The Powerful Failure of Mixed Messages in the Workplace

“This message may come as a surprise to some of you, considering our strong message to the public.”

This was an actual written message from the CEO of a company where I worked. No, I was not the internal communication professional who wrote this or sent it to employees (thank goodness). It’s cringe-inducing for a couple of reasons.

First, it suggests that there are two company narratives—one for the public and one for employees. This is problematic because it undermines trust within the organization.

Second, it makes employees question the honesty and transparency of their company. When employees feel like they are being told one thing while the public hears another, it raises concerns about integrity.

Mixed messages are a sure-fire way of disengaging a workforce. When employees consistently have conflicting or contradicting information, they become confused and feel disconnected from the company’s direction. Not a recipe for peak performance, productivity, or job satisfaction.

Another frequent issue is the disconnect between words and actions. For example, senior executives might praise the health of the business during a quarterly town hall. Yet, a few weeks later, the company undergoes a mass reduction in force. This leaves remaining employees wondering, “If our business is doing well, why are we letting people go?”

Combatting mixed messages through strategic business partnering and executive counsel is key for effective internal communication professionals. While we can’t be the angel in the ear of every organizational leader, we can use our influence and expertise to drive organizations away from mixed messages. Here are a few to explore:

• Establish a Clear Communication Approach
  For key organizational updates and initiatives, develop a comprehensive communication plan that outlines the key messages, target audiences, and channels to be used. Ensure that the internal and external communication teams are aligned on the core messages and objectives. Build in regular updates and a feedback loop to quickly address any inconsistencies.

• Promote Transparency and Honesty
  While you may be the only one with internal communication in your title, everyone in an organization is an internal communicator. Encourage leaders and managers to be transparent and honest in their communications. This means sharing both the good and the bad news with employees, providing context for decisions, and explaining how it impacts them. Transparency builds trust and reduces the likelihood of mixed messages, as employees feel they are being kept in the loop.

• Consistent Messaging Across All Channels
  Ensure that the messages delivered through various channels (e.g., emails, meetings, newsletters, intranet) are consistent. Create a single source of truth for key messages and FAQs that all communicators can refer to, ensuring that everyone is on the same page. Regularly review and update this repository to reflect any changes in company policy or strategy.

By steering organizations away from mixed messages, internal communication professionals can help ensure that messages are clear, consistent, and trusted by employees, fostering a more engaged and productive workforce.