What sport can teach internal comms about change

I'm enjoying a wonderful summer of sport. Between the World Cup, Wimbledon and Formula 1, it has been a welcome distraction from the headlines. 

Sports fans often joke that “it’s the hope that kills you”, but I think the opposite is true. For a short time, sports gives us a shared sense of belief. We feel connected, optimistic and invested in what might be possible.

An article in this month’s Harvard Business Review argues that hope is one of the most overlooked leadership tools in organisations, particularly for those going through change and transformation.

Research consistently shows that hopeful employees are more resilient, better at solving problems, and more likely to perform well. Hope is also linked to higher wellbeing, lower burnout, fewer sick days and stronger engagement.

What do we mean by hope?

Hope isn’t wishful thinking or believing challenges will magically disappear. The authors suggest it sits at the intersection of aspiration, the future we are trying to create, and credibility – whether people believe there is a realistic path to get there.

Employees need to feel that things can get better, but they also need to see a credible path for how change will happen. Without both, hope quickly becomes either overblown or hollow.

A common misconception is that hope can be created through an inspiring presentation or an updated vision statement, but we can’t simply tell people to feel hopeful.

I'm sure we've all seen examples of what the article calls “inflated hope”. This is when leaders announce a bold vision for an exciting future without articulating a believable path to get there. The problem is that employees are often more sceptical than leaders realise. Perhaps previous promises were not delivered, or leaders have not shown that they understand the day-to-day reality of people’s roles.

At the other end of the spectrum is what the article describes as “empty hope”, where leaders offer reassurance without providing a clear sense of direction or engaging honestly with difficult questions.

Real hope sits somewhere in the middle. It acknowledges where we are today, creates belief in what is possible tomorrow and, importantly, shows people the path between the two.

The role for Internal Communications

We can't simply tell people to feel hopeful. As communicators, our role is to help leaders connect strategy with people’s everyday experience and help employees answer the questions:

"Does this make sense?"

"Does this reflect what I'm seeing every day?"

"Can I believe what I'm being told?"

That means pressure-testing ambitious commitments against organisational reality. It means creating space for leaders to acknowledge uncertainty rather than pretending they have all the answers. It also means connecting strategy to the everyday actions people can take, and showing how progress will be recognised.

Importantly, it means listening carefully to understand whether messages feel credible from where employees sit.

Five practical ways IC can help build credible hope

1. Run targeted listening sessions with frontline teams, managers and employee networks. Ask: “What feels credible about this change?” and “What feels missing or unrealistic?” Use the answers to shape the narrative.
2. If the organisation has a big goal, such as becoming more customer-focused, show what that means in practice, for example, a product team simplifying a process because of customer insight.
3. Help leaders communicate honestly about uncertainty. Instead of saying, “We have a clear plan for every stage,” leaders might say: “We know the direction of travel, but there are still decisions to be made. Here’s what we know now, what we don’t know yet, and when we’ll update you.”
4. Use team briefings, intranet updates or leader conversations to communicate progress and setbacks.
5. Acknowledge employee contribution. Share short stories of employees who have helped make progress happen to help make success feel shared.