Miscommunication with Employees

Please prepare a response to the following post -- for Managing through Communications class - assume the role of the target audience (i.e., employees) and discuss how implementing communications to address the problems your peers' identified could impact the situations for better or for worse. Use specific examples to support your responses, if possible.
The situation where my former employer miscommunicated with employees lasted for about six months. The startup I was working for wanted to change their strategy to become a profitable company which led them to change the system for their frontline employees. We had many questions and leadership had no answers. They said they would not be able to answer our questions until after the system launch and even then, we would have to wait a few months before they had enough data to analyze. Their biggest focus was for us to outreach more individuals but along the process their processes were not aligning with what they wanted to know. On a monthly basis, metrics were re-adjusted, new positions would be announced and then placed on hold, decisions about schedules would be extended and more questions would be asked with no concrete answers. Most of the communications were given to employees during monthly meetings but they were said at the end of meetings so if too many questions came up, they could say they wanted to be cautious of our time and would cut things short. After months of miscommunications, and expressing to us how much value we were adding to the company, they laid off the entire department because we no longer aligned with their five year plan.
The biggest problem the company had was wanting to give us answers even when the answers they gave us were not true. From my perspective, they felt pressured with all the questions they were getting and little information they had to rely on. They wanted to get people off their backs and gave information they thought the department wanted to hear only to be taken back a month later. At times, they shared different information with different teams which caused more confusion and mistrust. According to MindTools, the five steps to effective communication are as follows:
Understand your objective
This company knew what their objective was, which was to boost outreach to make more money by increasing our metrics.
Understand your audience
The company attempted to understand the department but did not fully understand we wanted the truth about what was happening behind the scenes, instead they would come up with what they thought we wanted to hear.
Choose the right channel
They were unsuccessful in choosing the right channel to discuss the updates. Yes, they gave us the information in a Zoom meeting but only left a few minutes for questions before they shut down the meeting. Other times, if an email was sent, they would not respond until a week or so later.
Planning your message
I’m sure they planned how, what, when, where they wanted to give us the message/update.
Monitor Effectiveness
The way they monitored effectiveness was by gathering the questions we asked and how we responded but even though they monitored those things, it did not help because they would go back and do it again the following month.
The way leadership communicated along with the steps they took after created an environment where employees could no longer trust leadership. The company supposedly based their decisions on company values; however, that was lacking when what they communicated did not align with values. According to Zamfir, values will come alive through leaders who understand that values are more important and when those values are adapted then it will be easier for employees to be inspired, guided and motivated (2021). Before they lay offs, everyone in the department did not feel inspired, guided or motivated.