Senior leaders who stick around after they have said they are leaving are rarely an asset for an organisation or institution. And, they are the cause of a real headache for any internal communicator trying to establish a new strategic narrative if they do.
‘The knowledge’ is the internal communicators secret weapon and the key to remaining relevant and effective in a world of work adapting to the impacts of the pandemic.
There is much research and opinion about management communication and leadership as a key influencer of employee engagement and organisational performance during change. However, this usually breaks up managers into two distinct groups, senior managers and “others”. There has been little examination of middle managers as a distinct communications audience and influencer in organisations.
As the coronavirus pandemic unfolds, social distancing has suddenly created a new army of remote and home-based workers. Internal communicators have responded by sharing tactics, content and technology solutions in an attempt to bridge the divide and build ‘engagement’ with employees, at a time when engagement is not the issue that needs to be addressed. The solutions to reconnecting remotely working colleagues are to be found in an understanding of human psychology and overcoming the negative behaviours this can catalyse in a divided workforce.
Quick, call for help! There’s a silent assassin at large in your organisation and its intended victim is employee engagement. What is this unseen assassin and how is it plotting to destroy the employee experience and finish off employee engagement for good?
The IC Citizen 