Building a Positive Communication Culture
“What’s happening?”
“They originally said they would make the announcement last week. Radio silence has me thinking that this is REALLY bad!”
“Each night in bed, my mind races with terrible outcomes. I know some are ludicrous, but I just can’t help myself.”
“My boss hasn’t said anything about my project. I’m worried it’s getting cancelled.”
What happens when you don’t communicate? Do your colleagues, employees, partners, or clients just go about their day? Are they able to put their questions aside? Are they content with uncertainty? Are they comfortable trusting that you’ll tell them something when there is something to tell?
To answer these questions, let’s examine two extremely well-documented features of human behavior:
Taken together, these facts suggest that when confronted with an information-vacuum, people will readily conjure up an explanation and will resoundingly default to negative explanations. As a result, withholding information, even if done with the best of intentions, generates stress, reduces productivity, and erodes trust.
For example, imagine your company has had a few rough quarters and talk of “cash flow” has dominated the office. Management hasn’t said a word about layoffs, but employees can’t help but think folks are going to be let go. Everyone is so worried about their jobs they resort to gossip and speculation. Focus and productivity decline while, at the same time, employees adopt an “us vs them” mentality toward leadership. Trust and culture erode.
Management could have eliminated this negative spiral with a communication “protocol” based on the following elements.
When in doubt, communicate.
Establish a culture where communication is the default and build in regular and frequent opportunities for information sharing. Options like a monthly townhall, a bi-weekly “ask me anything” meeting, a “first Monday coffee talk,” or even an “Ask leadership” slack channel are all ways to integrate open communication into your ecosystem. Only withhold information when there is overwhelming evidence that it’s necessary (legal, privacy, etc). Businesses with open and abundant communication channels have better employee engagement, productivity, and retention, while simultaneously reducing worker illness and absenteeism.[3]
No news is news.
Just because you know there hasn’t been any development on a topic, doesn’t mean that your folks aren’t thinking about it (and likely fixating on the negative). Regularly update your audience even if the update consists of “there’s no new information to report.” This is certainly true for internal communication, but it's also good practice with external audiences, as well. For example, if you are interviewing collaboration partners for a big project, but you haven’t selected the specific contractor yet, regular correspondence to all candidates letting them know the process is ongoing will boost trust and improve relations with everyone involved.
Pick your channel
Different communication channels have their unique pros and cons. Internal messaging apps like Slack and Teams are great for short, instant updates on non-sensitive topics. Email offers an opportunity for more context, explanation, and formality while still having a wide reach. Seeing a face, hearing tone, and reading body-language are benefits to video messaging (especially if it’s a live-stream), and video allows a person to simultaneously talk with a geographically distributed audience. On the other hand, in-person communication is ideal for especially sensitive information, BIG news, or information that is likely to generate a lot of questions.
Consider your message, your audience, and the time available and select the optimal communication channel. If you’re unsure, consult a communications expert for assistance.
Be authentic
In addition to the 2 truths about human behavior discussed above, people are also adept at evaluating authenticity. So, if the choice is between producing a highly curated, flawless message or having a less-refined yet earnest conversation, we will advocate for the latter all day long. Additionally, if communication is a regular occurrence in your organization, your audience will be more forgiving of an occasional foible in critical moments.
In the absence of information, people invariably fear the worst. So, whether you’re embroiled in a crisis, undergoing a reorganization, part of a fast-moving project, or going through a normal business cycle, prioritize communication. Head off the incessant thoughts of employees like, “They haven’t told me anything. I bet this is REALLY bad!” by adopting a thoughtful communication protocol.
[1] See Carleton, N.R. (2016). Into the unknown: A review and synthesis of contemporary models involving uncertainty, Journal of Anxiety Disorders, April (39), 30-43. https://doi.org/10.1016/j.janxdis.2016.02.007
[2] See Rozin, P., & Royzman, E. B. (2001). Negativity Bias, Negativity Dominance, and Contagion. Personality and Social Psychology Review, 5(4), 296-320. https://doi.org/10.1207/S15327957PSPR0504_2
[3] See MacLeod, D. & Clarke, N. (2009). Engaging for Success: Enhancing performance through employee engagement. https://dera.ioe.ac.uk/id/eprint/1810/1/file52215.pdf