Speak to me someone

In the last fortnight, I have heard about two organisations that, in the midst of major issues, have clammed up rather than communicated with their people. This is self-defeating and I’m really surprised it still happens.

Silence is far from golden in these circumstances. It makes people nervous that the company lacks control (or even has something to hide). It can lead them to fear the implications of what is taking place, for the company and/or for them personally. And it can affect commitment and focus at a time when the company may need them more than ever.

Employees may also be pressed for information or answers by customers, suppliers, stakeholders and friends or family. If there has been a wall of silence, they won’t be able to defend the company, even if they are inclined to. And without any information, they may end up making something up themselves…

So I urge any organisation in the eye of a storm to communicate with their people – sharing what information they can, when they can – to help protect trust and confidence. And to enhance their usual communication cadence for as long as it’s needed. Silence only breeds concern; possibly even contempt.

The value of values

Someone I was speaking to the other day questioned the relevance of organisational values. The gist of their argument was that teams, dynamics and working practices have changed so much that trying to invent one set of values relevant to all is both irrelevant and impossible.

I found it hard to express quite how much I disagreed with this sentiment. Firstly, due to the verb “invent”, given that I believe truly effective values come from within. Our job is not to “invent” or create new concepts, but to crystallise core beliefs and associated behaviours in ways that resonate with employees and inspire them to align their own approach and activities.

Secondly, because I feel there has never been a more important time to articulate common values. Many of us are working in different ways and in different places, which exacerbates the challenge of connecting and building trust with and between teams. Clear and compelling values can help to nurture unity when we’re at risk of fragmentation.

I hope the view I heard is not becoming commonplace, because I still believe values form a powerful and practical tool for any organisation. If anything, changes in our working world only strengthen my conviction.