Boris Groysberg (firstname.lastname@example.org) is a professor of business administration at Harvard Business School. Michael Slind (email@example.com) is a writer, editor, and communication consultant. They are co-authors of the book Talk, Inc.: How Trusted Leaders Use Conversation to Power Their Organizations (HBR Press, 2012).
In our experience, it’s rare for a diverse group of headstrong Executive Education participants from around the globe to agree on anything. Yet earlier this month, when we surveyed a group of leaders who attended the Driving Performance Through Talent Management program at Harvard Business School, 92% agreed that the practice of internal communication “has undergone a lot of change” at their companies “in recent years.”
While the sample size in this case isn’t large — about three-dozen leaders took part in the survey — these participants make up a highly representative group. They hail from every part of the globe, and from organizations small and large (with head counts that range from about 200 to more than 100,000). They occupy senior positions in fields that include sales and talent management, and they work in industries that range from manufacturing to health care to financial services.
That survey result reinforces a finding that we’ve observed elsewhere in our research: in company after company, the patterns and processes by which people communicate with each other are unmistakably in flux. The old “corporate communication” is giving way to a model that we call “organizational conversation.” That shift is, for many people, a disorienting process. But it also offers a great leadership opportunity.
Our research has shown that more and more leaders — from organizations that range from computer-networking giant Cisco Systems to Hindustan Petroleum, a large India-based oil supplier — are using the power of organizational conversation to drive their company forward. For these leaders, internal communication isn’t just an HR function. It’s an engine of value that boosts employee engagement and improves strategic alignment.
Broadly speaking, there are four steps that you can take to make your approach to leadership more conversational. (In future posts, we will address each of these points at greater length.)
1. Close the gap between you and your employees. In our survey, we also asked respondents to name the biggest employee communication challenge at their company. In response, one participant cited the need to “move away from top-down communication.” Another highlighted a “disparity between the senior management team and middle management due to low transparency.” Trusted and effective leaders overcome such challenges by speaking with employees in ways that are direct, personal, open, and authentic.
2. Promote two-way dialogue within your company… One survey respondent lamented “a lack of understanding in management of the need for communication,” adding that “the traditional practice” of communication at his or her company “has been one-way.” Leaders can show that they appreciate the value of real communication by adopting channels that allow ideas to move in multiple directions across their organization, and by working to create a truly conversational culture within that organization.
3. Engage employees in the work of telling the company story. The need “to get more participation from employees,” according to one respondent, is a pressing challenge at his or her company. People in that company “tend to shy away from speaking openly.” The practice of organizational conversation alters that dynamic. Where that practice has taken hold, leaders encourage broad-based employee involvement in a wide array of communication efforts.
4. Pursue a clear agenda. One participant expressed concern about a “lack of consistency” in communication. Another mentioned a tendency among top leaders to generate “too much communication.” Yet another voiced this complaint: “The strategy is only discussed at the management level and is never cascaded to all staff.” To deal with such challenges — to prevent the communication process from becoming diffuse and ad hoc — effective leaders take steps to ensure that their conversation with employees unfolds according to a clear strategic plan. They also seek to align that conversation with organizational objectives.
Underlying these four elements of organizational conversation is a deeper emerging truth: Leadershipis conversation. So start that conversation now.