Communication: The Secret to Successful Cultural Integration

Integrating company culture, refining an organization’s core values, or navigating the challenges associated with big organizational changes are common challenges for financial institutions.

Often, ALM First is approached to assist with these increasingly complex scenarios.

Each one of these exercises begins and ends with communication. Yes, communication is the secret ingredient. However, it’s not as simple as it sounds. Perhaps that is why the business lexicon has so much jargon that attempts to work around it. For example, the “culture conversation” can sometimes disguise a real challenge for leaders: talking to their teams. Clearly, having a well-defined organizational culture is a good thing – however, even the most well-defined culture isn’t going to work if communication doesn’t.

After all, a company’s culture, brand, and values are largely created by the words and subsequent actions of its leaders. And employees’ ability to facilitate the desired experience, and share a consistent message with consumers, is also predicated on communication. Clever catch phrases and culture materials like books, notecards and screensavers are great, but the spoken and written words of senior leaders will ultimately shape the definition of culture in the minds of team members.

A quick glance at Glassdoor reveals employee reviews for well-regarded, even Fortune 100, companies. These are well-known organizations and brands with clear “Who We Are” pages on their website or on clever displays in their storefronts. Their employees; however, may not feel the magic. Poor reviews often feature common challenges like communication in silos, mixed messages, lack of contact with senior level leaders and other concerns that all come back to communication.

Communication is Hard, But Improving it Doesn’t Have to Be

Executive leadership can start with the following to craft communications that actually work:

1. Start with who
   • While it is still important to set a vision and explain why, it is equally important to consider who when crafting critical messages.  
     • Be relevant: Consider the size and demographics of your team, just as your marketers consider their prospects. What channels of communication work best to share information with them? What motivates them to listen, learn or modify behavior? How does your message impact their day, their week, or their role?
     • Be timely: Consider the cadence of your team’s work and how frequently they use shared communication channels and be timely with your delivery. This is easier to do when you establish consistent opportunities to talk to your whole team.
     • Be real: Use an authentic voice. Even when using a more formal communication channel, approach it conversationally. An email from the CEO is not likely to get lost in the inbox and feels more personal and genuine than a memo from their assistant.
2. Speak, write, repeat
   • Even the most powerful tool doesn’t always work on the first try. Communications must be delivered consistently, repetitively and deliberately to maximize effectiveness.
     • Rule of 7: The average person must hear a message 7 times before committing it to memory. If you are using communication to change behavior, create significant meaning, or reinforce your culture, a one and done communication plan will not serve you well. If the Rule of 7 is overwhelming, start with the power of 3. For example, a senior leader communicates to the whole staff, the supervisor reinforces with individual conversations, a written note comes shortly after to reinforce the message.
     • It’s called a “brief”: The number of times a person needs to hear a message shouldn’t be confused for the need of an abundance of detail. In fact, the more you can simplify your message, the more likely it is to resonate and be memorable. Consider this, if a person were only going to read the first 3 sentences of your email or memo, would they get the essential message? If a person only tuned in for your introductory slide or closing remarks, would they understand the essence of your communication?
     • Get your FAQs straight: Communication is not a one-way process. It requires a loop of feedback and questions. To prepare for feedback, brainstorm a list of questions you anticipate your staff will have and prepare your answers. Depending on the scale of your communication and the size of your audience, you could even publish a list of Frequently Asked Questions and Answers following your formal communication.
3. Special sauce
   • It’s not just what you say, it’s how you say it
     • Be humbly incorrect: Committing to communication makes us vulnerable as leaders – especially when we commit our words to writing or answer challenging questions in a live meeting. Don’t stifle the conversation because you don’t have all the answers. It is okay to say you don’t know or to follow up and correct a misstep. See exercise 1 – be real.
     • Explain a change of heart: Leaders often make the mistake of holding on to a communication too long for fear something may change after they share it. While we don’t suggest making and breaking promises, we encourage timely communication coupled with a willingness to explain when you have to pivot.
     • Do as you said: We saved one of the most important points for last. With talking the talk should always come walking the walk. Follow up and follow through will establish trust and ensure your audience wants to hear what you have to say the next time around.