Communication and Engagement
What candidates must understand
Communication is the vehicle; engagement is the outcome. A communication plan specifies audience, key message, sender, channel, timing and feedback mechanism. Match channel to content: rich, two-way channels (face-to-face, workshops, dialogue) suit ambiguous, emotional or contentious messages; lean channels (email, intranet) suit routine updates. Media richness theory explains why an email about redundancies fails even when the words are correct.
Kotter's communication principles matter: keep the message simple, use multiple channels, repeat it, have leaders model the behaviour, and listen as well as tell. Push communication broadcasts; pull communication lets people seek detail. Effective programmes combine both. Line managers are usually the most trusted channel; equip them with briefing material and permission to have honest conversations.
Engagement means involving people in shaping decisions and solutions, not merely informing them. Co-design and consultation build ownership but must be genuine: asking for input then ignoring it damages trust more than not asking. Build in feedback loops and measure understanding, not just reach.
Traps
- Equating volume with effectiveness; more emails do not create understanding.
- Using lean channels for sensitive or emotional messages.
- Calling one-way broadcasts engagement.
- Measuring outputs such as newsletter open rates rather than understanding.
- Failing to equip line managers to answer questions.
Worked example
A relocation affects job security. Use a leader-led, face-to-face session with prepared Q&A, followed by manager one-to-ones and an intranet FAQ. Rule of thumb: the higher the ambiguity and emotion, the richer and more two-way the channel must be.