What we say and how we act combine to create messages that are retained by audiences who receive them. Messages, both direct and indirect, when delivered consistently can build culture, improve connection, raise awareness and drive engagement. When our world continues to evolve and get more complex it is often the simple stuff that matters.
How so?
On a flight last evening I noticed the urgency with which flight stewards prepared the plane for take-off and all through the message they were sharing subtly and directly was – ‘we value your time and our emphasis is on keeping our commitment to time’.
Their behavior reflected it – they were brisk at their work, they combined process steps to reduce time for take-off and they retained items on the menu that were ‘hot’ favorites among passengers.
Their communication reflected it too – (although scripted) the words called out the need to ‘save’ time for other passengers by keeping their seats clean and that staying on the seat even after the plane landed meant that everyone got off sooner.
Even their newsletter succinctly shared what the airline stood for – everything in the interest of ‘time’. The newsletter had a few pages, had attention grabbing headlines and online links as references. No long winding editorial, no raving about scenic places to visit and no glorifying message from the CEO.
Their example, in a smaller scale reflected what is possible within organizations.
How does this translate into messaging at the workplace without creating an elaborate campaign?
- Identify your key messages and create an inventory
- Get leaders to buy-in and commit to using the same messages consistently
- Look out for opportunities to share messages
- ‘Listen’ to how messages are getting perceived/assimilated
- Loop in improvements based on what you hear
What are the opportunities available within organizations?
I recently read that a newly appointed leader of a mining conglomerate went down the deepest mine to demonstrate that safety is important and that the mines the organizations operated in were safe.
In India, an airline CEO drove down to meet with the Prime Minister for a bailout meeting while his peers were chauffeur-driven in expensive fuel guzzling cars. Who do you think got taken more seriously?
When employees of an IT major were injured in a transport accident they got calls from the HR team apologizing for the mishap and also checking on their health. The simple gesture created goodwill that couldn’t have been generated from an expensive campaign about employee engagement.
The opportunities are innumerable. However, to be believed and accepted messages need to be communicated transparently.
