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Time is experienced differently depending on where you stand. Leaders, managers, and decision-makers often perceive time as something to be controlled—an asset to be managed, a variable in their strategic calculus. For those waiting on decisions, however, time stretches, distorts, and becomes a space filled with uncertainty, anxiety, and powerlessness.
When leaders delay sharing information—whether to ensure accuracy, avoid unnecessary panic, or simply because they feel paralyzed by uncertainty—the impact on those waiting is profound. The intention might be responsible, cautious, or even protective, but the result is always the same: people who are depending on you for security and clarity are instead left waiting, often riddled with anxiety, for the other proverbial shoe to drop.
The Unequal Experience of Time
Psychologists and sociologists have long studied how time is perceived differently based on power dynamics. Those with more power—leaders, managers, executives—often feel a sense of control over time. They set deadlines, determine when and how to communicate, and can afford to wait until they feel ready.
For employees, particularly those with less decision-making authority, time feels far less controllable. When they are waiting for a major announcement—whether it’s about restructuring, layoffs, or even a new strategic direction—time slows down. Each day without information can feel agonizing, leaving space for rumors, speculation, and fear to take root.
Sociologist Pierre Bourdieu described this phenomenon as temporal power—the idea that those in positions of authority dictate not just actions but the pacing of change itself. The decision to wait is rarely neutral. It has real consequences for those who do not have the privilege of waiting without worry.
The Cost of Delayed Communication
Amy Edmondson, a professor at Harvard Business School, has written extensively on psychological safety—the belief that one can express concerns, ask questions, and share vulnerabilities without fear of punishment. When leaders delay communication in times of uncertainty, they undermine psychological safety. Silence does not reassure; it erodes trust.
Similarly, William Kahn, whose research laid the foundation for employee engagement theory, emphasizes that people need to feel secure in order to be engaged. When leaders withhold information, employees disengage—not because they don’t care, but because uncertainty breeds withdrawal.
Why Leaders Hesitate
The hesitation to communicate difficult news is understandable. Leaders often delay for several reasons:
- They want to be certain. They fear sharing incomplete or evolving information that may later change.
- They want to avoid causing alarm. They hope to minimize unnecessary stress by waiting until all details are finalized.
- They are frozen by fear or indecision. When the stakes are high, leaders may struggle to find the “right” way or time to communicate.
While these motivations are rational, they fail to acknowledge the impact of silence. Employees are already aware that something is happening. The absence of information does not ease their concerns—it heightens them.
The Alternative: Transparency Over Perfection
Great leaders understand that waiting for the “perfect” moment is often a false choice. The better approach is to communicate early, often, and with as much honesty as possible. Here’s how:
- Acknowledge the unknown. It’s okay to say, “We don’t have all the answers yet, but here’s what we do know.”
- Set expectations about timing. Let people know when they can expect updates, even if there’s nothing new to share yet.
- Prioritize psychological safety. Remind employees that their concerns are valid and that leadership is committed to keeping them informed.
As Brené Brown puts it: “Clear is kind. Unclear is unkind.” Waiting too long to communicate breeds uncertainty, fear, and distrust. Sharing what you can, when you can, signals respect and care.
The Present Is the Only Time That Matters
You know what they say about timing: "There's no time like the present."
Leaders must recognize that while they may feel they have the luxury of waiting, those on the receiving end do not. By embracing transparency and acknowledging uncertainty, they can replace fear with trust, anxiety with clarity, and waiting with momentum.
Because in times of uncertainty, people don’t need perfection. They need presence.
Learn more about the practices mentioned in this post by checking out our programs. Whether you’re a manager looking for in-depth skill development, a leader wanting tools to navigate change, or an individual contributor needing structure and support for bringing well-being into focus, our learning & development programs are for you!
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