There’s an old army story about an officer on the front line who needs to get an important message to his commanders:
‘Send reinforcements; I’m going to advance.’
But the telephone lines have been cut, so the only way to get the message through is to pass it up the line. By the time it gets to headquarters, the urgent message has become:
‘Send three and fourpence; I’m going to a dance.’
It’s almost certainly an apocryphal story, but it makes an important point: the more people a message goes through, the further it’s likely to stray from its real meaning.
Which is why you need to keep the lines of communication from your front-line employees as short as possible. They’re usually best-placed to know what your customers think and how proposed changes will work in reality.
But, if their feedback has to pass through too many layers before it reaches a decision-maker, a lot of its value and meaning will be lost (especially if any of those layers don’t like what it’s saying).
Your job is to make sure the right information flows up as easily as it flows down.
This blog is an excerpt from Matt’s new book; tribe: 66 ideas for building a winning culture. The book explores the characteristics that contribute to a winning workplace culture. If you fancy some bedtime reading, you can buy a copy here. Or pop into The Forge and pick one up for free (we might even make you a coffee…)