How would you respond to this post?

Within my current organization I happen to be just the liaison that this assignment refers to. I was previously in charge of managing several employees for qualification and delivering them ready to work to their respective management team. During this process of qualification I was in charge of reporting to my decision makers at the organization as to their progress while keeping the lower level managers abreast as well. Strategically this was always a challenge to balance any shift in policy or change initiative (CI) as I felt like I was always being pulled in two directions and that the employee in the middle had a strong chance of turning into a casualty of war as a result. My responsibility ultimately was with the employee being qualified. I had found through experience that communicating any CI to an employee in the middle of the hierarchy was a challenge on good days. The strategy that has always seemed to work the best, in the specific case of pilot flight instructors, was to Tell and Sell the CI. Tell and Sell strategy has been a part of my management toolbox but is described by Palmer, Dunford, and Buchanan (2017) as to "Limit the information provided to core issues. Management tells staff about the changes and sells them on why these are necessary (p.226). I know that some have attributed this strategy to hiding information from the employee, but in my case I feel that this supports a focal point for managing by strengths in required knowledge. Using this method has helped me paint a smaller version of the big picture for that employee specifically and not as a group that specialization gets lost in. One way to emphasize the CI is imperative is a simple tactic known as developmental/personal transition; more simply put as face to face interaction for change (Palmer, Dunford, & Buchanan, 2017). Organizationally and culturally most have become so comfortable with email that a CI may arrive in an employee's email with no literal explanation. Being able to host one-on-one or very specific program meetings assist in making the employee feel that the CI is affecting them and the organization as a whole. This appeals to the maslonian response of both security needs as well as self-actualization, creating a more positive shift with the CI at hand (Stewart, Nodoushani, & Stumpf, 2018).