Guest Editorial: Village leadership failed to adequately communicate its housing policies, leading to unnecessary conflict.

"When there’s a significant change on the horizon that will affect people’s lives, even small gaps in information can spark fear and anxiety."

by Jonathan Mann

Street view, architects’ conception/ Arketekcher

As a new resident of Croton-on-Hudson, I don’t yet feel I have the context for a fully-formed opinion on whether the proposed housing developments here are ultimately good or bad for our community. Instead, I’d like to share some of my observations on how I believe village leadership failed to properly communicate change, leading to unnecessary conflict and mistrust.

For better or worse, I’ve spent years in corporate leadership and learned some things through hard experience about successfully guiding people through change. Regardless of whether the proposed housing developments are ultimately beneficial for the village, the way this situation has unfolded offers a valuable lesson: better communication might have alleviated some of the intense backlash and division we’re seeing today. Here are a few thoughts:

1. People Fill Knowledge Gaps with Worst-Case Scenarios

When there’s a significant change on the horizon that will affect people’s lives, even small gaps in information can spark fear and anxiety. People naturally tend to imagine the worst possible outcomes when they don’t have complete information. In the case of Croton’s housing proposals, leadership seems to have left critical questions unanswered, which allowed space for people to assume potentially dire impacts. This lack of clarity ultimately fueled speculation, amplifying residents’ fears and creating fertile ground for opposition. In my experience, filling these gaps with transparent and reassuring information from the outset can mitigate much of this initial anxiety and prevent worst-case scenarios from taking hold.

Croton-on-Hudson Board of Trustees

2. Meeting People Where They Are in Communication

Another lesson in corporate communication is that important messages must be delivered multiple times across multiple channels to reach everyone effectively. On my teams, we had a saying: if employees didn’t receive and understand our message, it’s our fault, not theirs. Using myself as an example, I only heard from Croton’s leadership on this issue by happening upon a few Gazette articles. They probably did communicate other ways, but it didn’t reach me where I was. With such limited outreach, it’s unsurprising that many residents feel they weren’t adequately informed. Communication around major community changes needs to be far more comprehensive, leveraging everything from social media and newsletters to town halls and local outreach. Leaders should ensure their messages are heard, understood, and accessible for all.

3. Addressing People’s Personal Concerns First

When communicating change, it’s essential to consider that, while people may care about the broader community impact, they are likely to focus first on how the change will affect their personal lives. During stressful situations, individual concerns will naturally take priority. For instance, in the corporate world, I’d always address questions like, “Will I still have a job?” or “Will my manager change?” before delving into larger organizational impacts. Similarly, in Croton, leaders could have acknowledged upfront how the developments would directly impact residents’ taxes, home values, and quality of life before discussing the village’s need for affordable housing. By addressing these concerns early and directly, village leaders could have prevented some of the emotional reactions that arise from feeling personally threatened or overlooked.

4. Never Mislead; Earn Trust with Honest Communication

One of the most damaging things a leader can do is communicate something misleading or false. Once people perceive they’ve been misled, regaining trust becomes nearly impossible. In Croton’s case, residents were told the proposed housing developments would create opportunities for current residents who were downsizing to remain in the village. However, this claim didn’t align with past realities or data, and residents quickly noticed the disconnect. When leadership’s statements don’t match reality, people feel betrayed, which compounds distrust and intensifies backlash. To maintain credibility, it’s crucial to avoid exaggeration or misleading claims, no matter how well-intentioned.

5. Transparency is Key to Building Trust

Lastly, transparency is essential when introducing any major change, especially when it affects a close-knit community. Leaders must be open about all relevant information and data regarding the change, even if some of that information is less than ideal. When information is withheld or selectively shared, people often assume the worst and question the motivations behind the decision. By not providing the full picture around the housing developments, Croton’s leadership inadvertently created an atmosphere ripe for suspicion and division. Transparency might have allowed residents to feel more involved in the decision-making process, even if they didn’t all agree with the outcome.

Logo from the petition against “urbanization”

Reflecting on the Backlash: A Case for Better Communication

Whether or not the proposed housing is ultimately beneficial for Croton, the strong backlash—including a challenge to the Board of Trustees by write-in candidates—demonstrates that a sizable portion of our community feels disconnected and unheard. Though opposition to change is inevitable, the level of discord surrounding these housing proposals might have been significantly reduced if village leaders had employed a more strategic approach to communication. By engaging residents early, addressing personal concerns, maintaining transparency, and meeting people where they are, village leadership could have fostered a more productive dialogue, potentially mitigating some of the vitriol that has divided our community.

In the end, strong, empathetic, and transparent communication isn’t just a best practice in corporate leadership; it’s essential for any leader striving to foster trust and unity, especially when steering a community through complex change.

Jonathan Mann is a product design leader who lives in Croton-on-Hudson.

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