In my experience, the quality of communication within companies is, at best, variable. In almost every group I work with, the subject of poor communication eventually surfaces. When I ask about the company’s purpose, core values, and mission statement, I rarely get a succinct answer from the team. This begs the question: why?

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If you ask senior leadership, they will often argue that these things are clear and well communicated. But if the wider team feels left in the dark or believes the values are not truly 'lived and breathed,' there is clearly a gap. Is this a recruitment problem? An induction issue? A lack of training, feedback, or engagement? Or is it a deeper cultural challenge that no amount of free pizza can fix?

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The reality is that many organisations pay lip service to communication and culture without measuring whether their efforts actually work. One-to-ones, team meetings, newsletters, and company updates are all good tools, but they are only effective if they create clarity, alignment, and trust. If staff don’t feel psychologically safe, they will not share what they truly think. They may smile and nod in meetings, but they won’t raise concerns, suggest improvements, and certainly not challenge decisions.

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This is where leadership must take responsibility. Communication should be proactive and reactive, consistent and timely. Who owns this in your business? Who sets the standard for what is a 'reasonable' response time to an email or message? Who is accountable for ensuring people don’t feel 'ghosted'?

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Trust, empowerment, autonomy, and clear, achievable goals are far more powerful motivators than quiz nights and 'forced fun' events. These gestures are well-intentioned, but they can have the opposite effect if people feel they are masking deeper issues. Employees want to feel heard, respected, and informed, not just periodically entertained.

Another key consideration: who decided your company’s purpose and values in the first place? Was it you and your Board in an away-day workshop? A consultant with a clever framework? Or was it developed with input from your workforce? If employees don’t know where the company is going, how can they truly get behind its mission? And if they weren’t involved in defining the values, why should they feel personally connected to them?

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Improving communication doesn’t happen overnight, but it does start with honesty. Ask your teams what’s working and what isn’t. Create forums where feedback is genuinely welcomed and acted upon. Share information regularly, not just when things go wrong. Above all, lead by example. When leaders communicate with clarity, consistency, and authenticity, the rest of the organisation will follow.

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Clear, two-way communication is not a 'nice to have.' It is the foundation of trust, culture, and ultimately performance. Without it, you are asking your people to row hard without telling them which direction the boat is going.

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FACT!

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- Antony Penny