How to involve top management in communication?

Effective, regular, dynamic and inclusive internal communication is essential to the smooth running of a company and team commitment. While it is important to engage employees and operational managers in a company's communication, top managers should be heavily involved, too.  

Why should you involve top management in your company's internal communication?

First of all, let's go back to the role of the strategic manager, or top manager. This individual coordinates the transversal actions of a company’s various departments. They are in charge of communicating the strategic orientations and directives of the hierarchy to the local managers. They also supervise the smooth running of missions and the achievement of objectives, and convey the company’s values, culture, strategic stakes, etc. The top manager therefore plays a strategic role, unlike the middle manager who undertakes more operational missions with teams. While the middle manager is naturally involved in internal communication, this is not always the case for top managers. However, involving the company's top management in its communication is beneficial in many ways. Thanks to their strategic managerial position, top managers can, by getting involved in communication, more easily detect opportunities, possible weaknesses and areas for improvement. They will also have access to real-time information and will be able to make decisions in line with the reality on the ground. Including the top manager in communication is also an excellent way to inspire and motivate teams by strengthening employee commitment, reinforcing the feeling of belonging and capturing their attention. This managerial practice should ensure that a rigorous overall follow-up takes place. Involving senior managers in corporate communication is also a good way to deploy a horizontal and participative management style. This management style, which breaks down silos, is a powerful lever for increasing collective intelligence, encouraging innovation and creativity, but also for improving well-being at work and strengthening team cohesion. Further, with the development of teleworking, it is essential that each level of the company actively participates in exchanges on internal digital communication channels.  

How can you involve top managers in internal communication?

Define the objectives of internal communication

To encourage the involvement of top management in internal communication, it is first important to clarify the objectives and challenges of the communication. Is it about motivating, valuing or congratulating the teams? Reinforcing the company's culture? Informing, promoting or training? Improving operational efficiency and accelerating processes? Defining the objectives and the stakes will enable the top manager to become aware of the importance of their involvement in communication, and clarify their role in these exchanges. By actively participating in internal communication, the top manager will be able to:

• Communicate directives, delegate and steer projects more easily.
• Help teams reach their objectives more quickly.
• Share the company's economic performance, news, successes, challenges, etc.
• Share improvement areas and possible pitfalls.
• Communicate on the company's strategy, the future of the brand, the common vision, etc.
• Value, congratulate and encourage employees and local managers.

Choose the right internal communication channels

Another fundamental element is to choose the right internal communication channels. Digital tools that are easy to use, dynamic and attractive should be favoured. To encourage the involvement of top managers and employees in communication, it is also possible to introduce an internal newsletter to share company news, a notice board, an instant messaging tool, intranet software, an ideas box, meetings, stand up meetings or a corporate social network, for example.

Encourage close and regular communication

For internal communication to be effective, it must be carried out by the hierarchy in a regular and inclusive manner. This is a prerequisite to encourage teams to participate and to create a real bond of proximity.