11. Talking honestly with the team.

Talking Honestly With the Team

Dave had always believed in straight talking. Still, when it came time to tell his team he was preparing to exit the business, he found himself hesitating. What should he say? When should he say it? How much was too much? He knew this moment mattered. The way he handled it would shape morale, trust and the stability of the business through the transition.

With support from John and the team at RegenerationHQ, Dave created a plan to communicate his decision clearly, calmly and in a way that respected what the business meant to the people inside it. He did not want speculation or second-hand stories creating confusion. He wanted his team to hear the news from him, and to understand what came next.

Where did Dave start?

Dave had built strong relationships with his senior leaders and wider team. Many had been with him for years. They had grown the business together and weathered more than a few challenges. But he had always been the anchor. Stepping away was not just a structural change—it was an emotional one for the people who had relied on his presence and leadership.

What is the problem we are working on?

The challenge was how to communicate the decision to exit without triggering fear, disengagement or speculation. Staff needed to know the business was not being sold out from under them. They needed to believe in the future and feel supported through the change. That required honesty, structure and empathy.

What are the options we can explore?

Dave could delay the announcement, keeping plans quiet until everything was final. He could only involve the senior team at first and leave broader communication until later. Or he could front-foot the process—sharing the plan early, explaining why the decision was being made and how the transition would unfold with their involvement.

What reflective questions should Dave be considering about this part of the journey?

• What does my team need to hear from me to feel secure?

• How much information is enough without creating confusion?

• Who needs to hear this first, and in what setting?

• What fears might people have, and how can I address them honestly?

• How do I want people to remember this moment?

What decision has Dave made?

Dave chose to be open. He started with his senior leadership team, sharing the reasons behind his decision and giving them space to ask questions. Then he brought the wider team together for a group session where he spoke directly, answered questions and explained what the process would look like with support from RegenerationHQ.

Why did he make that choice?

Dave believed that trust was built through transparency. He knew his team would sense something was changing, and he wanted to control the message before rumours took over. He also wanted to show respect. These people had helped build the business. They deserved to be part of the journey, not left in the dark.

What are the implications for the rest of the journey?

By being upfront, Dave created a foundation of trust that would carry through the transition. People felt included, not blindsided. His leaders became part of the planning process, and staff engagement remained steady. The business stayed calm and focused, which made the handover easier when the time came.

What is HR best practice?

Best practice is to communicate major changes early with clarity, empathy and structure. Start with key leadership, then roll out to the wider team with consistent messaging. Allow time for questions, follow-up and one-on-one support if needed. Document what has been shared and revisit it regularly.

What is the psychological perspective?

Change triggers uncertainty. When people do not know what is happening, they fill in the blanks—often with worst-case scenarios. Honest communication reduces anxiety and builds psychological safety. Dave’s openness helped his team process the change in stages, rather than being hit all at once.

What are the red flags to be watched out for and how can they be eliminated or mitigated?

Red flags include vague communication, sudden announcements, or failing to address team concerns. These can be avoided by preparing key messages in advance, involving trusted leaders early and being willing to answer tough questions even when the answers are not final.

What has been the immediate effect on the business of taking this action?

The business remained steady. People appreciated Dave’s honesty and the way he handled the conversations. Morale held firm. Some team members even expressed interest in stepping up during the transition. Instead of panic, the announcement created a sense of shared purpose.

Golden nugget

When it comes to exit, silence creates fear. A steady, honest conversation creates trust—and trust carries the business forward.

Talk to us about your exit journey. www.regenerationhq.co.nz/contact