In a recent Women in Retail Leadership Circle Member Workshop, veteran journalist and communications coach Jane Hanson offered executives a road map for leading teams through uncertainty, emphasizing that clear, credible communication is often the difference between confusion and confidence during periods of change. The session, titled “Leading Through Ambiguity: How to Communicate Change Effectively,” focused on helping leaders navigate evolving business realities while maintaining trust and alignment across their organizations.

Hanson, a nine-time Emmy Award-winning television journalist turned executive communications coach, framed the conversation around a simple but powerful idea: While uncertainty may be unavoidable, confusion doesn’t have to be. “In today’s environment, uncertainty is constant,” said Hanson. “However, confusion doesn’t have to be.”

The virtual event explored how leaders can communicate “clearly, confidently, and credibly during times of change,” particularly in retail where shifting consumer behavior, economic pressures, and organizational transformation have become routine realities. Hanson stressed that employees are often less concerned about leaders having every answer and more focused on whether leaders are being transparent, empathetic and consistent.

A key theme throughout the workshop was the importance of acknowledging ambiguity rather than trying to mask it. Hanson encouraged the members in attendance to resist the urge to overpromise or project certainty when situations are still evolving. Instead, she advocated for honest communication that keeps teams informed while reinforcing shared goals and organizational priorities.

Furthermore, Hanson highlighted the role of trust in leadership communication. According to Hanson, trust is built not only through what leaders say, but also through how frequently and authentically they communicate. During periods of disruption, silence can often create anxiety, leaving employees to fill in the blanks themselves. By maintaining regular communication cadences, even when updates are incomplete, leaders can reduce speculation and keep teams grounded.

Another focal point of the workshop was alignment. Hanson noted that leaders must ensure messaging is consistent across departments and management levels so employees receive a unified understanding of company priorities. Mixed messages, she suggested, can quickly erode employee morale and create unnecessary friction during already challenging periods.

Speaking to the emotional side of leadership communication, Hanson encouraged the members to lead with empathy and recognize that employees process change differently. Some team members may need reassurance, while others may need clarity around expectations or timelines. Effective communication, therefore, requires leaders to listen as much as they speak.

The workshop served as a practical resource for executives seeking actionable communication strategies in an increasingly volatile business climate. Hanson’s perspective resonates particularly strongly within the retail sector, where leaders are balancing rapid technological change, economic uncertainty, evolving workforce expectations, among other challenges. Her message underscored a growing recognition among executives that communication itself is now a core leadership competency.

Ultimately, the workshop reinforced the idea that effective leadership during uncertain times is less about delivering perfect answers and more about fostering clarity, transparency and connection. “Leaders who communicate openly and credibly are better positioned to guide organizations through ambiguity while preserving trust and engagement along the way,” Hanson said.