Who needs to know?
Stop asking your closest advisor to validate your town hall message. Reaching the right people with the right message – using the right channels is the foundation of effective leadership communication. Especially when leaders realize their words are reaching the workforce keeping the organization running. Too often, c-suite leaders miss that it’s not just their direct reports or managers when they plan their messaging. To be successful, leaders must tailor their messages for frontline workers, who require direct, clear, relevant information to feel valued and aligned with company objectives.
Message positioning is about communication that resonates with a specific audience, focusing on what is most important to them and the context in which they operate. For leaders, this means moving beyond templated speeches or executive updates. It means working to share messages that connect with those handling daily operations and customer needs.
Frontline workers are the backbone of any organization. Their engagement and understanding of company initiatives directly impact productivity, morale, and retention. Too often, all those hand meetings and town halls target their messages to middle management or high-level, c-suite direct reports and miss the mark with those who are delivering the organization’s actual results.
Tailoring communication for ALL hands meetings and town halls demonstrates that leaders UNDERSTAND who they need to talk to. By listening and learning what the workers on the factory/warehouse/production floor need to know, leaders can show respect for the unique roles and challenges these workers face, fostering trust and loyalty in the organization. This kind of tailored messaging can actually move the needle when it comes to productivity, culture, and delivering to customers.
When leaders use jargon or strategy language that does not translate to practical actions for frontline workers, they further alienate those workers. I once provided feedback to a leader with specific examples of why his messaging wasn’t reaching the people who needed the information.
His response to me: “[his direct report – head of HR] said it was a great presentation.”
Ummmm, that’s not the person who needed to know – [she] already knew the details. I talked to the warehouse team – they didn’t understand the program.
The other thing we need to check: assuming leaders are able to cascade messages effectively without clear, targeted communication tools and support. We need to train our people leaders with communication skills and provide feedback to ensure they can effectively share information with their teams.
Failing to provide clarity or context leads to disengagement, confusion, morale issues and contributes to higher turnover. There are some simple ways to craft messages that will land with the people you are trying to reach. Here are just a few:
Use stories and real-world examples to connect strategy to everyday work.
Be personal and empathetic, acknowledging challenges faced by those on the front lines.
Leverage multiple communication channels, including digital and face-to-face opportunities, to reach those who are rarely at a desk.
Preview messages with people leaders and offer clarification to leaders first. Equip them to respond directly to their own teams.
When your workers are engaged, they are less likely to seek new employment and more likely to exceed expectations. Poor messaging creates gaps that can cost organizations up to 200% of a worker’s salary in turnover. Effective, tailored messaging helps avoid misalignment and confusion, boosting both engagement and productivity.
For leaders, understanding that the message is truly for the workers keeping the lights on is a must. Reaching your teams on their level is not only strategic but also an act of respect and clarity, empowering all employees to deliver their best - and ensuring the organization thrives.
