I graduated with a Master’s Degree in Economics from the University of Paris X in 2001 and after a couple of years working in Sales and Marketing in Paris and Amsterdam, I moved to the UK where I comp...
Anne-Lise Antolinos-Morin, Consultant
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Home > unspun > unspun 25 - Are you asking the right questions? > Communication
The amount of material available on how to communicate effectively is staggering, yet staff surveys continue to highlight the need to improve communication within organisations.
This is a theme that recurs across all industries, but is still underestimated and often dealt with as a “nice to have” rather than at the core of a successful organisation. It is easy to forget that the most advanced technical knowledge can be almost worthless if you cannot communicate effectively what you do and why it is useful.
In our experience, there are some simple steps that can be taken which will significantly improve the way in which your organisation communicates and, therefore, operates.
What good is a vision statement or a roadmap for the future if only the leadership team have seen and understand it?
The most frequent blockages in information cascading through an organisation come at the “middle management” level. These are the individuals that have access to leadership teams, but do not always communicate what they know to others. This divide between the top and bottom of an organisation makes it impossible for there to be a sense of working together, or even a genuine understanding for employees as to what the value of their job is.
Leaders understand that they must act as role models, but managers have an equally important part to play. In fact, if you ask the majority of employees who influences them the most in the work place, the answer would be their line manager.
Leadership teams must understand that it is not enough that they communicate; they need to create an environment where every manager understands that communication is a key part of their job because they are the key conduit of information flowing around the organisation. This flow includes feedback to the leadership team, who need to embrace it if they are to avoid the perception that being too open could have other “consequences”.
Has your organisation invested in communications training for managers?
Another reason why the importance of communicating does not gain traction is because there are rarely any formal structures around it. If the answer to the above question is no, then it is time to make communication a core component of your staff training programme. Day-to-day work often means that employees, particularly management, have no time to reflect and think about how they have been communicating. Investing in training can be a kick-start for positive communication habits.
Another key step to take is to formalise the communication responsibilities of all employees in their performance plans, again particularly focusing on middle management. Communication is a management responsibility, so it must be treated as such and those who communicate successfully should be recognised for their efforts.
Organisations can also mandate frequent communication. Waiting too long to communicate is a frequent occurrence and usually a mistake. Delaying until every last detail has been sorted before informing employees of a change or relevant piece of news can have disastrous effects with rumours starting before any official communication has taken place. Our suggestion is to agree a definite (recurring) time, place or event where employees can receive updates. Even if all you are saying is that a plan is being created, this avoids stories gaining momentum that you cannot control.
Several managers are natural communicators, but taking these simple steps formally recognises the effort that everybody makes and forces action from those who struggle to see its importance.
Effective organisations know that a key factor of success is the strength of their internal business relationships. This is not simply the exchange of information, but understanding the motivations and feelings that lay behind behaviours. Building deeper connections improves teamwork and increases trust. If managers are encouraged to observe the behaviour of the teams around them and understand what motivates these behaviours, an organisation stands a good chance of building deep, lasting relationships.
There are some key factors to consider:
Communication is frequently poorly executed in organisations, but it is fundamental to achieving excellent business outcomes. Communication throughout an organisation that has been thought through, but also formalising and endorsed by leadership, will go a long way to creating successful businesses.
Why is it so difficult to get it right?
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