The Employee speaks:
I neither have the time nor the etiquette to break this to you delicately, so here it goes:
Your communications suck!
Everything about them is dismal — the email overload, the intrusive memos, the irrelevant surveys, the rambling speeches, the uninspiring website/social media content, the numerous, inconsequential meetings, etc. They all drain my time, disrupt my work and negate my perception of your effectiveness.
And I am not alone in this opinion. Other colleagues have realised that someone must spell it out for you so that you would ‘get’ it.
What you need to ‘get’ is that your communications do not add any value to your operations or our work; neither do they address our well-being in your company. As a result, we have become disengaged and ‘tuned off’ in our duties. We are unhappy in our roles and unfulfilled in our functions. Some of us have secretly begun to apply to your competitors for more meaningful jobs.
Having worked for you for a couple of years, I am surprised at your continued cluelessness. You are unaware that you aren’t rated highly and that your staff doesn’t feel emotionally attached to the company.
Something needs to be done.
To keep us productive in our jobs, you will need to tackle these issues:
1) Your content
You, the Management, cannot control — the weather, a slow economy, regulatory policies, etc. But the content you produce is not one of those things.
This means that before you embark on a grand culture overhaul, an ambitious re-branding initiative or any other project, you’ll first need to identify the goals you want to achieve with your communications, then carefully select your content.
Thereafter, ask yourselves one crucial question:
“What type of information would our employees care about?”
Note that unless the content adds value to my work, addresses specific issues, or clarifies some ambiguity about your policies or strategies, I wouldn’t care about it.
And neither would the others.
It wouldn’t matter what bells and whistles you use or how often you harp on your plans.
If the content isn’t useful, easily understood and delivered in a timely manner, then don’t bother.
Really don’t.
I am already sufficiently stressed in my role juggling multiple assignments and I don’t appreciate your cronies (aka executives) interrupting my workflow with meaningless babble or pretentious pieces.
Also, why don’t you use simple, clear language in all your communications? Eliminate your annoying management-speak which makes your executives the butt of all our jokes. You can be sure that we won’t take them seriously.
2) Sharing your content
You probably read somewhere that the almighty email is the most desired method of communication.
But please stop emailing us multiple times a week!
The information overload is ridiculous!
While there may be valuable tools to assess the effectiveness of your communications, simple actions also make a difference.
For example, providing the contact details of the designated executives allows us to quickly get clarifications.
Placing bullet points on notice boards, using the intranet, and encouraging information transfer via cloud-based systems (Google Drive, Dropbox, etc.) are also useful ways of getting our attention without being a nuisance.
A free or low-cost internal social network such as Yammer adds a fun element to collaboration, so include them in your communication arsenal.
When your initiatives are significant and scheduled to run for a considerable period, you should become creative with the format of your content. Use images, videos, audio, etc.
Pique our interest and coax our participation by once again making all your information relevant. It will be a bonus if you could highlight how our desired contributions will lead to the company’s success. We all want to be part of something meaningful.
Do these things and even a sceptic like me will be won over because I will clearly see the benefits of supporting your plans.
3) Your spokespeople
You have often chosen the wrong people to communicate with your employees and to handle your initiatives.
Previous spokespeople although knowledgeable about their duties, weren’t likeable. In fact, they were downright condescending. Not surprisingly, they lacked leadership skills and failed to inspire.
Being likeable is important because I am more inclined to trust an executive whom I like than one who appears aloof or arrogant.
Of course, trust is gradually built over time by observing whether Mr A’s speeches consistently match his actions.
I will concede, however, that charisma and likeability are not enough.
The spokesperson must have regular training in media relations and crisis communications drills.
Inside the organisation, the (likeable) spokesperson should be approachable, articulate, calm, and a reliable source of information. No cryptic messages or vague explanations, please.
For external contacts, the spokesperson must be poised, credible and skilled in giving factual, timely feedback.
If you can’t find a worthy candidate in-house dear Management, then please recruit from external sources.
But be assured that I would neither waste my time nor my energies on your executives whose weak interpersonal attributes, lacklustre communication skills, and incompetence actually impede commitment to your organisation.
Conclusion
So, Management, despite my gloomy tone, I actually want to see you connect more with your staff. I do understand your vision and applaud your passion.
Nonetheless, should you want us to work together to achieve goals we both understand and appreciate, you’ll need to communicate more effectively by:
1) Developing content which adds value to your employees’ work and addresses stated concerns. Content should also inspire
2) Using creative methods to distribute content in simple, clear language, whilst remaining relevant
3) Selecting competent, likeable professionals with the managerial potential to handle communications in the organisation. Provide regular media and crisis management training for them as well
Do these things and you needn’t worry about dwindling productivity or a reduced commitment to key projects or talented staff leaving in droves.
But change you must!
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Thanks for reading the post.
And yes the letter would have been sent anonymously to Management :-).
I read an article today which revealed that non-financial rewards were more effective in motivating employees and keeping them engaged in their daily activities, than perks and money. The most important factor was being treated with respect. Making effective use of communications helps employees feel that they matter.
Management really need to hear some brutal truths to enable them revise their strategy in managing their staff.
Hopefully this post will prod them to do just that!
Brutally honest from the employee (who would have sent this anonymously to management I'd imagine). Sometimes the truth hurts to hear, but the tough love is definitely needed. Very useful for management interested in making sure staff are constantly engaged and productive. "It will a bonus if you could highlight how our desired contributions will lead to the company's successes. We all want to be part of something meaningful". This couldn't be more true. One of the best ways to keep staff engaged is to let them know exactly how important their work is and how it contributes to the company wide success. Great article.
Indeed. Hopefully those in Management would learn a thing or two about effective communication.
Ouch! Direct feedback to Management! However it must be understood an organisation must feel the pulse of its employees and at all times develop communications strategies to keep them connected to the business! Not an easy thing to do.