Some key themes dominated corporate communications news in July 2024 — and we’re briefing you on all of them in this month’s edition of Cup of Corporate Comms.
STABILIZING COMMUNICATIONS MATTER, TOO.
In the rush to perfect change and transformation communications, the vital task of fostering stability and reducing anxiety is often neglected. In this “age of rage,” marked by national elections and regional conflicts, communicators must prioritize messages that promote calm and consistency. Focused on the inevitability of disruption and change management, HBR underscored the need for a balanced approach that includes “stabilizing” messages focused on what’s working on a given day, instead of what needs to change. In a related piece, PwC highlighted the results of its 2024 Global Workforce Hopes and Fears Survey, which confirmed that change is everywhere, it’s constant and it’s affecting multiple aspects of people’s jobs — making transparent and supportive communications critical for buy-in.
As the U.S. elections approach, it’s also crucial for communicators to help keep politics out of the workplace and/or remind people to engage with civility. With encouragement from the inclusion rhetoric to “bring your whole self to work,” the Financial Times discussed the rise in disagreements between colleagues on political views, which, if not addressed by their organizations, will cause a strain on workplace relationships. The Wall Street Journal focused on executives saying as little as possible on politics and other divisive topics — and requiring their employees do the same — suggesting that ignoring political discourse may be unrealistic in an election year that is both unpredictable and all-consuming. And HBR covered the phenomenon of increasing polarization, advocating for leaders to come together to form “unlikely coalitions” that can foster stability and unity in countries — and organizations — that may be bitterly divided.
Bottom line: While managing change is essential, fostering stability is equally critical to maintain trust and morale. In today’s polarized world, putting clear policies in place, utilizing de-escalation techniques and prioritizing transparent, consistent and civil communications is not just a strategy — it’s a necessity. Balancing disruption with messages that reassure and unite can help organizations navigate the uncertainties of an election year and beyond, ensuring resilience and cohesion within their teams.
What is DEI without the “E”?
Amid the evolving landscape of diversity, equity and inclusion (DEI), a new flashpoint has emerged with some companies scaling back their DEI initiatives and others dropping the “E” from DEI altogether. This trend reflects a broader backlash, particularly in the U.S., where conservative pressures are reshaping corporate approaches to DEI. While these moves may align with certain political and social currents, Forbes and CHRO highlighted that the majority of employees still strongly support DEI efforts, even if enthusiasm has slightly waned in the face of backlash. Meanwhile, as the Society for Human Resource Management’s (SHRM) decision to drop “equity” from its DEI framework sparked significant debate — drawing anger from hundreds of talent managers online with comments such as “backwards,” “shameful” and “cowardly” — Fortune and Fast Company delved into the implications of sidelining equity, questioning what this means for the future of workplace inclusion and fairness. In addition, John Deere made it into the headlines with extensive coverage from the likes of Fortune and Business Insider, along with Microsoft in The Street and Business Insider, among others, getting in the spotlight amidst their decision to scale back their DEI efforts, discontinue support of and/or participation in a number of events and initiatives, and Microsoft even quietly dismissing its DEI team.
Bottom line: The trend toward scaling back DEI initiatives may resonate with certain constituencies, but it risks alienating a broader base of employees and consumers who view these efforts as essential to fostering an inclusive workplace culture. As companies navigate these pressures, they must weigh the risks of retreating on DEI against the ongoing need to address the values and expectations of a diverse workforce.
Time to utilize the rumor mill instead of fearing it.
While hybrid teams — with fewer serendipitous watercooler conversations — have slowed down office gossip, leaders continue to fear office rumors and misinformation that have the power to increase uncertainty and undermine trust, damaging engagement, culture and productivity. The Wall Street Journal highlighted a clever idea that by identifying employees who have the trust of their colleagues, companies can turn the grapevine into a powerful new communications tool. In a related piece, Forbes discussed the importance of using employee ambassadors and other strategies to manage change, boost team morale and minimize disruption. Another article from The Wall Street Journal also talked about one simple, evergreen thing leaders can do to increase buy-in: Use “we” instead of “you.”
Bottom line: By empowering reliable and responsible employees to act as ambassadors, leaders and communicators can transform the rumor mill into a channel for positive, accurate messaging that reinforces trust and unity. In a hybrid work environment, this approach not only helps foster engagement but also ensures that the right messages resonate throughout the organization, turning potential disruptions into opportunities for stronger connection and collaboration.
We must build office camaraderie virtually.
In recent times, declines in hiring and increases in inflation have substantially elevated the risks associated with changing jobs, causing the “great detachment” to continue shaping the workplace. According to a newly released Gallup survey, self-reported turnover risk hasn’t been this high since 2015, underscoring the urgency for leaders and people managers to seek fresh, new ways they can foster meaningful dialogue and build genuine connections within and between teams. According to Fast Company, successful hybrid teams hinge on intentional team-building efforts, emphasizing the need for leaders to facilitate small, everyday ways for coworkers to cultivate curiosity, promote understanding and create a sense of belonging despite physical distances. In a related piece, Fortune highlighted the growing disengagement among employees and managers, revealing that 42% of those who left their jobs in the past year felt their departure could have been prevented by their manager or organization. To counter this, some companies are innovating with virtual experiences to build camaraderie, as another Fortune piece illustrated through real-life examples offered by Teamraderie, a startup that creates bespoke team-building activities virtually.
Bottom line: To navigate the challenges of the “great detachment,” communicators need to reimagine connection strategies to help leaders maintain a cohesive and motivated workforce by prioritizing everyday interactions and innovative virtual team-building activities, as well as actively addressing employee concerns to facilitate virtual camaraderie and prevent disengagement.
Younger generations are shaking things up in internal comms.
Millennials currently comprise over 38% of the workforce and by 2030, Gen Z will constitute about 30%. As covered in our March Cup of Corporate Comms, the generational divide in the workplace is more pronounced than ever, with the differing communication preferences and motivations of younger generations creating distinct challenges. Fast Company highlighted how Millennials and Gen Z employees demand direct, transparent, two-way communications, along with timely feedback, stressing the importance of recognizing these variances to build stronger connections. Ragan’s tips for connecting with Gen Z employees emphasized authenticity and understanding their unique motivations, such as openness, empathy and vulnerability. In a related piece, Fortune underscored that effective communication with Gen Z requires a higher degree of vulnerability than many leaders might expect. Business Insider also noted that Gen Z employees are turned off by dishonesty and conflicting messages, while The Wall Street Journal underscored their skepticism towards insincere feedback methods like the “compliment sandwich.”
Bottom line: To bridge the generational divide, communications need to shift away from a one-size-fits-all approach. For Millennials and Gen Z, leaders need to emphasize directness, timely feedback, and authenticity, while communicators should replace outdated channels and methods with genuine, transparent dialogue to drive engagement across all age groups.
