Welcome to ‘The Four Hidden Forces Quietly Affecting Your Workplace’
In her new series, Sally Ripley, Senior Advisor in our People & Culture group, examines the most common issues she sees in workplace assessments and shares practical, people-first insights for how leaders can address them.
Part 1: The Communication Gap
When silence speaks louder than words
If I had a dollar for every time “communication” came up in a workplace assessment, I could retire early.
A workplace assessment helps you understand how your organization functions and your employees experience it. Through surveys, interviews, and observations, it identifies strengths and challenges and offers practical recommendations to improve culture, performance, and employee wellbeing.
In the dozens of workplace assessments I’ve conducted throughout my career, “communication” is a constant. The truth is, I’ve never met an organization that gets it perfectly right.
No matter the organization size, sector, or structure, communication is always near the top of the list when I ask about challenges. Leaders often think they’re communicating well, but employees frequently feel left out of the loop. Somewhere between intention and perception, the message gets lost.
The irony? Presented with this feedback, many leaders respond by communicating more: more emails, more meetings, more memos. But “more” communication isn’t the answer; better is.
As I’ve learned through my work with clients and firsthand through lived leadership experience, better communication starts with clarity, consistency, and care. It’s about being intentional, not incessant. Here are three ways to bring those ideas into practice.
1. Communicate early (even when you don’t have all the answers).
Leaders often wait until they have the complete picture before sharing anything. It’s understandable to want to be accurate and confident. But silence leaves space for speculation, and speculation breeds anxiety.
Saying, “We don’t have all the details yet, but here’s what we know” builds far more trust than radio silence. You’re not promising certainty; you’re offering honesty. And in uncertain times, honesty is what people crave most.
2. Be consistent and predictable.
One-off updates or “as needed” check-ins aren’t enough. People need to know when and how they’ll hear from leadership, even if the message is short.
That might be a short weekly note, regular team huddle, or a standing meeting that doesn’t get bumped for something “more important.” The rhythm matters. It signals stability and respect for people’s time and attention.
3. Create real feedback loops.
Communication isn’t a broadcast or a monologue: it’s a conversation. If you’re doing all the talking, it’s not communication.
So ask questions. Listen to what’s being said (and not said). And when people do share feedback, close the loop. Let them know what’s being done with it.
Even a quick, “We heard your concerns about X, and here’s how we’re addressing it” goes a long way. It tells people they were heard and their input matters.
Remember: communication is care.
At its heart, communication is about connection. When people feel informed, they feel included. When they feel included, they feel valued. And when they feel valued, they become more engaged.
That’s the real chain reaction of good communication: not just the flow of information, but the building of trust.
So before sending another memo or launching a new “communication strategy,” pause and ask:
- Are we being clear?
- Are we being consistent?
- Are we genuinely listening?
Communication is how you build relationships. And the strongest workplaces are the ones where people don’t just know what’s going on: they know they matter.
Sally Ripley is a Senior Advisor in MC Advisory’s People & Culture group. She lives on Prince Edward Island, where she has a hobby farm and teaches a fitness class in her community, which are integral to her well-being and connection to her community.