The Red Thread: How IC Binds Culture and Employee Experience
We’ve all had bad bosses. I bet if I asked you to think of one right now, you could immediately picture someone. Maybe just seeing their name pop up in your email inbox was enough to make your stomach drop.
When I think of my worst bosses (and there have been a few), they all had one thing in common: poor communication. They’d hoard information like it was currency, only giving me drips when they needed something. It was always transactional—a one-way communication stream where their goal was to get the ‘yes’ from me. No context, no conversation, just “do this.”
On the flip side, I’ve also had bosses who were masters of communication. They shared information freely, gave context behind decisions, and made space for input. That created a completely different work environment. I felt more engaged, more trusted, and more like my contributions actually mattered. That experience taught me something key: internal communication (IC) is the red thread that ties everything together in an organization.
So, how does IC connect to organizational culture and employee experience?
Let’s break it down.
Organizational culture is the set of shared values, beliefs, and norms that shape how things get done. It’s about how people behave, interact, and make decisions. Good IC doesn’t just inform employees. It shapes culture by reinforcing these shared values and keeping everyone aligned. When communication is clear and open, employees feel more connected to the company's mission. In contrast, when IC is poor, it can leave employees feeling disconnected, undervalued, or in the dark.
Employee experience, on the other hand, is the entire journey an employee takes with an organization—from the first interaction before they’re even hired to their exit interview (and everything in between). IC impacts every stage of that journey, from onboarding to performance reviews to day-to-day interactions. Done well, it builds trust, engagement, and collaboration. Done poorly, it breeds confusion and frustration.
So, What’s the Bottom Line?
IC directly impacts how employees feel about working in an organization. And that has huge ripple effects. Engaged employees stay longer, contribute more, and help build a positive workplace culture. When your IC approach connects people, informs them, and inspires them, you’re not just supporting a healthy organizational culture—you’re actively shaping it. And here’s what you can do with that:
Share the ‘why’ behind decisions—This helps employees understand not just what’s happening, but why it matters. When people know the context, they’re more likely to get on board with decisions.
Open up feedback loops—Create channels where employees can voice their opinions or concerns. Two-way communication builds trust and shows that leadership values employee input.
Be consistent—Regular, transparent communication is key. If employees feel like they only hear from leadership when something’s wrong, trust erodes quickly.
Doing these things doesn’t just benefit your employees. It benefits YOU. Being known as someone who fosters clear, honest communication will enhance your credibility. You’ll build stronger relationships with your colleagues and be seen as a leader who helps drive culture change. And let’s be honest—when you’re doing your job well, it’s easier to advocate for more resources, a bigger budget, or the recognition your work deserves.
