Pushing back and sorting things out
- Disagreements and complaints come out. People question decisions, split into camps, or say "they don't get it." It's uncomfortable, but it's a normal stage.
- Settling into a rhythm
- Habits are forming. People share inside jokes, agree on how they work, and handle disagreements more calmly.
- Working smoothly together
- The group runs itself. People trust each other, solve problems without waiting for permission, and give honest feedback.
- Coming apart or changing shape
- A project is wrapping up, teams are merging or splitting, a leader is leaving, or layoffs are coming. People feel loss or worry, and some pull away.
Good to know
- Most companies have several groups at once, each at a different stage. A long-standing team and a new one need different messages, even about the same news.
- A group is more than the sum of its people. Even when every person is capable, a group that's new or under strain will hear things differently.
- Listening comes first. Comments, questions, and what people say in the hallway will tell you more about the stage than any label will.
- This is a guide, not a rulebook. Use it to shape your judgment, not to replace it.