Communication takes place both externally and internally. Please note: anything you announce to the outside world usually also ends up with your employees! Aligning internal and external communication is therefor crucia. We will discuss this in more detail.
Exercise: walk the talk
Read the case study below
Organisation XYZ transfers a strong vision on diversity and inclusion to the outside world. According to their website, for example, they sponsor a number of LGBTQI+ events. Their CEO is also a frequent speaker at diversity events. However, things are different within the walls of the organisation. There is an extensive diversity policy, but the employees of the organisation do not notice any of the actions formulated. For example, they are still a homogeneous employee group. The image that their CEO portrays externally is in sharp contrast to the absent internal communication and actions.
What possible consequences does such a management approach face?
This approach has an impact on the productivity, the morale and the trust of employees.
Productivity: if managers do not do what they say, employees may no longer think that carrying out their tasks is urgent. In some cases, it can even create resistance and lead to counterproductive working behaviour.
Morale: managers who do not do what they say demotivate and cast doubt among the employees. If the words are not followed by action, why should we work so hard?
Trust: some employees may even consider that not doing what you say constitutes in lying. Moreover, it is very difficult to regain that trust.