Cultivating A Culture Of Open Communication On Social Media
Cultivating a culture of open communication if social media represent T
Social media represent the first big communication idea of the 21st century. Yet as internal communication tools, they have not had easy sledding, with senior leaders nervously contemplating what it means to give voice to everyone in the organization. The strategy of the social media evangelists has largely been focused on piecemeal advocacy and the creation of discrete initiatives. But social media's relatively modest success with senior leaders suggests that the strategy has been a bit of putting the cart before the horse.
Our profession has long advocated for more open communication cultures. Practitioners have seen social media as a virtual "communication crowbar" in furthering that openness. However, the existing degree of openness in organizational culture is a key determinant of the acceptance of new tools like social media. More attuned leadership tendencies toward openness increase the likelihood of tolerating diverse viewpoints, which social media activities often reflect. Many argue that we should become facilitators of conversations among audiences, perceiving leadership communication as at best outdated or irrelevant.
These viewpoints overlook the reality that organizational leaders are primary influencers of their cultures. The longstanding traditions of hierarchy and autocracy remain influential and often oppose openness. Some observers argue convincingly that the proliferation and impact of social media in society at large will inevitably press organizations toward greater acceptance of openness. Advocates have sometimes been perceived as radicals fighting for freedom of expression and institutional democracy. Yet, their efforts may not be radical enough; by pursuing tactical micro-solutions, they miss a broader strategic opportunity: to lobby for cultivating open communication cultures within organizations as the foundational goal.
Creating and leading open communication cultures (OCCs) is, therefore, the next significant strategic advance. Several forces—such as the erosion of organizational boundaries that facilitate free information flow, the necessity for collaboration and employee engagement to spur innovation and maintain competitiveness, and the rapid evolution of technology—make OCCs increasingly vital. To succeed, organizations must genuinely believe in the benefits and necessity of openness; without this conviction, efforts are likely to falter.
Defining Open Communication Culture
An open communication culture can be defined as one where information flows freely and is accessible to insiders and the public, aligned with the organization’s values. It involves proactive initiatives and dialogue with various stakeholders, including employees, customers, shareholders, and the public, while respecting proprietary, regulated, or confidential information. Leaders play a crucial role in shaping and championing this culture, requiring a compelling business case, patience, and the ability to navigate ambiguity.
Leadership and Organizational Strategies
Leadership must assess their tolerance for openness and understand the potential consequences. The decision to foster an open communication culture involves weighing the benefits against risks such as confidentiality breaches and the potential for organizational disruption. Building such a culture requires deliberate steps: articulating a clear business case, evaluating current organizational practices, and establishing policies that promote transparency while safeguarding sensitive information.
Research indicates that organizations with effective communication practices outperform others in performance metrics. For instance, Towers Watson research shows that highly communicative organizations experienced 47% higher shareholder returns over five years. A culture of open communication also correlates with increased employee engagement, customer satisfaction, and loyalty, ultimately enhancing financial performance (Reichheld, 2003; Northwestern University, 2014; Melcrum, 2015).
Implementing an Open Communication Culture
Effective implementation involves measured changes tailored to organizational context. Benchmarking against pioneers like Google and Cisco—organizations with strong practices of openness—provides valuable insights. Cisco’s approach exemplifies embedding openness through initiatives such as CEO Q&A sessions, transparent legal communications, and extensive use of collaborative technology platforms like Telepresence and internal video-sharing. Such techniques demonstrate a commitment to transparency and foster a culture of trust and engagement.
Support from technology is critical. Cisco’s internal communication tools, including high-definition video conferencing and employee-generated content platforms, facilitate two-way communication and reinforce the culture of openness. Leadership must champion these tools, demonstrate the value of transparency, and cultivate an environment where employees feel safe and encouraged to contribute ideas, feedback, and concerns.
Overcoming Obstacles and Managing Risks
Despite the advantages, organizations face obstacles—clustering around deeply ingrained cultural norms, concerns about confidential information, and resistance to change. Critical analysis is necessary to differentiate legitimate restrictions from knee-jerk opposition. Addressing these challenges involves clear policies, education, and the development of a strategic framework that balances openness with necessary confidentiality.
Legal and regulatory considerations are especially important. Leaders must understand the boundaries imposed by proprietary rights and regulations, ensuring that open policies do not compromise legal compliance or competitive advantage. For example, Cisco’s legal department exemplifies openness by engaging actively in external discussions, sharing insights without violating confidentiality or competitive interests (Chandler, 2009).
The Business Case for Open Communication
The compelling business rationale for OCCs hinges on a proven positive correlation with organizational performance. Studies show that companies embracing openness achieve higher employee engagement, customer satisfaction, and financial returns. Engaged employees tend to be more innovative, productive, and committed—traits essential for thriving in dynamic markets (Gartner, 2016; Towers Watson, 2010). Moreover, transparency fosters trust, which is fundamental during crises or organizational change.
Research by Gallup (2017) underscores that leadership engagement, organizational alignment, and understanding employee needs are key drivers of success. Trust and openness are co-dependent; organizations that cultivate transparency build trust, leading to enhanced collaboration and agility essential for navigating the complexities of the modern business environment.
Conclusion
In an era marked by rapid technological change and global interconnectedness, cultivating an open communication culture is no longer a luxury but a strategic imperative. Leaders must champion transparency, embed open practices through strategic policies and technological enablers, and balance openness with confidentiality. Organizations that succeed in establishing such cultures will not only improve performance and engagement but also create environments where human initiative, creativity, and passion thrive—positioning themselves for enduring success in the 21st century.
References
- Chandler, M. (2009). Cisco’s Strategy for Open and Transparent Communication. Harvard Business Review.
- Gallup. (2017). The State of the American Workplace. Gallup Press.
- Gartner. (2016). Building a Culture of Openness and Trust. Gartner Research Report.
- Hamel, G. (2007). The Future of Management. Harvard Business School Publishing.
- Melcrum. (2015). Engaging Employees Through Open Communication. Melcrum Reports.
- Northwestern University. (2014). The Impact of Internal Communication on Customer Satisfaction. Northwestern Research Series.
- Reichheld, F. (2003). The Loyalty Effect: The Hidden Force Behind Growth, Profits, and Lasting Value. Harvard Business School Press.
- Towers Watson. (2010). Communication and Engagement: Impact on Performance. Towers Watson Insights.
- Towers Watson. (2008). Employee Engagement: The Key to Organizational Success. Towers Watson Survey Results.
- Whittaker, B. (2018). Building Open Cultures: Insights from Cisco and Google. Journal of Business Strategy.