Interview with David Grossman

David Grossman, is one of America’s foremost authorities on communication and leadership inside organizations. Founder and CEO of The Grossman Group (www.yourthoughtpartner.com), an award-winning Chicago-based communications consultancy.

 

The Grossman Group’s clients include some of the world’s leading companies such as Accor, AOL, CVS/Caremark, HTC, GlaxoSmithKline, Heinz, Intel, Johnson Controls, LifeScan (a Johnson & Johnson company), Lilly, Lockheed Martin, MassMutual, McDonald’s, Microsoft, DuPont Pioneer, Rockwell Automation, Symantec, and Virgin Atlantic, among others.

 

His book, “You Can’t NOT Communicate” (www.yourthoughtpartner.com/book), is used in corporate trainings throughout the world, and is considered a“must-read” for leaders who want to differentiate themselves.

 

1. When and why you became interested in working on Internal Communications?

In the late 80s (I’m showing my age!), I was working for Golin-Harris on the McDonald’s business. Part of my job was to complete benchmarking with organizations that were leading in the internal communications area. This was a time where the main vehicle for communications on the inside at McDonald’s beyond leaders was publications. (How far we’ve come since then!) I saw what was possible and what these companies were achieving. They were demonstrating concrete business results by communicating more effectively on the inside. I was completely enthused and knew that was my future.

2. Why is it important for companies to work on their internal communications?

Communication is more than a“feel good” part of any organization. Great internal communication helps employees connect the dots between what they do and the overarching business strategy. When it’s good, it informs. When it’s great, it engages employees and moves them to action. Research confirms effective employee communication also drives bottom-line results. According to a study from Towers Watson, companies with highly effective communication practices had 47% higher total returns to shareholders over the five year period from 2004-2009 compared to those with less effective communication.

In our world, everything you say or don’t say communicates something. The most effective businesses, and the most effective business leaders, choose to make the most of their communications. The best business leaders recognize that virtually all business problems lie in the absence of effective communication. The best business leaders also know effective communications is the critical tool for strengthening teams, motivating employees and generating results.

3. What are the biggest challenges companies usually face regarding their internal communication?

Two of the biggest challenges companies face with internal communication are overload and recognizing the difference between communication and information. Real communication only occurs when an exchange results in shared meaning. Employees are bombarded with information but starved for meaning. You might have the best business plan ever written, but it doesn’t mean anything if employees don’t understand it and don’t know what to do to help you achieve your goals. Companies and leaders especially have to connect the dots for people if they’re to understand and act on a business strategy.

4. How can companies be more consistent with their activities, messages and other implementations regarding Internal Communications?

The companies that have the most success with their internal communication devote real time, effort and resources to purposeful planning and measurement. Effective communication serves a very specific need – building understanding of the business strategy, setting expectations for employees so they know their role, motivating employees to take new action, giving feedback and so much more. To drive effective communication decision making and planning, businesses also need data.

 

Businesses are hungry for data to make just about any decision. Yet when it comes to organizational health and employee engagement, many fail to measure what’s working and what’s not – a critical error from my experience. Whether measuring a business unit or the overall health of communication, with the right data organizations can make the best, most effective decisions about what communications to start, stop or continue to get employees engaged in the strategy and drive performance.

 

5. Is there a universal principle for employee motivation?

People don’t like things done to them; they want to be part of the process of decision making. In the end, it’s employees who will decide whether or not they are engaged. It’s a gift an employee gives to an organization, and it can be freely given or withheld at any time. A number of factors can hinder engagement– information overload, disconnects between leader’s actions and words, and constant change, to name just a few. The flip side is through real communication, active engagement, openness to feedback and action on employee suggestions leaders and businesses can build an engaged, motivated workforce.

6. What advice would you give to companies that are starting to work on improving their internal communication?

First, I’d say kudos to them for recognizing the importance and very real value of internal communication.

If you’re just getting started, you need concrete information about where things stand in your organization today. How does communication happen now? What’s working and what’s not? What are your employees’ communication needs?

Then, consider how to meet those needs to drive performance. How are communication roles defined? What tools and resources do managers need to communicate effectively? What training and tools could help leaders be better communicators?

And when the going gets tough remember not communicating actually is communicating. Keep working at it. Perfect practice makes perfect. Greats like Picasso, Pelé and the Beatles all spent years learning, practicing and honing their skills. The best business leaders do the same thing. They read about, and learn from, the lessons of others. They learn about ideas that worked, and those that didn’t. They expose themselves to new ideas and they continually improve.

 

* Click here to read this interview in spanish. Click aquí para leer la entrevista en español.