Lead Change Better: A New Way to Communicate What’s Coming

Learn how to avoid the common communication traps that make change harder than it needs to be.

By Farrah Mitra, Radical Candor Coach and Creator of the Communicating Change Framework

"The green reed which bends in the wind is stronger than the mighty oak which breaks in a storm." — Confucius

This quote became deeply personal during a windstorm in Texas. I watched as mighty oaks snapped in half while smaller trees stood tall. It reinforced something I’d been slowly learning: there is real strength in flexibility.

For most of my life, I was the mighty oak.

Raised in an immigrant family, I carried with me a deep-rooted fear of losing everything. That fear drove me to achieve, to stay silent, to be perfect, and to avoid disappointing anyone. From the outside, I looked like a high performer – I got good grades, went to a great school, and got my dream job. But inside, I was overwhelmed, anxious, and burned out. My body even started breaking down under the weight of that pressure and I experienced years of chronic pain.

Through coaching, I began to see how many of my beliefs—about work, success, and myself—were outdated. They were helping me survive, but not thrive. I’ve since updated my mindset, learned to live with less fear, and found ways to use my strengths without letting them consume me.

That’s why I started my company and named it Green Reed. Because I want others to learn to bend, not break.

In my coaching, I start by helping leaders identify what’s really holding them back. For example, I used to struggle with delegation—not because I didn’t understand the concept, but because I believed I had to control everything. No amount of "tips and tricks" would have helped until I addressed that fear underneath. 

Once we clear those barriers, then we can build skills. And I’m known for being highly pragmatic—because I want people to actually go out and do the thing, like have the hard conversation or finally let go of something they’ve been carrying alone.

And I know what those leaders are going through. Over the years, I’ve supported leaders navigating layoffs, reorganizations, new strategic directions, and tough performance conversations. 

Many of them wanted to do the right thing—they just didn’t know how to approach these challenging conversations. And in high-pressure environments, even well-meaning communication can land in ways that are confusing, demoralizing, or break trust.

The Communicating Change Framework

Change is everywhere, now more than ever. And change is hard. That’s not a groundbreaking insight—but in my work coaching leaders I’ve learned that the way we communicate change often makes it significantly harder than it needs to be. 

That’s why I created the Communicating Change Framework. It’s a simple, repeatable process that helps people communicate difficult messages with both clarity and care. It started as a tool I built on the fly to help a leader figure out what to say during a layoff. Then it helped them again, two weeks later, when they needed to talk to the people who stayed. Then I used it to help my husband navigate a difficult professional situation. And it kept working.

Eventually, I realized: this wasn’t just a tool for one moment. It was a framework that could support anyone trying to communicate through complexity and change.

The framework is now a go-to resource for leaders across industries who want to do more than “get the message out”—they want to get it right, which means 3 things: managers communicate confidently, employees feel clear and cared for, and companies maintain forward momentum.

The 4 Components of Communicating Change

The framework is built on 4 components, each designed to slow you down just enough to be intentional—and to surface the human elements we so often overlook in high-stakes moments.

1. Know the Facts: Before you can communicate clearly, you need to know exactly what you’re saying. That sounds obvious, but in my experience, many leaders mix together multiple messages—like “we’re eliminating the role” and “this person isn’t performing”—and end up with something confusing or damaging. Getting precise about the facts is the foundation for everything else.

2. Check in With Yourself: This is where the magic happens. How you feel about what you’re communicating will absolutely come through, whether you realize it or not. I’ve coached leaders who felt guilt, fear, frustration, or defensiveness—feelings that, if unaddressed, can shape the entire tone of the message. This part of the process helps you shift your mindset before you ever open your mouth.

3. Empathize With Your Audience: What do they already know? What are they worried about? What do you want them to say and feel afterward? Think beyond facts and anticipate the emotional impact of your message. One of my favorite questions here is: What do you want this person to feel and say after the conversation? I’ve had clients tell me, “I want them to say, ‘This sucks, but you’re right, thank you.’” That’s a realistic and powerful goal.

4. Deliver and Support With Care: A communication moment isn’t just a moment—it’s a process. How and when you deliver a message, how you follow up, and how you support people afterward all matter. For example, delivering tough news on a Friday might feel efficient—but it leaves your team to sit with their feelings all weekend with no support. The framework prompts leaders to think through all of this before they communicate.

Why I Built This—and Why I Keep Using It

For most of my career, I’ve worked in environments where change is constant. As an HR leader, I saw firsthand how rapid change that doesn’t include intentional communication can create disengagement, fear, and send employees running. But I’ve also seen the opposite: when people are treated with dignity and clarity, even the hardest messages can build trust.

That’s what happened when Airbnb laid people off during the early days of the pandemic. Surprisingly, there were positive comments on LinkedIn — not just “this sucks,” but “they handled this with care, and I still respect the company.” That’s the gold standard. That’s what’s possible.

This framework has helped clients communicate tricky performance reviews and compensation decisions, layoffs, restructuring, and strategy shifts. But it’s also helped people navigate personal challenges—how to talk to a partner about a difficult situation, how to write an email with empathy and urgency. It’s flexible and scalable, and the impact is real.

Why Communication is More Than a Message

I’m often asked how this relates to Radical Candor. For me, the connection is clear: both Radical Candor and the Communicating Change Framework ask you to balance mindset and skillset. You can have all the right words—but if you’re in a mindset of fear or frustration, the message won’t land. And if you care deeply but aren’t clear, you risk confusion.

In both cases, the goal is the same: to lead with honesty, humanity, and intention.

The truth is, I care about this work because I’ve lived it. I’ve been the person delivering hard news and the person receiving it. I’ve been in organizations that changed weekly, sometimes without warning. I’ve been the parent advocating for a child. The wife navigating a partner’s medical crisis. The coach helping someone find the right words to say something difficult but necessary.

And through it all, one thing has remained true: people can handle change, even hard change—if we communicate with care.

Want to learn more or use Radical Candor or the Communicating Change Framework in your organization? Connect with me on LinkedIn. I’d love to keep this conversation going.

Farrah Mitra is the founder of Green Reed, a leadership coaching and consulting firm that supports people through the moments that matter most. She is also a seasoned Radical Candor Coach, known for helping leaders balance care with candor—especially when the stakes are high and the message is hard. With a background in strategy consulting, HR, and executive coaching, Farrah brings a unique ability to help leaders not just “say the thing,” but say it with integrity, clarity, and emotional intelligence.