We've arrived at the final post in our decision-making series. Our first two posts covered connection and clarity. Aimee showed how to create an environment where people feel comfortable sharing honestly. Kat explained how teams move from open conversation to a clear path forward.
This last topic isn’t just the next step. It’s the bridge between making a decision and people understanding it. Communication builds trust that shapes how future decisions unfold.
No matter how careful your process, if people don’t understand how or why you made a decision, trust breaks down and questions pile up. Did my input matter? Was this already decided? Should I even bother next time?
In this post, Andrew Ranallo, Senior Consultant and Marketing and Communications Leader, explains how clear and frequent communication reduces uncertainty, builds alignment, and strengthens confidence moving forward.
A cautionary tale
However teams are feeling about the return-to-office mandates that have become commonplace over the past few years, they serve as a real-world case study in common corporate communication pitfalls. One of the most visible examples came from Apple in 2022.
Apple leaders prepared for a potential change to the company’s remote work policies by gathering input on what was working and what wasn’t. They ran internal surveys, held conversations, and listened to feedback from teams across the company.
Once they felt they had what they needed, they shared their final decision across the company: Employees would return to office three days a week.
So what went wrong? The announcement came as a conclusion, not part of an ongoing conversation. Corporate leaders didn’t inform their employees clearly around how their perspectives would (or wouldn’t) shape the outcome.
In response, Apple employees took their frustrations public, stating in an open letter, “The Hybrid Working Pilot is not an increase in flexibility, it is a smokescreen and often a step back in flexibility for many of our teams.”
The issue wasn’t the decision itself (which doesn’t need to match everyone’s preference), but a lack of clarity around some key matters:
- What input was gathered?
- What themes emerged?
- What tradeoffs were considered?
- How was the final path chosen?
This gap left employees to make their own assumptions, ultimately driving resentment and eroding trust.
The key takeaway? Clarity and alignment don’t happen when you announce a decision — they’re built over time. And consequences can be costly: In Apple’s case, the number of senior employees at Apple as a share of company headcount dropped by 4 percent following the mandate. And according to this study assessing the mandates’ implications, this loss adds significant human capital costs to rehire and train new talent as well as competitive costs for lost operational knowledge.
Had Apple communicated throughout the process, the story could have been different.
Communication doesn’t eliminate disagreement. It builds credibility. When people feel informed, they may not agree, but they are far more likely to trust.
How to communicate throughout the process
Good communication is about creating touchpoints that keep people informed, inviting questions along the way, and making space for conversation as the decision unfolds. Small, consistent updates prevent misunderstandings and create two-way conversations that help people engage with the process.
Here are some practical ways to communicate confidently throughout your decision-making process:
- Start early, stay frequent. Share updates at key moments, not just at the point of decision. Even small check-ins show that input is being considered and valued.
- Be explicit about roles. Repeat who is making the decision, who is being consulted, and who is impacted. Clear boundaries reduce misunderstanding and prevent rumors.
- Invite dialogue. Encourage questions, host drop-in sessions, or create forums for feedback. Two-way communication builds trust and surfaces concerns before they grow.
Highlight strategic alignment. Explain how decisions connect to broader company goals. Context helps people see the bigger picture and understand the thinking behind choices.
Communication as a practice, not a moment
Leaders can build credibility by being intentional with both timing and tone throughout the process. Early on, clear updates show respect for people's input, even before a final decision is made. Later, sharing intended next steps, responsibilities, and what to watch for builds alignment and accountability. Over time, this pattern of openness builds trust.
At every stage of decision making, communication bridges intent and impact:
Stage: Setting context
Communication bridge: “Here’s how and why we're gathering perspectives.”
Stage: Clarifying roles and consent
Communication bridge: “Here’s who decides and how input will shape the outcome.”
Stage: Decision made
Communication bridge: “Here’s what we learned, what we chose, and what’s next.”
Stage: Implementation
Communication bridge: “Here’s how we’ll track progress and continue learning together.”
Communication doesn't end when a decision is made. People’s understanding grows as they see the decision in action. Their questions shift from “What was decided?" to "What does this mean for me?”
This is where ongoing, intentional touchpoints matter. These aren’t updates for the sake of updates — they're moments that acknowledge change, share what's being learned, and show that people's experiences still matter.
Every check-in communicates shared values:
- We're paying attention.
- We expect to learn from implementation.
- Your input continues to shape what happens next.
In other words, the decision isn’t the end of the conversation – it’s the start of shared movement forward. When communication is treated as an ongoing practice rather than a single announcement, trust deepens, alignment strengthens, and teams move forward with confidence. Decisions become less about uncertainty and more about shared understanding and action.
Bringing it all together
Confident decision making isn't just about gathering input or making a choice — it's about keeping people connected to the process every step of the way. By combining human connection, clarity, and continuous communication, leaders can turn uncertainty into momentum, build trust, and ensure decisions stick. That's how great conversations become confident decisions — and why communication isn't just the final step, it's the bridge that makes everything else possible.
