“The art of communication is the language of leadership.”
— James Humes
In a digital age where silence breeds suspicion and spin erodes trust, the real currency of public leadership is clarity.
In the previous article, The Human Architecture of Change: Elevating the Public Service, I examined how to restore morale and performance in the civil service by focusing on depoliticisation, talent retention, and cultural reform. I now move to the final pillar of transformation: the strategic role of communication in driving and sustaining change.
Governments often underestimate the power of communication, not merely as a tool for public relations, but as a central driver of governance, legitimacy, and trust. When institutions fail to communicate change, uncertainty smoulders. When leaders fall silent, misinformation fills the void. And when public servants are kept in the dark, resistance deepens.
In this final instalment of the Architecture of Change series, I focus on how transparent, two-way communication can transform reform from an abstract concept into a shared journey and why, without it, even the best change strategies fail.
Why communication
is often the missing link
Research by McKinsey & Company shows that 70% of large-scale transformation efforts fail, and poor communication is cited as one of the top reasons. In the public sector, the stakes are even higher: unclear communication can lead to civil servant disengagement, citizen apathy, and media mistrust.
In small island developing states like Trinidad and Tobago, where rumour travels faster than press releases, communication must be proactive, intentional, and participatory. Silence is not neutrality; it’s a leadership vacuum.
The OECD’s Trust in Government report (2021) further affirms that citizens are more likely to support reforms when they understand what is being done, why, and how it affects them. This requires clear, continuous, and credible communication.
Case Study: South Africa’s Truth and Reconciliation Commission
One of the most notable examples of strategic public communication is South Africa’s Truth and Reconciliation Commission (TRC). While it was not without flaws, the Commission placed storytelling and public transparency at the centre of national healing.
Testimonies were broadcast live, and media updates were frequent. Citizens were not just informed—they were engaged. The Commission’s success hinged not only on its content but also on its communication process, which helped rebuild fractured trust in state institutions after decades of apartheid.
Lessons from New Zealand:
Empathy and Clarity
Former Prime Minister Jacinda Ardern mastered a leadership style that merged data with compassion, but her communication strategy won global acclaim. During the Covid-19 pandemic, Ardern hosted Facebook Live sessions from her home, explained government decisions in plain language, and consistently reinforced collective responsibility.
This was not “spin.” It was empathetic, transparent leadership delivered in a language people could trust.
Communication is a governance
strategy, not a slogan
For reform to succeed in Trinidad and Tobago, communication must be embedded into the architecture of change, not tacked on at the end. This means adopting a model that is:
• Strategic: Linked to the government’s overall goals and timelines
• Multidirectional: Allows feedback, not just dissemination
• Accessible: Delivered in plain language, in multiple formats, across all platforms
• Culturally aware: Resonates with the values and voices of the population
As Harvard’s John Kotter famously noted in his change framework, communication must be relentless. It is not a one-time speech or press release but an ongoing alignment, explanation, listening, and adjustment campaign.
Five Best Practices for Communicating Change in Government
1. Craft a unified narrative of national progress
Reform must be framed not as a set of technical adjustments but as a collective mission. Citizens should see themselves in the story.
Example: Rwanda’s Vision 2050 integrates citizen aspirations into national development plans. Every reform is positioned as a step toward shared prosperity, not just bureaucratic modernisation.
Government messaging should consistently tie transformation goals to Vision 2030 targets, national pride, and people-centered outcomes.
2. Use internal communication to empower the civil service
Change fails when civil servants hear about it from the media before their leadership. Ministries need internal communication plans that are:
• Regular (e.g., weekly internal bulletins)
• Two-way (e.g., anonymous feedback surveys)
• Empowering (e.g., highlighting success stories from within)
Barbados has piloted cross-ministerial engagement forums where civil servants participate in dialogue, not just directives.
3. Create Citizen feedback loops
Policy effectiveness improves when governments listen. Communication should not only broadcast but also receive and reflect.
Tactics include:
• Online suggestion portals
• Community town halls
• Citizen panels on major reforms
• Periodic sentiment polling
Singapore utilises a digital platform called “REACH” (Reaching Everyone for Active Citizenry @ Home) to solicit feedback and shape policy with citizen input.
4. Deploy a multichannel communication strategy
In today’s digital world, citizens consume information across platforms—from WhatsApp and Facebook to traditional radio and newspapers. Meet people where they are. Combine traditional media (radio, newspapers) with social platforms (videos, reels), and engage community leaders to localise messaging.
A successful communication strategy meets people where they are.
• Broadcast reform updates on local radio and in major newspapers
• Leverage short videos, infographics, and reels for a younger audience
• Partner with community leaders to localise messaging
For example, the EU Delegation in Trinidad and Tobago launched a culturally resonant communication campaign to address public safety concerns. It featured local musicians, town hall meetings, and social media content, all designed to foster citizen dialogue. The campaign didn’t just inform—it engaged, listened, and responded.
The lesson is that strategic communication rooted in culture builds trust and strengthens reform messages.
5. Institutionalise transparency through dashboards and data
Public trust grows when performance is visible. Governments should publish:
• Progress dashboards on reform goals
• Budget tracking for priority projects
• Service delivery metrics (e.g., passport processing times, school repair timelines)
Jamaica’s eGov Jamaica platform is useful. It offers citizens a window into services, procurement, and policy implementation.
When communication fails: A warning
Reforms introduced without explanation are often resisted or misunderstood. Trinidad and Tobago has seen this with sudden school closures, road projects, or subsidy removals, where the rationale was unclear or poorly timed.
Silence allows conspiracy theories, cynicism, and misinformation to flourish. In the age of social media, the absence of narrative invites manipulation.
Communication must be considered a risk mitigation strategy as important as legislation or budgeting.
In crisis communication, speed and sincerity often trump perfection.
What this means for leadership in Trinidad and Tobago
Change will not succeed through policy alone. It must be communicated as a partnership, not an edict.
Leaders must be visible, present, and fluent in the people’s concerns. They must embrace radical transparency, explain trade-offs, and listen deeply, especially when criticism is loudest.
“You cannot change what people don’t understand. And they will not follow what they don’t trust.”
What Next?
This Architecture of Change series has charted a path for meaningful transformation—from structural reform and evidence-based leadership to institutional renewal and communicative trust.
Let us move forward with a new principle: Transparency is not a concession but a currency of leadership.
When governments speak, listen actively, and engage continuously, transformation becomes not just possible, but inevitable.
It’s time to replace silence with substance and ambiguity with authenticity. Only then can we truly architect a future built on trust.
Dr Phyllis Moreau
Change Management Strategist / HR Consultant
