Posted by Adam Weissman, Director of IT and Legal Technology at Glenmont Group.
No matter how small or big the organization, have no doubt that the messages communicated from anyone and everyone who holds a management or leadership role will guide the culture of the company. In the last decade alone, news stories have documented the wildest success stories and catastrophic failures of some of the most recognized corporate names in the world. When you read or listen to interviews with current and former employees, it is seemingly common for these recounts to point directly and specifically at the messages being delivered from the top-down. References to emails, company-wide memos, and management directives that enabled certain behaviors and fostered particular protocols are brought to light. They refer to singular management-delivered and -driven messages that inspired an entire organization to do better or, conversely, connect specific incidents and communications that ultimately and negatively altered the undercurrent of employee sentiment.
In a recent article entitled “How Language Shapes Your Organization” by Kevin Allen, a contributing author to Harvard Business Review, the impact and power of the words used by managers and executives is analyzed. His commentary assigns responsibility and accountability to even the most casual of communications from those in a leadership function.