What’s the issue with line manager comms?
For as long as I’ve been in comms, line managers have come in for a bit of stick. Lots of blame for poor communication is placed at the feet of these poor individuals who are expected to deliver against a staggering array of responsibilities – everything from performance targets to staff development, innovation to cost control – and in the middle of that we want them to ‘deliver communication’ as well. Line managers are often seen as a tricky middle layer where communication gets ‘stuck’, and which seems impermeable to frustrated comms teams and senior leadership. But is it fair to blame them, or does fault lie elsewhere?
What is going on?
Regardless of the type of organisation line managers are in, when we run focus groups and conduct interviews with them, they generally place a great deal of importance in sharing information with their teams, and in the main they hold regular team meetings. What holds them back is a combination of*:
A lack of information, support and training
A lack of clarity around their communication responsibilities
Inconsistencies in messaging and timing
A lack of time
All of this is impacting their effectiveness as communicators, and this is even more complicated in the face of hybrid working.
It’s important to understand what the issues are, but we all know that fixing that list isn’t easy, and the temptation to circumvent managers (to try and simplify and speed up the process) is great. So the SLT, communication and HR teams get on with sending important, strategic information by email, on the intranet, via town halls – because these are the things we can control. The problem with this approach is that:
Information is too general and is often either a) not relevant or b) poorly positioned
There is no opportunity for discussion, to understand reasoning or implications, or suggest improvements or alternatives
There is no ability to ‘pick your moment’ – the message is broadcast – whether to receptive or deaf ears – it is out there – and the opportunity for misunderstanding and annoyance is high – and who picks up the pieces of those communications? Line managers. Who have not been briefed, and are currently processing the information at the same time as their bewildered team
So maybe circumventing line managers doesn’t simplify thing or speed things up; in fact – it often does the opposite.
What next?
That brings us back to that list* – that difficult list that needs careful thought. Here are some tips on how to get started:
Issue - Lack of information, support and training
Tips
Provision of briefing packs/tools for team briefings
Development of line manager training programmes (i.e. cascade and two-way communication)
Involve the SLT in the programme, it’s aims and their role in supporting it
Awareness campaigns around line manager training (rationale, benefits, high level overview, where to get more information, next steps)
Inclusion of 360-degree feedback
Development of an online hub for managers with access to support, training and information
Lack of clarity around line manager communication responsibilities
Issue - Lack of clarity around line manager communication responsibilities
Tips
Line manager communication responsibilities articulated, incorporated into appraisals, and where possible linked to pay
Sharing of communication plan/timetable with line managers where their support is needed
Issue - Inconsistencies in messaging and timing
Tips
Strong connections between IC, HR and SLT (and other stakeholders) around messaging/timing
Line managers to be pre-briefed on communication, with opportunities for clarification and input
Provision of briefing packs
Issue - Lack of time
Tips
This will always be a challenge – but working with the SLT and line mangers to foster a culture which values and understands the impact of effective communication would help to carve out time
Provision of succinct briefing packs to facilitate time efficient dissemination of information
Contact points for support around messaging where needed
Keep the faith
When you’re in the midst of trying to deliver all this – keep the faith. Remind yourself that this is important! Why? Here’s some shared collective wisdom on this topic to keep you motivated and may provide you with some helpful insight if you’re facing pushback:
line managers are an important source of information and are considered central to employee understanding of and engagement with organisational strategy; team briefings allow for discussions around operational matters and strategy with team members
line managers are key to the communication process, facilitating two-way conversations, which benefits both the organisation and the individual in terms of issues resolution, innovation, and well-being
line managers are considered best placed to ensure adoption of company vision and values through their proximity to employees and ability to create trusting relationships, which in turn fosters commitment
line managers play a key role in creating understanding amongst employees during change; face-to-face communication develops credibility and overcomes resistance
arguably leaders and comms teams alike may find it difficult to ‘localise’ messages for employees, and research shows that information from line managers is considered the most reliable
Don’t get me wrong – there is a place for the intranet, for email and for town halls. Sometimes messages do need to be direct from the CEO, written down, or delivered to everyone at the exact same time. But don’t forget colleagues may need follow up opportunities for discussion – to clarify understanding, engage with the topic, understand its impact and share ideas.
We’ve supported organisations across a wide range of sectors to enable effective line manager communication – whether that be by helping them to understand the lived experience of line management communication in their organisation, creating effective tools for sharing information and enabling conversation, or training line managers in the art of effective communication, and providing valuable 360 degree feedback to facilitate individual development.
If you would like to talk to us about how best to support line manager communication in your organisation get in touch.
Published by Nicky