Cascading Caution: Rethinking Communication Strategies with Middle Managers

As McKinsey advises organizations to recognize middle managers as valuable resources, internal communication (IC) professionals may find themselves handling an increasing number of requests. The primary goal? Empowering these middle managers to communicate more effectively with frontline employees.

However, organizations often fall into the trap of expecting middle managers to cascade all messages to frontline employees. In this scenario, the IC team is tasked with neatly packaging everything into talking points or printouts for dissemination. The caveat here is that cascading isn’t always effective. It should come with a “use with caution” label.

For effective cascading, messages should meet specific criteria:

• Simple

• Not time-dependent

• Only going through one tier of employees

• Unable to reach the target audience through other means

Beyond supporting middle managers in cascading messages, IC professionals should focus on providing further education on how to become more effective communicators. Here are some key considerations:

• Interactive Communication Training
  Offer workshops or training sessions that allow middle managers to practice effective communication skills, including active listening and open dialogue.

• Clarify Expectations
  Clearly outline communication expectations. Middle managers should understand the balance between sharing information and overloading employees, defining what's essential for the team to know and what can be streamlined.

• Empowerment Through Information
  Provide middle managers with the necessary information and resources to be confident communicators. Equip them with knowledge about organizational goals, updates, and any changes, enabling effective message conveyance.
  

• Adaptability in Communication Style
  Emphasize the importance of adapting communication styles based on team diversity. Middle managers should communicate effectively with individuals from different backgrounds, roles, and communication preferences.
  

• Feedback Mechanisms
  Highlight that communication should be two-way. Ensure middle managers create space for frontline employees to provide feedback, fostering a culture of open communication. Additionally, make sure they understand the available feedback channels beyond their immediate team.

By incorporating these considerations, IC professionals can help middle managers enhance their communication skills and contribute to a more connected and engaged workplace.