If you read the job descriptions and job descriptions of companies, you quickly realise that only the best are good enough to master the ”fantastic challenges in a changing environment”. They are looking for a very good understanding of the market, many years of experience in the industry and a level of logical competence just below Albert Einstein, often measured by tests that would push a NASA astronaut to the edge of their capacity. Not to mention stress resistance and a willingness to change quickly in the dynamic market environment described above. In short, you are looking for the best of the best, because you are one of the best companies yourself. So far, so good, and irony doesn’t hurt at all.
And once you have found these employees, something happens that I call the paradox of internal communication: the same employee is denied the skills for which they were hired. He becomes an employee who cannot be expected to deal with complex issues or even medium-quality news. ”Our employees can’t understand the complex situation we find ourselves in – and bad news only causes our employees to panic,” is the well-intentioned credo of company leaders in many companies. And there’s really no other way to explain why so many companies don’t really value openness and transparency. Perhaps the ”bosses” believe that employees don’t realise when sales slump or new competitors emerge. And then it is not surprising, but human, that they prefer to say nothing or simply use the usual phrases. Popular are: Roll up your sleeves, go the extra mile and ”do more with less”. It can work, but it usually doesn’t. After all, you have hired very good employees who know that the sun doesn’t shine every day and that clouds and storms can gather. And these employees deserve respect and open communication. And this is precisely where the opportunity lies for entrepreneurs with foresight: what is needed is honesty: we have sales problems, we have tough competition, we have to fight. And this honesty in internal communication is often rewarded, because the common fight for the company is like a new ”why”, a new common corporate goal that allows even small successes to be celebrated together. Honest communication does not mean passing on details or key figures in which competitors are also interested. Honesty is easier to bear than silence. In other words: what makes a strong and functioning family? Talking openly and honestly about everything with respect. It’s no different in a company. And even if I otherwise always advocate personal communication by managers: if you are honest in your communication, you can also communicate via memos and the intranet – the main thing is to say what is and respect the intelligence of your employees!
Another point: In every group, in every company, the following rule of thumb applies: one third is on your side. One third is neutral, but open to good arguments. And one third will never be convinced. Good companies fight for the first two thirds – through good and honest communication!
P.S. Of course, this also applies to other forms of organisation such as clubs. The hockey club close to my heart has 12,000 members, is in a difficult economic situation and: does not communicate. We members have not fallen on our heads, we can deal with news of all kinds. We are also prepared to help along the way if we are taken along. It’s worth fighting for the two thirds that make the difference.