PR Pros Must Hold Up a Mirror to Top Managers in Dysfunctional Organizations

To underscore the importance of communication and its relationship to corporate culture, many of us needn’t think hard to recall former workplaces where the style and focus of communication may have been at the root of a company’s dysfunction.

True story: In a company where staff gatherings were rare, the command from the president that all employees should gather in the office lobby was greeted with surprise that turned quickly to anxiety. Most work came to a halt on the two floors that housed about 25 people—mostly professionals and support staff.

The expectant faces were tense as they awaited the news sure to affect their jobs, paychecks and perhaps careers. The nervous whispers ceased as the president entered and stood quietly, making sure he had everyone’s undivided attention. Finally, he gleefully delivered some political gossip involving the private life of a high-level state public official.

The story is instructive for communications professionals charged with internal communications, who may have to navigate within a negative corporate culture. Corporate leaders often overlook communication issues when organizations struggle to succeed. It’s much easier to blame outside competition, market forces or outdated technology. Although such challenges can certainly shake any company’s stability, they will more easily wreck one that is already weakened by inadequate or nonexistent communication.

COMPELLING CASE REQUIRED

Those who accept responsibility for employee communications in such an environment will need clear eyes, tough skin and some high-level diplomacy to address the deep-rooted dysfunction. They’ll need to recognize that corporate leaders create the culture in which their managers and employees operate, often leaving distrust, conflict and low morale in their wake.

Although the communications pro is often expected to “fix” the problems that result, he or she will make little progress using only the traditional communicator’s arsenal—the employee newsletter, internal memos or the annual meeting speech. He or she will instead need to face the corporate leadership head on and make a compelling case for change.

BUILD A FOUNDATION

Although turning around a negative culture is a daunting task, it must begin with laying a new foundation of positive communication based on respect for every member of the organization, starting at the top. When leaders don’t see the impact of their dysfunctional behavior, the PR pro needs to step into the role of adviser, challenging the leader to connect lack of communication to the bottom line.

Leaders who don’t model positive communication tend to spawn managers and supervisors who don’t either. Communication takes time, and stressed second-tier leaders can easily let communication fall by the wayside if it’s not a corporate value. Engaging in gossip, as the company president did in the story, telegraphed to his direct reports that rumor, innuendo and speculation were not only acceptable, but also more highly valued than transparent, respectful communication.

EMPLOYEE ALLIANCES

When leaders simply turn a blind eye to negative behavior, employees either adopt the same behavior or take defensive measures to protect themselves. Though they may not be intentionally malicious, employees who feel free to hash over co-workers’ performance or personal faults are divisive forces in the organization. To survive, other employees may resort to cliques and alliances, to better withstand the perceived threats to their standing within the organizational structure.

Such groups become more focused on protecting or advancing their own agendas rather than the company’s, and may take actions that are actually counterproductive to the company’s best interests.

Contrast the negative scenario with one in which a high standard of respect for employees and co-workers drives company leaders and is demonstrated in daily information sharing, listening and responding to employee concerns. Leaders take time to convey the organization’s goals and outline the challenges it faces. Employee input is not only requested but valued.

In such a culture, a formal communication structure is in place, designed to keep employees fully informed about the company, its markets and its place in the broader business community. That structure builds in time for regular communication opportunities, such as the following:

• Employees are gathered frequently for open, two-way communication and know their questions and concerns will be honestly addressed.

• Leaders and managers share information that helps empower employees to reach their potential.

• In organizations where employee groups may be large or dispersed, small group meetings provide access to leaders who can address employee concerns and work to build trust.

Recognizing that not every leader will welcome being told by a subordinate that his or her communication style needs work, the communication pro must be credible and present a solid case n the long-term good of the organization. The communicator who is not equipped or is unwilling to confront leaders with their shortfalls needs to weigh the pros and cons of remaining. or perhaps seek a positive corporate culture elsewhere. PRN

[This article was adapted from PR News’ Employee Communications Guidebook, Vol. 3.]

 

CONTACT:

This article was written by Barbara Lezotte, founder and president of Lezotte Miller PR. She can be reached at [email protected].