I participated in a project transferring over 200 employees between business units to enhance program operations. Specific criteria were established for employee transfers, with the giving organization identifying eligible individuals based on these criteria. However, the receiving organization lacked insight into individual nuances and job responsibilities, necessitating trust between the two entities. To manage the significant employee shift, rules of engagement were developed to define the roles and responsibilities of both organizations. Executives devised the strategy and plan well in advance, setting ground rules and appointing leaders for different project aspects. Communication with employees occurred only after they were identified for transfer and the new rules were established. This left just one month between these activities and the transition date, despite nine months of planning. As news of the project spread within the organization, it triggered widespread fear and speculation, fostering unnecessary anxiety. Timely and transparent communication is crucial in managing such large-scale changes. If I were an executive, I would have implemented a comprehensive communication plan much earlier to mitigate uncertainty and align everyone with the vision, as outlined in Kotter's change model (Small et al, 2016). The delayed communication left many employees unsure about their future within the